May 12, 2025 • 33 mins
Emma Rainville shares her journey from nearly losing her marriage to building a thriving fractional COO business that helps entrepreneurs strategically plan for both business success and personal fulfillment.
• Developing operational frameworks that consider the whole person, not just business metrics
• Strategic planning to respond rather than react, saving time and reducing stress
• Building and trusting a capable team through effective hiring, training and leadership
• Overcoming ego to learn from others and grow faster
• Finding the right masterminds to accelerate business growth
• Creating strategic systems that allow for both business and personal priorities
• Recognizing when you need outside operational help
Check out Emma's new book "Scope" on Amazon, with free Kindle versions available during her book launch. Visit shockwavesolutionsllc.com or specialopspodcast.com for free resources including Emma's "Visionary Vault" with hundreds of free courses on business operations.
Connect with Ron
Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
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The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
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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):
Well, good morning.
This is Ron Harvey, the VicePresident, chief Operating
Officer for Global CoreStrategies and Consulting,
excited to be here today simplybecause we get to do Unpacked
with Ron Harvey and we do adifferent episode every Monday
that we release it.
But I have guests from aroundthe world.
Our company is Global CoreStrategies and Consulting and we
spend all of our time reallyhelping leaders be better
connected to the workforce thepeople that help them get their
(00:42):
job done.
So we love creating a winningculture.
We love helping leaders to besmarter about taking care of
people and leading people,guiding people and getting
things done, while at the sametime, creating a place where
people want to work.
But today I get a chance toreally get another leader from
across the globe to talk abouttheir journey and their
expectations and their expertiseand their organization and what
(01:02):
they do, and they share realinsights.
Every guest comes on, as youguys know, with no questions in
advance, so they're pretty brave.
We don't know what we're goingto talk about, except for
leadership, and we're going tohave fun with you.
So hang in with us for 25minutes, 30 minutes, and we
guarantee to drop something thatyou'll be able to use in your
daily life, or your business oryour family.
We talk about the whole person.
So let me pause.
(01:22):
Let me hand it over to Emma.
Thank you for joining me.
You're on screen with us, so Iknow we have a lot to cover in
about 25 minutes.
Go ahead and introduce yourselffor our guests.
Speaker 3 (01:31):
Yeah, my name is Emma Rainville.
I am an owner of multipleservice businesses, but the one
that we're going to talk I thinkthe most about today is
Shockwave Solutions.
It's a fractional COO servicesbusiness.
Today is Shockwave Solutions.
It's a fractional COO servicesbusiness.
I've been helping visionaryentrepreneurs understand their
vision, implement their visionand execute their vision, which
most consultants don't do forthe better part of a decade.
(01:54):
I'm absolutely in love with myjob and my mission and what I do
and helping peoplestrategically plan and grow
their business in a profitableway, without the day-to-day
fires and stresses of notplanning.
I also launched my first book,Scope, by Emma Rainville.
It's on Amazon, and so thattalks about operational
(02:17):
frameworks, but alsofoundational frameworks.
We all know, in anything thatyou do, if you don't have a
foundational framework, if youdon't have a solid foundation,
you're not really going to beable to grow and move the way
you want to.
So scope covers both of thosein a way that allows you to
strategically plan what you'regoing to do and then continue to
execute throughout the next 10years of your vision.
Speaker 2 (02:40):
Yeah, how are you feeling about the?
Speaker 3 (02:41):
book.
You know it's one of thosethings, right?
Yeah, how are you feeling aboutthe book?
You know it's one of thosethings, right, like once you put
something to paper and it'sstuck there, like everything
changes all the time, and youjust feel like you know.
But I feel really good aboutthe book.
The book is theories andstrategies that I've read and
come up with myself like readfrom other people and come up
with myself over a decade andhave implemented it and played
(03:02):
with it and tested it andimplemented and played with it
and tested it.
And you know, one of thereasons I felt really led to
read the book or write the bookwas so many people have
operational frameworks out thereand there's tons of them and
they're really good.
None of them look at the wholeperson.
They look at the business only.
And one of the things that Ifound was I was being called
(03:24):
into businesses and mothers andfathers and sons and daughters
and hobbyists were saying mybusiness is taking over my life.
I didn't spend any time with mychildren.
My wife left me because Ididn't have any time for her.
We never went on vacation.
My kids grew up and I didn'teven realize it.
(03:45):
I missed all the big things inlife because we strategically
planned.
Sometimes we strategicallyplanned, but either way we plan
for our businesses and we getinto a groove and a pattern, but
we didn't plan what we wantedfor us, for our lives, not our
deathbed.
When you leave this earth,you're never going to say I wish
I would have made an extramillion dollars.
You're going to say I wish Iwould have spent more time with
(04:06):
my family.
You're going to say I wish Iwould have taken my wife on that
vacation.
