Building Workplace Relationships With Morag Barrett

In this episode, Tony Martignetti is joined by Morag Barrett to discuss the importance of building workplace relationships. Morag, a sought-after leadership expert and author, shares insights from her extensive experience in helping leaders achieve outstanding results through the power of professional relationships. Discover how tapping into collective brilliance and fostering meaningful connections can enhance productivity, engagement, and overall happiness at work. Tune in to learn how you can create a more collaborative and fulfilling work environment.

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Building Workplace Relationships With Morag Barrett

It is my honor to introduce you to my guest. Morag Barrett is a sought-after coach and leadership expert who helps leaders achieve outstanding results through the power of their professional relationships. Morag and her company SkyeTeam have supported the development of more than 10,000 leaders from 20 countries and on 6 continents so far. She's the award-winning author of three books, Cultivate: The Power of Winning Relationships, The Future-Proof Workplace and her latest book, You, Me, We: Why We All Need A Friend At Work (And How To Show Up As One!).

She has been recognized by Thinkers360 and peopleHum as an HR thought leader to watch. She's originally from the UK, but she now lives in Colorado. She's the mother of three 6-foot young men. She's a classical musician and a ballroom dancer, but not at the same time, luckily. It's my honor and pleasure to welcome you to the show, Morag.

Thank you. I hope we're going to get some smores later on, too.

We get this on. I love the idea of being by the fire. It's such a nice experience to be able to have these heartwarming conversations.

It’s certainly evocative. I'm picturing when I was a brownie guide and the campfires we'd have as a kid. It’s wonderful.

What I'm excited about is I've gotten to know you over the past few years. I enjoyed your presence, how you show up, and what you share. They're all about helping people show up and connect. I think that's something that is powerful. I'm excited to share you with my audience and to understand what brought you to do the work that you're doing and how others relate to your journey. That's what we're going to do.

Let's get down to it. I'm looking forward to it.

As we do on the show here, we navigate people's journeys through what's called Flashpoints. These are points in your journey that have ignited your gifts into the world. What I'd like to do is have you share what you're called to share, and as you are sharing, let's pause along the way and see what themes are showing up. In a moment, I'll turn it over to you and you can take it away and start where you'd like.

First Flashpoint At Age 13

It's funny when you asked me about those Flashpoints. The first one that came to mind was when I was literally walking through the alleyway. I remember it vividly, viscerally. I think I would've been about thirteen and I was headed to catch the bus to go to high school. I remember the moment of a typical teenager, hoping to be invisible, head down small. I remember thinking to myself, “You've got as much right to be here, head up.” I still remember, and I can picture it was in the spring. The trees weren't yet in full bud. It was the UK, so it was raining and it was a bit clammy, but I remember that moment. When you talk about bringing your gifts to the world, that is part of it. Does that mean I was always at the front?

No, I remember in sixth form looking at the cool kids and wishing I was part of the cool kids. It was only after we graduated high school that my friends and I discovered that the cool kids looked at my little group, our little group and thought we were the cool kids. It's always funny that internal dialogue as we look at the world and others, I think, does inform the work I do because it's both FOMO or Fear Of Missing Out, but also taking stock of whose life you are living. Are you living your life, your definition of success, your definition of career, work, whole life, or are you living somebody else's definition? In the work that my team and I do, it's tapping into that collective brilliance where we can show up as more of ourselves with our heads held up high, but looking at how do we tap into that collective brilliance and be better together?

Are you living your life, your definition of success, or someone else's? Embrace your journey and show up as your true self.

I love that this is where you started because there is that sense of realizing that, “I don't have to be the best other people. I can be the best me.” It starts with this realization, this change in perspective that starts you creating the world that you want to live in. That's where you started to see this possibility is this sense of, “Why am I holding myself back when I can put my head up high and start to create the path that is right for me, not based on what other people think?”

It sounds so easy, doesn't it?

I'm sure you're going to share more of this journey, which I think is interesting. This is you as a younger self, but also knowing that this is eventually what you end up doing, which is cool.

I don't think the 13-year-old version of me would've predicted that I'd be living in Colorado, having now worked with 20,000 leaders and 6 continents. I've been to North Slope, Alaska, to work with oil and gas drillers. I've been down to Chile and Peru, working with gold mining organizations. I've been around the world. The one thing that's held true, which is what I'm passionate about, is the quality and depth of our relationships that have a direct impact, both on the results that we can give, our productivity, and our engagement, but also our health and happiness at work and in life. That for me is a powerful combination that I thrive in shining a spotlight on.

