Episode Transcript
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Speaker 1 (00:01):
Welcome to Unpacked
Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
It is morning for me and I havea great guest that's with us as
well, and so I'm excited RonHarvey.
I'm the vice president andchief operating officer for
Global Core Strategies andConsulting, which is a
professional leadershipdevelopment firm, and we spend
all of our time helping leadersbuild up the sustainability of
their effectiveness to run theirorganizations.
(00:40):
How do you lead the future ofthe workforce?
And that's really what we spendour time on doing.
So I'm excited about what weget to do, but my podcast is not
about what our company does.
It's about us sharing somewisdom and some expertise and
some fun stuff and talk aboutyou as a leader and what it
looks like and what it feelslike, and how you grow and how
you become educated.
So I invite guests from aroundthe world, from all different
(01:01):
backgrounds, from all walks oflife, to be a guest on our show.
Only thing I ask them to do isI don't send them questions in
advance and I ask them to keepit about leadership and have fun
with it and really just enjoythe moment.
So we're going to be present,we're going to have fun, so let
me, with that being said, let megive the microphone to our
guest, aj man.
Welcome to the show and thankyou for saying yes from Canada.
Speaker 3 (01:21):
Well, thank you for
having me on.
I'm looking forward to thisconversation to see what we
unpack.
Speaker 2 (01:27):
Awesome, awesome.
I know you're in business and Iknow you have some programs.
That's established, and one ofthe things I like to do on the
show is business owners.
I mean, I think smallbusinesses make up 80% of our
economy.
I mean, we're really, reallyimportant to our society and our
economic growth.
You're running a business aswell and you help a lot of
business owners.
Speaker 3 (01:47):
Can you tell a little
bit about that before we dive
into the leadership content?
All right, so I make anapplication called Daylight, and
Daylight is specificallycatered to small businesses and
helping them grow.
So what we do different thanother applications is that we
focus on that small businessproductivity and then on top of
that, we build in the CRM andthe projects and to fulfill the
promise of helping a smallbusiness productivity, and then,
on top of that, we build in theCRM and the projects and to
fulfill the promise of helping asmall business grow.
(02:09):
That's kind of the gist of whyI made the application and what
we strive to do.
And so I'm for small business,I love small business and that's
where I put all my focus.
Speaker 2 (02:21):
I love it.
So is it Daylight, theD-A-Y-L-I-G-H-T, just like that
Daylight.
Speaker 3 (02:26):
No, it's actually
D-A-Y-L-I-T-E, d-a-y-l-i-t-e Dot
app.
Okay, and you'll get to ourwebsite and then you can learn
about our application, and if itsuits you, then that'd be great
.
Speaker 2 (02:36):
Awesome, awesome're
doing and there's an opportunity
.
Whether you need it or not,we're not sure, but at least you
know it so you can do someresearch and see if there's an
opportunity for you to talk toAJ.
I'm an entrepreneur at heart.
I advocate for business ownersand I love that you're creating
something, because CRMs for allyou that are listening, you know
(02:57):
you better have some way tomanage your customer acquisition
.
And so, looking at this CRM,you got to have some system and
that's what it does is how doyou get your customers in a
database or a system and beginto cultivate and build those
relationships and manage itwithout losing?
I've lost customers because Ijust lost track of them.
We don't want to lose track ofpeople and that does happen.
So, because you're so busy asan entrepreneur, you're trying
(03:18):
to do everything.
Yeah, we'll talk about that inthe podcast, but let's dive in.
So, aj, it's good that you'reon the show and we talk a lot
about leadership.
You're in the entrepreneurspace and you're doing a lot of
work with entrepreneurs.
What are you noticing asentrepreneurs which are in
leadership roles?
What are some of the thingsyou're noticing where there's
some gaps for us asentrepreneurs, as running
(03:40):
companies.
Where are we getting in our ownway at?
Speaker 3 (03:42):
So there's a couple
of things that come to mind when
you ask me that question.
So one of them is you are whereyou are because you know what
you know, and the second thingis that the success of your
business reflects on your owngrowth.
So the growth of your businessreflects your own growth.
(04:04):
Yes, so those are two thingsthat I kind of it comes to mind
when you ask me that question.
Speaker 2 (04:10):
I love it.
I mean, can you speak more?
Can you unpack a little bit forus?
So I love it because you'reright, it's hard for your
business to grow more than yougrow.
I love that visual because inorder for your company to get
better, you have to get better.
If your company gets better andyou don't get better, you may
be out of a job real quick.
So you kind of want to getbetter with your company.
What are some things that youfigured out over time you had to
(04:31):
get better at as anentrepreneur yourself.
Speaker 3 (04:34):
So there's a few
things.
Actually there's a lot ofthings, and even at this point
in time you know I've run thisbusiness for 25 years I'm still
learning, right, so it's a neverending journey.
So you know some of the things,for example is difficult
conversations Like, like youknow, if you don't, if you're
not comfortable with yourself,how do you have that difficult
(04:54):
conversation?
Also, things like you know,being comfortable with yourself
because you're leading otherpeople and they're looking to
you, with yourself, becauseyou're leading other people and
they're looking to you, and alot of entrepreneurs get this
imposter syndrome kind of thingright.
So all of these are the littlethings that inside of you, if
(05:15):
you learn to develop and growyourself, then you can tackle
those things.
Because if you're not able totackle those things, typically
bad things happen and they maybe like small bad Like, for
example, I'll give you aconcrete, a concrete one.
Let's say that you have somebodythat you know is not performing
, but you are uncomfortablehaving that difficult
conversation, and so you don't,you push, you push it off, and
(05:38):
I've done this right.
You push it off and then you goand it keeps getting worse.
And the worst part that Ididn't realize at the time was
that other people start to seethat you're treating this person
without you know you're notholding this person accountable
because you're not having thatdifficult conversation, and it
starts affecting the others,right, yeah, so there's a
(05:58):
cascading effect there that youknow.
Because I was unable to, ordidn't want to, have that
difficult conversation, I didn'tknow how to.
Actually that was the biggerproblem for me.
I didn't know how to.
It's not that I didn't want to.
I didn't know how to approachit.
And then things would cascadeand it took me a while to kind
of grasp this and deal with it.
(06:20):
And now I can deal with it muchbetter.
But it is difficult, it's not aneasy thing, so I had to get
advice on how to go about it,not so much to do it, but to go
about it.
Yeah.
Speaker 2 (06:32):
I love that you
separated and you made the
conscious effort to separate thetwo.
I didn't want to do it, butbecause I didn't know how to do
it made me not want to do it,and so we're thinking as a
leader.
Nobody shows up excited aboutthe things they don't know how
to do.
Most of us, honestly, willavoid what we don't know how to
do, and so, as you listen, Ilove to say hey, one of the
things I had to learn as abusiness owner entrepreneur is
(06:52):
how do I have difficultconversations?
Because it does get bigger andeven if it's real small
initially, it's like having apebble in your shoe.
No matter how small that pebbleis, you're going to feel it
every time you walk, so youdon't need this big rock in your
shoe to make it uncomfortable.
A little pebble in yourorganization can cause a lot of
havoc and disruption.
Speaker 3 (07:11):
Really good analogy
actually.
Speaker 2 (07:14):
So you've been in for
25 years.
I know you've learned somethings from where you were to
where you are now.
What are you doing differentfrom if you go back and look at
when you first started yourcompany?
What would you tell the youngerversion of yourself today?
Speaker 3 (07:31):
So the one thing I
would say is, you know, having
the right people on the bus is acontinual process.
It's never a one-time thing.
So at different stages of yourbusiness and different stages of
yourself, you need differentpeople or different performances
(07:55):
.
And some people are able toadapt as your business grows,
because there's more things todo, there's different things to
do, et cetera, and some aren't.
And so those that aren't, youknow you need to be able to have
again that difficultconversation to either help them
move along or for them for youto part ways right.