I'd like to know more about what are some other trials and tribulations that started to get you into the work because, as you said, there's a lot to this and there are a lot of things we have to unravel to get to where we are. What are some other Flashpoint moments that come to mind?

If I think about Flashpoint moments, again on a professional path, and then I can talk a little bit about the personal path. The professional path would've been, I'm still in high school, I was going to be an engineer. I love logic. I love math. There's poetry around. There's a right answer. I intended to be an engineer, but I was also studying Economics. In there, there was a chapter on how banks create money about getting deposits in, making loans, redepositing some of those loans, etc. It turns out banking is nothing like that chapter in economics. However, I ended up spending fifteen years in commercial and retail finance, which meant that I was able to lend millions of pounds to individuals and companies at all stages of their life cycle, all sorts of industries, and all sorts of products and services.

As another pivot point, it became apparent to me that the spreadsheet is in the nicest possible way. You can make the spreadsheet say whatever you like, and you can put in your assumptions for cashflow. You can put in your assumptions for expenses, but it all means nothing until the check's in the bank. It also means nothing if you're only focused on what you do as an organization and how you organize the process and systems if you're not paying as much care and attention to how business gets done, which is who we are as individuals and how we relate, whether that's on this team, in this organization with our customers, with our communities.

In my banking career, I recognized quite quickly that the organizations that lived up to their cashflow projections were the ones that gave as much care to both sides of that equation as what they do and who we are. That piqued my curiosity, took me back to school and moved me into leadership and executive development, which is what I get to do now with companies that span industries, many well-known brands that your readers will have heard of smaller organizations, all of whom recognize that it is the power of the people that will differentiate them in their marketplace.

It is cool that you talk about this because there's something about the nature of finance and economics that seems so logical on the surface. Trust me, I went that path myself and I felt that sense of like, “I like the fact that I can solve this answer,” but it's also can be manipulated very easily to get to whatever answer you want it to be then you realize that even though it's logical, the best way to transcend that logic is to see who's at the end of that logic, what is the story that's being told and why are we doing the things we're doing?

You start to realize how powerful economics, finance and banking is that enables something something of impact. I think that's where a lot of people get into this path of saying, “How can I make a bigger impact by taking some of the logical things and connecting it to more of that emotional thing that I want to create?” I see a lot of similarities with lawyers, too. Lawyers are driven to make an impact, and they started in this very technical field because it's all about following the law. The reality is there's a passion behind it.

Balancing Logic And Emotion In Business

I think that’s where my team and I excel. Most of our clients are lovely, and we lovingly call them our geeks and nerds. They're in IT technology engineering, for whom logic is the default. That doesn't mean they don't tap into the emotional side, but as human beings, we are hardwired to feel, even if we are like I was for a lot of my career, an impassive stiffer, upper-lip British woman, that independence was a limiter it wasn't until I could tap into interdependence and start asking for help, offering help from leading with curiosity versus trying to drive through on logic alone that I saw the transformational opportunities for all of us.

I'm going to pick on the UK for a moment here. Do you feel like the UK was a receptive culture to embracing executive leadership and leadership development, or was it apprehensive?

I think apprehensive to start. Maybe it's because I'm now looking at it from a woman of a certain age. My career is now several decades old. You have that perspective of hindsight, which is both 2020 and a little cruel at times because certainly, when I started my career in the late ‘80s and early ‘90s, I remember being told, “Leave your emotions at the door. It's not personal, it's business.” I think that's BS. All business is personal.

What I've seen over the years is a willingness to lean into it is personal. How do we build a sense of connectivity, especially post-pandemic, which obviously drove a wedge through all of our relationships, whether they're at work or in life, and how we need to show up and how we do get to show up, like recording this show, the advance of technology, it gives the illusion of connection. Still, unless we're being present or leaning into the conversation, it can remain very transactional and surface level.

That's the work that my team and I are doing. That's the work in our latest book You, Me, We: Why We All Need A Friend At Work (And How To Show Up As One!) is looking to close the gap on how we move from fake perky in a 30-minute Zoom call to something that is a little deeper and something that we can rely and call upon, especially in times of uncertainty change and anxiety.