(08:17):
So that's one of the thingsthat I learned.
Again, the hard way is thatthere are times where you know
some people will help you get toa certain point, and that's
their comfort zone, and youwishing that they could go to
the next step doesn't make itnecessarily something that they
want to do or can do right, andso you got to continually
(08:40):
evaluate who's on the bus.
Speaker 2 (08:44):
Yeah, I love that you
said it, because oftentimes who
you started with may not be whoyou continue with long term.
Right, that's difficult.
How do you help leaders thatare watching and listening that
may be in a situation right now,but they built a friendship.
You and I are friends now andI've helped you get this started
, you and our friends now, andI've helped you get this started
.
How do you help me make thatdecision, knowing that you've
(09:05):
helped me get here, but goingforward, you, you can't scale up
or you don't have the bandwidthor the capacity.
Speaker 3 (09:20):
And I got to separate
.
How do you help me get pastthese emotions that I'm having,
that I feel like you help me,but I had, you know again, some
people that I asked advice fromas to how they would go about.
You know how do they handlethis situation.
Like it happens, right, factthat you know if they're hitting
(09:43):
a ceiling then you're.
You know, by by you not havingthat, that conversation, you're
actually holding them backbecause they could, they could
be, you know they could be, theycan excel somewhere else, right
, and so now, by holding themback, which is then holding you
back, it becomes a negative Loopwhich you then will develop
(10:06):
resentment.
So it's better to kind of havethis conversation and and think
of it from their own personalbenefit, in the sense that they
could be in an environment wherethey can Excel better long, you
know, for longer, for the nextphase of their life, as opposed
to you know having a negativesituation over here.
(10:26):
So that was one of the mentalmind shifts I had to make is
that I'm looking at it fromtheir perspective, like I'd
rather part on positive, youknow, in a positive way, rather
than it gets so bad that itbecomes a negative.
Right, because you will seethat person elsewhere.
(10:46):
You know you'll run into themat the grocery store maybe, or
et cetera, and you don't wantbad karma really.
You know you don't want to dothis in a not nice way, right?
You kind of want to do it.
So we're thinking about themfirst and from their perspective
(11:07):
, rather than just from yourperspective.
Speaker 2 (11:10):
Yeah, I love it.
I love that you're stretchingand you're processing and we're
watching on the screen which isthis is unpacked, we're real.
There are no prescriptivequestions.
I love that.
You said I don't want to bemean, I want to be nice, but I
still want to hold peopleaccountable, and so you know
you're showing us on screen realtime.
Like I don't want to be mean, Iwant to have good character, I
want to be a nice person, I wantto be a good human being, but I
(11:31):
got to make this tough decisionand I still want to get it
right, even though it may notfeel good.
It's the right thing to do forboth of us and that's important.
So, being that we're both inthis business owner space and
I'll leave a little bit tounpack here for a second.
When you first started yourbusiness 25 years ago, I'm sure
you probably did more things inyour business than you do today.
How do you help business ownersthat are listening to us today
(11:54):
learn how to let go of somethings that they absolutely
probably should be letting goand empower others?
How did you do it?
I mean because who you aretoday and where you started at.
I want to make an assumptionthat may be right or wrong that
you're not doing what you usedto do in your business today.
Speaker 3 (12:14):
It changes actually.
So one of the things that wehad to do in our business is we
had to pivot a number of timesbecause technology changes,
competitors change, thelandscape changes, et cetera.
So we had to pivot a number oftimes, and so when one of these
pivots happen, you know you'rein there doing everything again,
right.
But when you're outside of thatpivot, then what happens is you
know you need to start thinkingahead, and in order for you to
(12:38):
be able to think ahead, you needto kind of let go of the
smaller day-to-day things, right?
So one of the things I didn'thave difficulty with this
problem In fact, I had aslightly weird other problem,
which was I trusted people toomuch, right, and when, when you
(12:58):
know, trust but verify, you know.
I learned this you know, trustand verify, and so my problem
wasn't handing over Likesomebody believed in me for me
to get ahead and so I like tobelieve in others.
That's kind of like my mindset.
But that doesn't necessarilymean they have all the tools
(13:19):
that either you have or whathave you.
So you got to trust but verify.
So in my case it was easier tolet go.
So you got to trust but verify.
So in my case it was easier tolet go.
And because the reason it waseasier for me to let go of this
thing is because I was alwayslooking at the future and I want
to kind of get there and so Ican't do everything.
And so here's the thing I cankind of hand off and go and
(13:44):
spend some time over there.
So you know the term in thebusiness on the business kind of
thing.
Yes, yes, I was coached a lotabout that and it made sense.
I struggled with that a littlebit, but then, when I did, let
it go.
The mistake is I went a littletoo far and I didn't verify.
I trusted, but I didn't verify,or hold people accountable for
(14:06):
that matter, and so my problemwas a little bit different.
But in terms of discussing withother, like even my customers,
et cetera, the thing that wouldhelp people let go is having
some systems in place.
Right.
(14:29):
Let go is having some systemsin place right.
So, as you're growing yourbusiness and it's yourself and
you're doing these thingsprobably best to set a bunch of
outcomes that you'd want out ofthat particular job or that
particular area.
And then you know whoever comesin, you say, these are the
outcomes I want, right, and thisis the system I'm using.
So you give them something toto.
You know, start from versus.
(14:52):
You know you hire somebody, youthink they're great, you throw
them in, and then you don't givethem a system, then they won't
do well, right, and then youyou'll be like, well, I can't.
You see, I can't let go of this.
I got to stay in there, butthen that's again a negative
cycle.
Speaker 2 (15:07):
Yes, yes, I love it.
I mean, I love that you'restarting with the end in mind.
Start with your outcomes.
What do you want out of thisbefore you hire them?
That way you can build.
What should the job descriptionbe then?
No-transcript, we all did.
(15:30):
The resume looked real shiny,they were really nice in the
interview, but I wasn't clear onwhat I wanted and I was mad
when I didn't get what I didn'tsay I wanted.
Anyway.
Speaker 3 (15:38):
Right, and then it
reinforces the fact that you
think that you can't let go.
Speaker 2 (15:45):
Yes, yes, that you
should put your hands back in
and allow you to.
Well, I knew I should be doingit.
I knew I was going to find theright person.
Well, maybe you did, but youdidn't tell them what the right
thing is that you wanted anyway.
So, if you're listening andthat's in corporate America,
that's in business ownership,that's in everything you got to
manage expectations and you gotto know what you want.
(16:06):
So we're at a time now wherecritical thinking is super
important.
You know being able to think,you know more than just past
today.
How do you help any leader,whether corporate America or
business owner, or even like thework that you're doing?
How do you help us begin tofocus more on critical thinking?
Ai is available, so leverage it.
I leverage it, I use it.
(16:26):
I think it's useful, but Idon't want us to lose the
ability to critically think.
How do you help us stay focusedwith leveraging AI but also
stand as a critical thinker?
Speaker 3 (16:35):
Right.
So, first of all, it'simportant to realize that AI is
not a critical thinking system.
Yes, right, ai is the way, thecurrent form of technologies
that we have, these LLMs, etcetera.
They're more about piecingtogether the information that's
already out there, right, andthey may piece it in a way that
(16:58):
you know sparks an idea for you,but that critical thinking is
still not in the AI systems.
This is our domain as humanbeings, for the moment at least.
Speaker 2 (17:12):
I love that you're
saying that, because you know
when I put it out in front ofyou, you're exactly right that
it still belongs to our domain.
The critical thinking AI istrying to be like us, like
really, at the end of the day.
Speaker 3 (17:23):
Yeah, yeah, yeah, I
mean, you know, ultimately, the
current systems.
They're a statistical systemthat, basically, you know, works
on predicting the next word,based on prior patterns, right?
So, going back to the criticalthinking, I like to encourage
people to zoom out right andlook at the whole system, to
(17:45):
zoom out right and look at thewhole system, and so, by looking
at the whole system, you canstart to see the various pieces.