I love that you tapped into the ideas of the book because even though there's more I want to get into your story, I think that this is a good point to talk about this idea that people sometimes say to me, and I'm sure to you, “Why do we don't need to have friends at work?” I always say like, “You're spending a lot of time at work and it's a big portion of your life. Why hold back parts of who you are and why not be happy?”

Part of the stress that it causes in people, the angst, is that word friends. I'm of the call them what you like, workmates, buddies, colleagues, but it has to be something that is more productive than, “That's an advantage.” That's an example of sales. They always over-promise or that's an example of legal. They're always saying no or that finance, they're nicking and dimming again. It's that internal politics silos and turf wars when we depersonalize each other that cause information to slow down and, therefore, decision quality to be reduced and our ability to be agile and respond to the needs in the moment gets undermined. Does having a friend at work mean that we're going to hang out and go to happy hour every night, or am I going to invite you to family events?

No, but what having a friend at work does mean is that on those tough days when I'm feeling isolated or maybe my project is about to miss a milestone or I need some additional resources, I have a friend at work that I can call on for advice and I know you're going to be there either to pull the all-nighter or to point me in the right direction, but to help me to move forward and deliver the results that I'm being held accountable for. That's the difference, unfortunately, our research and the research from others shows that far too many people do not have a friend, a best buddy, a colleague at work that they can rely on, especially in times of need.

A friend at work isn't just about happy hours. It's about having someone to rely on during tough times.

It's beautiful. I love that this is exactly the message we need to send and it's a great message the way you have captured it. One of the things that it hearkens back to me is this is this quote I always talk about, which is, “Amateurs compete and professionals create.” I often use it in the concept of like outside in the entrepreneurial world, but when you think about it inside the workplace, if we're always trying to compete with each other and feeling like we need to close off, that is not a good way to be. When we create with each other, it's about opening up and allowing each other to be part of helping to create a better place and creating more advantage for each other.

Ther raises all boats. I couldn't agree more. It's the core essence of what we call an ally mindset and having ally relationships. It's how we can be better together and celebrate each other's wins, even if it's, for example, your win being getting the promotion that I also was applying for.

I'm sure there's a lot of people listening right now saying like, “I'm not going to celebrate your win.” We've all been there, but there's always a time and a place for your win is going to come that day if you keep on thinking about, “How am I learning along that journey?”

Dorie Clark puts it eloquently in her book, The Long Game. It is that win-lose scarcity mindset that truly undermines everything. When we can have the courage and vulnerability, one of the practices of an ally mindset in our book You, Me, We, when we do take that informed risk, when we can look at success not as a scarce resource but one of more from an abundance mindset, then there isn't win-lose. It's, “How do we create a win-win? How do we learn and grow together?”

Success is not a scarce resource. Shift from a win-lose mindset to an abundance mindset.

Overcoming Professional And Personal Challenges

Now, back to your story and your journey. Tell me, what other things along the way have changed the course for you? Are there any other flashpoint moments that you'd like to share?

There is that whole. There was the thirteen and recognizing we all have a role to play in this world and in our relationship ecosystem, wherever that's happening on the planet. There's that move from logic to encompass logic and emotion, the banking, which moved me into leadership and executive development. On the personal side, around that time, what gave me the wake-up call was the death of my mom, and then eight years later, my dad dropped down dead of an aneurysm. I think he's more miffed about it than we are, but we were miffed at the time.

Both of those many years ago, which feels like a lifetime, but that also was the wake-up call that life is short. We, as a family, chose to move to Colorado, re-upped with no support network and three little boys at that time. They weren't six-foot young men as they are now recognizing that investing in personal and professional relationships on what was going to make that transition successful.

All of this comes together, that ability to look at who we are and how we are showing up, “How am I feeling in this moment?” Making a choice about, “How do I want to feel and what is going to fill those buckets of energy so that I can step up and be the best version of myself so that hopefully I can help you to be the best version of yourself too?”

This is a great thing to point out. I love that you took the personal frontier because people often look at professionals who are doing great things in the world and they're saying, “You're outwardly focused on sharing and doing things to help others,” but we also are on our own journey and creating a path to make sure that our inner growth is set up for success. We're learning for ourselves what it takes for us to be resilient and prepare ourselves for the journey. I think this is a big pivotal moment for preparing yourself for the next chapter and the chapters that you know that go along with that and being able to make that big move, to be able to navigate the death of both your parents. I know that feeling very closely. It starts to set you up for, “Who do I need to be at this stage?”