One thing that I find a lot ofpeople do, both employees and
some business owners is thatthey zone in on an area of you
know they're in the weeds, so tospeak, or in the forest, and
(18:06):
and because you're looking atthis, this little scope here,
you can't reason about the wholething where you can't
critically think about that,because you're too much in that
one area, right?
So, really, what you want to dois you want to zoom out and
look at the whole system, asyour business, for example, and
when you're looking at the wholesystem as your business, for
(18:26):
example, and when you're lookingat the whole system, you can
then be more critical about thevarious pieces in your system,
rather than just focusing on onething.
Speaker 2 (18:36):
I agree.
I think we all get tunnelvision.
We get locked into this thing.
That, for me, is I kind of lockinto what I'm comfortable with,
what I know inside and out.
So my proper zone will make meget tunnel vision in a heartbeat
.
Speaker 1 (18:44):
It's what I'm
comfortable with, right, what I
know inside and out.
Speaker 2 (18:46):
Yes, so my conference
zone will make me get tunnel
vision in a heartbeat.
It's what I can do with my eyesclosed, and and so how do you?
How do you pull out of that?
I mean because it's a comfortzone, but you know, to get
locked in it's real easy.
Um, how do you tell people, orhow do you help people zoom out?
Speaker 3 (19:02):
so I, I like that you
brought up the the comfort zone
, uh, issue, because this is amajor issue, right, like even
myself, I fall into this youknow, comfort zone thing, where
where I'm, like you know, zonedin on this one thing and, uh,
I'm really good at it and so Iwant to do more of it, because
actually I get some pleasure outof it, but, but, meanwhile, you
(19:24):
know, this other part of thebusiness is like on fire.
So so this is an area that thatI, you know, I've struggled with
in the past and I see manypeople struggle with and you
know you hear this actually, inall these various self-help
books and and entrepreneurialbooks, et cetera, about, you
(19:45):
know, be get comfortable beinguncomfortable.
Yes, because it is a, you know,remember, at the beginning we
talked about your ownself-development is a you know
will reflect in your business.
That get uncomfortable is aboutyour own self-development.
Yes, right, so so that you can,you realize, wait a, I'm
spending a little too much timeover here and I'm ignoring this
(20:08):
part, right, and you canprobably go for a while and then
it might be a little bit toolate to focus on that, right, so
you want to kind of again,zooming out is key here, right?
Yes, the comfort zone thing is.
I'm glad you brought it up.
That's a great, great point.
It is a real issue.
Yeah, it is a real issue.
Speaker 2 (20:28):
Yeah, it is a real
issue for us.
I want to shift a little bitfor us, as you've been in
business 25 years and where youstarted, how important was it
for you to have two thingsadvocates that speak on your
behalf and mentors to help yougrow?
Speaker 3 (20:43):
So mentors are really
, really important, more
important than advocates, Iwould say.
But the reason is again,remember that first statement
that I said you are where youare because you know what you
know, so how are you even goingto know what you don't know?
That's where a mentor can comein, right, and finding a mentor
(21:05):
is a challenge.
It's not easy, right?
Somebody that believes in you,somebody that's willing to put
some effort to understand whatyou're trying to accomplish and
give you some time, right?
So you know, I've hadchallenges finding a mentor and
I ended up finding mentors inbooks, right, and in movies,
(21:26):
sometimes in movies.
So finding a mentor is critical.
You must kind of put someeffort towards, you know,
finding somebody.
And you know, I know that a lotof people, especially when they
start having time, are happy tomentor others.
(21:46):
Yes, right, and so that's onething.
And then the other one iscoaching, like probably some of
the stuff that you do.
So, again, you don't know whatyou don't know.
So how do you get to know whatyou don't know?
And that's where a coach or anadvocate would help you with.
(22:08):
Yes, Awesome.
Speaker 2 (22:09):
How do you help
leaders Like if you've had a
certain level of success?
How do you help those leadersnot get complacent and stay in
class, that they keep learning,because success can also be a
derailer, because you getcomfortable.
Speaker 1 (22:21):
How do you?
Speaker 2 (22:21):
help them, not get so
comfortable because they had
some success.
Speaker 3 (22:25):
So this is a tough
one.
This is a tough one.
I I've been thinking about thisone a little bit and I think it
really, when it comes to, likeyour leaders, right, I think
people need to have at leastthat little bit of self, the
(22:45):
willingness to get better.
You know, there's an indicationsomewhere that they're willing
to invest in themselves to getbetter, because then it's a much
easier investment for you tomake, because you can just say
you know, look over there, andbecause they have that
willingness, they'll, they'll,they'll go in that direction
(23:06):
Right Versus.
If you, if you're talking tosomebody that doesn't have that
willingness, you have to pushyes.
So this is one of the remember Iwas telling you about the right
people on the bus and and andat different stages.
So this is one of the things Ilearned is that sometimes they
you know they've, they've hitthe where they want to be, and
so you trying to motivate themto, you know you can't motivate
(23:28):
anybody, right, you can, you canguide them, you can show them
direction, but they themselvesgot to want to want, right, yes,
and so that's, that's a.
I struggle with that one.
Speaker 2 (23:40):
Yes, I love that.
You brought up that you can'tmotivate anyone, and I tell
people, you know, at the, at theend of the day, everyone's
motivated People like no,they're not.
Honestly, yes, they are.
What do you mean?
They're either motivated to doit or they're motivated not to
do it.
But they are motivated and itjust depends on what side of the
coin are they on?
Right, I'm motivated to be ontime for showing up, or
motivated to not be on timebecause I got something else
(24:01):
that's more important, right,right, but everybody's motivated
.
We just got to figure out whatthey're motivated about.
So I think that's important forus to understand.
I want to, I want to tap intowith business owners and when
you think about work, lifebalance and taking care of
yourself, I want to lean intothat a little bit for everyone
that's listening, because youcan work all day and forget the
(24:25):
things that are important toyour family, your spiritual
guidance or your faith orwhatever that thing is that's
important your health.
How do you balance it?
Because business ownership orbeing a leader takes a lot of
time.
How do you balance it?
Speaker 3 (24:32):
So I don't like the
word balance.
Thank you, yes, yes, what wouldbe your word?
I used to use a different word,but it's more about, again, I
think it's more about outcomeswhat are the outcomes you want?
And then also phases.
So let's say that you're inyour 20s and you don't have a
(24:57):
family, and you don't have kids,and you're not married yet.
You can go full guns blazing,working on the business and just
keep at it, and you know, atthat point your body's also
resilient, so you don't have towork out as much or do any of
those things, so you can go likereal hard.
But then you get married andyou start having or without
(25:18):
marriage, you and you starthaving a kid.
So now you have a.
You know, you, you decided onthat, so it's part of your
responsibility.
So now you're going into thenext chapter of your, of your
life, and so now you have to say, okay, well, what is my
responsibility and what are theoutcomes I want from that?
And so then you have to divideyour time accordingly.
Now you may not be able to do50, 50, for example, which is
(25:41):
quote-unquote balance, but maybeyou can do 20 instead of zero
or 20 instead of two, right.
And so you need to continuallyevaluate this based on what your
own values are and what are theoutcome you want for your own
life.
Right, and I think that's animportant aspect because let's
(26:06):
say that you decide, you knowwhat.
I'm going to spend 10% of mytime on my personal health and
et cetera.
I'm going to spend 20, 30% ofmy time on family.
I'm going to spend 10% of mytime with friends and so forth,
and then the rest I'm going tospend 10% of my time with
friends and so forth, and thenthe rest I'm going to spend on
the business.
And so if you decide that, butyou see that your business is
(26:29):
taking 75% of your time it'slike you're not able to get it
down you can take thatopportunity as a test to see.
You know what.
I don't have enough.
I haven't evolved my businessenough to be able to give me
that time.
So what can I do to change mybusiness so that I can have that
(26:49):
time?