Recognizing, “Who do I want to be? Who do I need to be?” may change based on your personal needs and the external context that you're in, but making it an intentional choice versus an accidental oversight. There's a lot we woven in there and for a long time in my career, I mentioned the British stiff upper lip and the independence and that can continue with my grief journey because I bottled it up and did nothing to see here.

My internal monologue was that as a successful executive coach or as a leadership practitioner, others needed to see me. I was going to use the word perfection, but I recognize I'm not that; I needed to be the best I could be. I had built walls that presented that false perfection and stopped me from seeing how I needed to shore up those wars where I needed to learn and grow.

My journey in the last many years or has been going a lot more deeper in, “This is who I am. I'm not for everybody,” but for those who I do gel with, wow, hold onto your socks and your hats because this is going to be an executive coaching journey unlike any other. When you get to do that, not only does the leader that I'm coaching accelerate their success, but invariably, I am looking for those nuggets, learning moments and how do I carry forward an essence or a hint of them into that next engagement.

You're bringing wonderful insight here. There's a sense of when you put up those barriers between you and your partner, your client or whoever it is that you're in front of, you realize that you are doing a disservice to yourself and to them, then when you realize that giving yourself fully being more authentic to use the authentic, which is overused, but true, when you're bringing your full self into that conversation, you realize how much you serve and how much you give and how much in return you get by doing that.

One thing to remember is that serving, giving, and looking for the universe to reward and getting aren't just outwardly focused on others. We need to be of in-service to ourselves. We need to be giving and as generous and gentle with ourselves and getting .i.e, self-care is not selfish. It's that taking of what we need because if we don't, and I know I've done that to my costs, when we deprioritize our own needs for a long period of time, then invariably that will come through and into our relationships in an unhealthy way.

That's a great insight. In terms of business, when did you start your current business? Was it when you came to Colorado? When did you go solo?

Many years ago all here in Colorado. I spent 15 years in finance and another 7.5 years working for an American telecom company with responsibility for leadership and executive for development initially in their London office and then here in Colorado. I remember again another one of those moments where I was between jobs, shall we say. Let's say resting. I talk about that story in You, Me, We. You'll have to get a copy to find out.

It took me twenty years to admit that story, but essentially, I was between jobs. I remember coming home and saying to my husband at the time, “It looks like I'm starting my own company. We'll give it a year and see what happens.” Here we are many years later and I wouldn't change it for the world because of the relationships I have with my immediate team, Eric, Ruby and Jose, and the relationships we've built as a high trust partners with our clients. That is what lights me up every single day.

First of all, your team is amazing. I had a chance to meet them and get to know them through podcasting. When you find the right group of people to connect with, the magic starts to come together. I think it starts with having a very clear understanding of what you stand for. Maybe you can speak a little bit about that. What were the things that were important to you as you started the business that made it successful for all these years? Not every company can last many years doing this.

That is true. But I do think it is about the relationships and the values. We have five values here at SkyeTeam. 1) Have fun, to do great work, to have fun, to work with great clients and to have fun. Life is short. We spend most of our time at work with our colleagues. If at the end of the day, you are leaving or switching off and leaving from your spare bedroom desk as I am here, if your next step is then to BMW Bitch, Moan and Wine about, “You won't believe what Tony said today. You won't believe what they have decided,” then something needs to change. It doesn't necessarily mean you need to leave the organization or the team, but there's a conversation you are having with your dog or your significant other that needs to happen in the workplace.

If there's one thing that we have learned at SkyeTeam, it's A) To role model, the concepts of the ally mindset that we talk about in You, Me, We. We've rol- modeled the ally relationships that I talk about in my first book Cultivate. That means it isn't all skipping through the roses and everything's lovely all the time. It means that when we disagree or have an off day, we are more willing to have the courage and vulnerability to ask the tough questions, listen deeply to the responses, and to your point as a professional co-create what happens next.

We don't allow things to fester. If I had a dollar for every time, somebody says, “I'd love a little bit of what you have at SkyeTeam. I want to come and work at SkyeTeam.” The answer is you can have all of this and more. All you have to do, though, is to make a choice in how you show up, one conversation and one relationship at a time.