Either by changing your approachto your business or by maybe
getting some help, etc.
Right?
So so again, you're looking atthe outcome and and you work
your way backwards in terms ofyou know, I want to be able to
do this and I want to be able todo that, and so what systems do
I need to have in place in mybusiness?
What do I need to change in mybusiness?
(27:11):
Because it is as anentrepreneur or as a business
leader.
You have that purview to changesome of these things.
Right, it's not outside of yourcontrol, you, you can make that
decision.
Maybe you don't know how to,which is where you can go and
look, but, uh, you can make thatdecision so that you can craft
that other 40 percent of thetime.
Speaker 2 (27:30):
so so that you can,
you can have that 40 percent of
the time to do these otherthings yeah, I love that you you
put it in phases too, andunderstanding where you are on
in your life, and that'simportant.
I I think sometimes we measureourselves against someone that
doesn't have the same life.
We have Correct, and you got tobe mindful of that.
I think you get yourself introuble.
So I love to say, hey, whenyou're younger and your body's
(27:51):
more resilient, you're probablyhealthier and you got a lot more
adrenaline and you can stay uplater.
You know you don't have thefamily.
There are things that you can dothat won't impact your life,
because your life is just youright now.
But once that changes, you gotto take in consideration all the
other things that you'reresponsible for and responsible
to.
So, if it's children, if it's aspouse, if it's you know you're
doing more activities in yourcommunities or you're on boards
like how do you and I agree withthat, I don't I use the word
(28:13):
balance, but I'm not a huge fanof it what I do believe in and
there's this work-lifeintegration how do you integrate
?
Speaker 3 (28:19):
That's the word.
Speaker 2 (28:20):
That's the word,
that's the word integration, yes
, yeah, how do you integratebased on who, what your life is
and everything that's importantgets some attention, some?
days for me personally, ifyou're listening.
Some days I'm 80% at home,because there's things going on
that my family needs me more athome at that point, and then
there are times that I'm 80% atwork.
Here's what I have learned,though, is if, when I'm home,
(28:41):
I'm 80% at work.
Here's what I have learned,though, is if, when I'm home,
I'm not home when I'm at work,my family's going to interrupt
me at work.
Speaker 3 (28:51):
Yeah, yeah, yeah, and
I love the way that you said
integration, because that is theword you're trying to, and
there are times exactly likewhat you said.
I'm 80% with the family, sothat you know various phases,
different things happen, etcetera, and you should be able
to do that 80%, yes, and youknow that this is going to
happen.
You can see it in other peoplewho have gone before you that
(29:13):
they've had to deal with this,so it behooves you to prepare
the business so that you can dothis, absolutely yes.
Speaker 2 (29:22):
Yes, yes, and I think
entrepreneurs.
Oftentimes I've watched wherewe work extremely hard to
provide for our families andthen you know we're not spending
the time.
You know, and for me it's morethan just working hard and
providing resources for yourfamily.
Your time is a resource.
You being present is a resource,so you want to be mindful that
those things of you beingpresent are just as important as
any materialistic thing thatyou can add to your, whatever
(29:44):
your lifestyle is, you know.
So be present for the peoplethat are important to you.
What are some things you knowwhen you think about where you
are now?
What would you drop that wehaven't really discussed, and
then we'll get ready to wrap up?
What would you share withpeople that are on the journey?
You've learned a lot in 25years.
Are there any ideas or thingsthat come to your mind that you
haven't shared, that you'llshare with our audience?
Speaker 3 (30:04):
So I love that you
brought up that time.
So time is an unrenewableresource, right.
Once it's gone, it's gone,right, you can't get it back,
and I think that people don'trealize that, and so it's really
important that you're mindfulof time, right and so.
(30:26):
That's one thing.
The second part is that yourlife it works in chapters, like
when you're in your 20s, you gotlots of energy.
You got no family necessarily.
You can do a lot of stuff.
When you're in your 30s, you'reprobably starting your family,
and so then you have to adjust.
And when you're in your 40s,you got teenagers maybe, and you
(30:48):
know life is different than youknow having to take them to
daycare and whatnot.
And then when you're in your50s, then the kids are growing
up, they're probably gettingready to go to college or they
are at college and you have moretime and you have different
time, but you know your body hasdifferent requirements at that
point.
So so you know your life worksin stages, you can see.
You can see it by justobserving others that have gone
(31:11):
before you, that are older thanyou, that you know.
Uh, you and a lot of them arehappy to share, like some of
sometimes, like what they've hadto do or what they've gone
through, et cetera, againfinding the mentor.
So so time, unrenewableresource, and as you grow your
business, there are chapters inyour life and you have to adjust
to those chapters.
Speaker 2 (31:31):
Yeah, I love it.
I love it that you tapped intothe fact that you know the
stages of life.
You know, as you get older, ifyou want your family to be there
when you get older, you got toinvest in them when you are
investing and so it's hard and Ithink some business owners
learn that that you know you'llsee people that as they get
older they've worked so hard anddone everything and everything
has been about that, that career, that that company or that
(31:52):
organization.
Then, when you get old and youneed your family around you, you
haven't.
You haven't invested in that,you haven't planted that seed.
That's right and you findyourself lonely, or you find
yourself where no one's there tolook out for you at the days
when you really need it, becauseyou were always in your company
.
So be mindful of how muchyou're overlooking the things
that you're going to need whenyou're at a different phase in
your life.
Speaker 3 (32:11):
You know what that's
an awesome point?
That is an awesome pointbecause that actually helps you
filter out the people youshouldn't waste time on.
Yes, because there are peoplethat you should invest and spend
time with, and then there areother people that actually are
the opposite, which can drainyou, which are, you know, not in
(32:32):
the right kind of mind frame,et cetera, and you want to get
those out of the way.
So that's a good.
You know what?
That's a great filter to apply.
Speaker 2 (32:43):
Yeah, I love it.
I mean you've been great.
I mean you shared a lot ofgreat information you know
congrats on.
Can you tell us one more time,as we get ready to wrap up Now,
tell us about your program andwhat you do with businesses and
then tell us how to get in touchwith you?
Speaker 3 (32:55):
So you know our
application is called Daylight.
You can get it.
You can get to us atdaylightapp D-A-Y-L-I-T-Eapp.
What we do is we build anapplication that helps small
businesses grow and it's goodfor when you're starting out as
an individual, to up to your 100people in size.
We don't cater to biggercompanies, we cater to that size
(33:16):
and especially if you're in theservices kind of business where
you know you're doingconsulting or you're doing
design or you know that legalreal estate, et cetera, where
you relationships are importantand delivering on your promises
is equally important.
So that's kind of like what ourapplication does.
(33:38):
Again, you can get to ourwebsite d-a-y-l-i-t-eapp, or you
can find me on LinkedIn with myfull name, ali Conjeta.
Speaker 2 (33:47):
Awesome, awesome,
love it.
Thank you.
Sounds like we need to talk.
I mean because you know, at theend of the day, we're growing
and I'm always looking for waysto streamline what we're doing.
So thank you for, first of all,being a guest and having a
phenomenal conversation andsharing the app that you're
running and so you can find.
You know, you can definitelyfind AJ on LinkedIn.
You can go to his app, you know, and look up his program.
I hope that you do, and if youever want him for a podcast
(34:09):
guest or you want to be able toreach out to him, feel free to
do so.
Again, this is Ron Harvey withUnpacked.
Hopefully you enjoyed theconversation and hopefully we
share something that actuallymakes a difference for you in
your business or in your familyor in your professional life,
that adds value to you.
That's the whole intent of ourpodcast.
So until next time, aj, andI'll tell you bye.
Speaker 3 (34:31):
And we hope to see
you on another podcast on
another day.
Thank you everyone.
Thank you very much.
Speaker 1 (34:35):
Well, we hope you
enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Edition of Unpacked Podcastwith leadership consultant Ron
Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(34:58):
matter.