I love the way you described it. When you embody the thing that you are able to help other people create, that becomes very regenerative because you're doing the work by showing them how you work.

I know my most stressful times, and research from McKinsey and others, 75% of employees say that interacting with their boss is their most stressful part of the day and 46% of senior C-Suite leaders say that they feel isolated and lonely. That continues as you go through all leadership levels. Gallup and our own research shows that 20% of leaders say they have no friends at work, not one person that they can turn to. Is it any wonder that this fracturing is continuing? My role and our passion is how do we bring people together, especially when we don't like each other because that's the thing at work. People say, “I don't like my colleagues.” Okay, but you still need to find a way to work respectfully together in spite of those differences or choose to find a different team to be part of.

At the end of the day, that's one of the things that's important. We're all at choice. We have a choice for deciding how we work with others or not to work with others. That doesn't mean you go to work with others and not work with them. It means that you can leave if you'd like, but at the end of the day we have to make sure that we don't just go in and slam up and decide not to cooperate or not collaborate with others. I think it's important to know that the choice is yours. Choose wisely. I want to get into the book writing process for you because you've written quite a few books now, and all of them have been very successful. Tell me what were the biggest challenges for you around writing books, especially writing a book with other people, which the last one was a collaborative process for sure.

The Writing Process And Lessons Learned

It's funny because in Cultivate my first book, I'm working on the new and expanded edition that will be coming out in early 2025. I'd do my keynotes and people say, “This is amazing. Where can we learn more? When are you going to write the book?” It was like, “I just wrote the book.” The answer to writing a book is one page, word and paragraph at a time. It took me six months to potentially write three chapters because I was distracted with client work. I organized what I called my book advisory board. 6 leaders, 3 of whom who knew me well, and 3 who didn't. It was like an accountability group. I would send them a new chapter. They would edit it right through to punctuation and American spelling versus English spelling.

We would get on a conference call and they would discuss it. I remember the very first call they'd had. The first few chapters they could get into the flow and what the book was about. I remember, “What did you think?” There was this silence. Dale was his name. Bless his heart in the nicest possible way, he goes, “Was it me or was it boring?” I remember putting my head on the table because that was exactly the ally feedback that I needed designed to help me to make it better.

It turns out that when I write, I don't even write contractions. I write, “I am,” versus I’m. Going back and putting in stories and anecdotes that brought it alive, I have to do that afterwards. My learning process for writing was that it is one word, paragraph and page at a time, but I do that bit the logical bit first and then I have to go back and weave in the morag humor that comes when I'm verbalizing versus theoretical writing.

You come back to where we started with this whole logic versus emotion and bringing the personality up in front, which I think is sometimes people think that it has to be out of the gates, it has to be a Pulitzer-winning writing. Get the logic on the page.

Get others' opinions because there's what we think we are communicating, why we think this is important, who we think this is going to resonate for. There is nothing more powerful than courage and vulnerability in allowing people to have a sneak preview and listening with candor and debate their feedback, even if it is, “Isn't this boring to the messages,” I continue to get the reviews that you can see online that say that this is one of the top leadership books and books on how to connect in a meaningful way at work that has resonated for those who've read both those books.

I want to take a bit of a detour because it's my show. I get to do that. I'd love to know what is some lessons that you've learned about yourself in your journey. You have been on an amazing path that you want to share with others and that you think might help them think differently about their journey. Maybe 1 or 2 things that you want to share.

I am on my fifth career if you go to engineering banking, leadership development, entrepreneur, author, speaker, coach. You can name it however you want. I've never had a plan. I hate that question., “Where do you see yourself in five years time?” I've been more of an opportunist. I think my reflection there is I could have taken some of these informed risks sooner. Now one could argue that maybe I wasn't ready and didn't see them at that moment. I think my thing is to have your head up and pay attention, and if something piques your curiosity, heck, go for it.”

What's worse is that you learn something and you either discover something you love or you learn something and discover something that you don't love. You're not in a worse place. You can take a step back or a step sideways back to where you were. You do it with a newfound and deeper understanding of who you are and how you fit into this world that we are part of. My a-ha, with hindsight, is to do it sooner. Try it, open that door and see what's through it. You can always come back through if you decide it's not for you.

We take a lot of risks. We have a lot of risks that we don't take along the way we should say, “Let's put caution in the wind and see what happens,” and know that as long as you're not taking a fatal step, jumping out of a plane without a parachute.

Don't do that. Informed risk absolutely is a powerful combination. People will say to me, and I'm sure you've had it, “I could never do what you do. I could never start my own business. Maybe you can or maybe you can't.” Only now know many years later that this was going to create a movement that others want to be part of, but you can do it in an informed way and do it in baby steps you can do it by holding hands with others who have gone before to say what worked, what's the learning that hopefully you can avoid similar mistakes or missteps.

Anything else that you want to share? Any lessons that you that come to mind because that was pure gold?

I am back on the learning journey. Ironic because learning is the core theme through everything that we do in terms of our leadership programs, team coaching or our one-on-one executive coaching, but taking the time to invest in my own learning. What you can't see, and for those who are reading, you wouldn't be able to see anyway, is I have a pile of eight books on my desk next to me all going, “Read me.”

I ordered another audiobook on my audio thing. I dread to think how many are there, but it's that seeking input from others, whether it's through the communities that you and I are part of where we've got brain share going on, attending a workshop in London on systemic team coaching, but recognizing that if you stop learning, you stop growing and looking for the nugget, whether it's today or in that book, in the audiobook or in the workshop If there's one nugget that you can take away to be a better leader or a better team member, then that was a good use of your time.

Always be learning. Embrace new knowledge to grow as a leader and team member.

If I were to sum that up for a moment here in very simple terms, always be learning and always be taking risks. Wonderful. Now it's time for our last question, which I always have fun asking because it reveals more about what you are reading. I’d love to find out what 1 or 2 books you've read or have had an impact on you along your journey.

Favorite Books And Influences

I remember the first book that was a big a-ha, which was the sort of Shannara series. I like the magical science fiction combination, although I've never read Harry Potter. From the Jane Austen season, I went through, but the Outlander series. I don’t know if you've seen the Stars adaptation on TV, but I absolutely love the Outlander series and that historical context, but with a very deep and well-written powerful love story throughout. That would be on the fun book side, three options there that I could go back to at any time and lose all sense of time and space in the moment.

I haven't heard either any of those mentioned so far. That's a nice addition to the book list here and I love the fact that there's a bit of Scottish heritage there. That wasn't lost on me. Are there any other books that you think of that you want to mention?

When I think about the business book The First 90 Days by my friend and colleague Michael Watkins, I think it is a perfect tool and its title is a little misleading because I recommend it to leaders I'm coaching whether it's the first 90 days in a new company, a new promoted level, a new job, a new team. The tools and techniques are very pragmatic. I love the first 90 days.

Instead of saying the first 90 days. It's whatever you do next.

There are many that I will dip in and out of. I'm not necessarily somebody who always reads a book religiously from beginning to end, but I'm always tapping in and out depending on what's top of mind for me at the moment. At the moment, all of these books are about team coaching and continuing the momentum from the workshop that I attended.

First of all, thank you so much for coming on the show. This was wonderful. I always enjoy our conversations and you always have brought many amazing insights into the conversations and bring warmth into the room. I have to thank you for that.

Thank you.

Before I let you go, I want to make sure that the listeners know where to find out more about. They can find your books all over the place, on Amazon, and other places where you can pick up the books. What's the best place to, learn more about you?

To learn more about the work that Eric Ruby and I do here at SkyeTeam, come to our website, SkyeTeam.com. You'll find out more about our leadership programs, team coaching, and executive coaching, and we have a pretty cool corporate video. There are unicorns involved. I encourage you to go watch it. Please connect with me on LinkedIn. I respond to all messages. If you say that you have read the episode, then that makes us already jump from a first date to a deeper connection. Share what resonated and find us there too.

Thanks, readers, for coming on this journey. I know you're leaving fulfilled with great insights and ready to go out and have better relationships at work. Thank you for coming on the journey.

Important Links

• SkyeTeam
• Cultivate: The Power of Winning Relationships
• The Future-Proof Workplace
• You, Me, We: Why We All Need A Friend At Work (And How To Show Up As One!)
• The First 90 Days
• Shannara
• Harry Potter
• Outlander
•  LinkedIn - Morag Barrett

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