And so we take your businessand what you want for that and
we take your life and what youwant for that and we parallel
them and we plan the next 10years so you can have both.
Speaker 2 (04:20):
Yes, yes.
So if you are struggling inthat space and you want some
answers, you know and wastelling you the book is out,
it's on Amazon.
Go grab the book and we'regoing to talk about all that.
The good thing about unpack iswe kind of go where the
conversation goes.
And so exciting, you got yourfirst book out.
It's on Amazon.
I know you can't wait to getthe hard copy in your hand.
It's going to feel like a newkid.
So enjoy it, you know, anddon't be afraid to share it and
(04:43):
show it.
So for those you know watching,you know the first person that
listens to this the book will beout by then.
If you will be the first personto send her an email, I will
give you the book.
So, emma, drop the email inthere real quick for everybody
that's listening.
The first person that you getan email from, let me know and I
will purchase a book for them.
Speaker 3 (05:00):
Oh, I love that.
My email is Emma at ShockwaveSolutions LLC dot com spelled
just as it is, and I absolutelylove it.
Additionally, can I go on ontop?
Yes, first five people, I'llgive them the workbook to the
book for free.
Speaker 2 (05:16):
That's what I'm talking about.
Yes, yes, we want to give awaystuff because we care.
We actually want you to bebetter and we are in business
and that's important for both ofus to be in business.
But we also know it's importantfor us to give back, and so
that's our give back to you.
So take advantage of it.
Please read it.
Tell people about what we'redoing.
Let's dive into Emma.
You shared something that wasreally, really insightful, but
also in the space that I lovefor people to talk about.
(05:38):
When you're running a businessas an entrepreneur, how do you
not fall into the trap ofletting it overwhelm or take
over your life.
Speaker 3 (05:48):
I love this topic.
It's actually very near anddear to me.
I have a phenomenalrelationship with my husband
where we kind of switch societalnorm roles, where I'm the
worker provider and he's thenurture giver of our family and
I'm very grateful to him thathe's taken that.
If I'm being honest, I don'treally need to be involved in
(06:12):
the day-to-day to our children.
I want to be involved in thebig stuff.
I want to write the check and Iwant to show up and I want to
dance at the wedding and I wantto watch them open gifts and
show up last minute becausesomeone else set up everything.
Because I've been honest withmyself about what's important to
me First few years of mybusiness, because we've always
kind of been that way.
(06:32):
I've been an executive for alot of years, but a business
owner is another level, right, Ididn't think that it mattered
as much and that's one of thereasons I was led to write the
book.
I was a year into my business,probably two or three months
from divorce.
Our youngest daughter wasgraduating high school that year
(06:52):
and I had missed every bigmoment for her for her senior
year.
And then COVID hit and Icouldn't travel for work and I
had to slow down and I had to behome and my marriage flourished
.
I thought for sure we weregoing to get divorced.
We were going to be stuck in ahouse together for three months
and me and my daughterreconnected and I really sat and
(07:13):
realized I've been making allthese plans and strategically
planning my business, but Ihaven't strategically planned
how to fit them in, and so it'sgoing to come full circle now
and you'll understand why I justled us on the wrong path to
your question.
I'm going to bring it back.
When you can plan and you canreally really sit and think
about what you want and thenplan for your products, plan for
(07:36):
your hires, plan for yourchildren's proms, and you make
that all coincide, you startresponding instead of reacting,
and responding takes a lot lesstime than reacting.
And strategic plans also comewith what happens.
These four different things canhappen if we do this.
(07:57):
What do we do if all four ofthose things happen?
So when I'm launching a product,I'm thinking about the four
ways that it can go, I'mthinking about all the
consequences that can come upand I'm thinking about the four
ways that it can go.
I'm thinking about all theconsequences that can come up
and I'm thinking about how Irespond to it when it does.
So I'm just pushing a button atthat point.
I don't have to go into theoffice and work for four days.
You know monster-fueled 4 ampanic Slack messages, because I
(08:22):
know exactly.
Okay, I knew that this was apossibility to happen.
I thought through this well, Iknow exactly what I need to do
next to get to the next step andthat's what I'm going to do.
And that forethought takes aquarter of the time of the
reaction when something goeswrong.
People say to me all the time,like Emma, why would I spend so
many times thinking about thingsthat haven't happened?
(08:42):
Takes way less time to thinkabout those four things that
could happen than it could tofigure out what to do in the
fire of one of them actuallyhappening.
Speaker 2 (08:52):
Yeah, the preparation .
So when it comes time to reallyget it done, it does make a big
difference and you're goingexactly where your heart is
leading you to share on thispodcast.
And so, for us, why I loveUnpacked is people get to talk
for real, like what was it like?
What did you go through, whatwas your experience?
Because oftentimes people likeus make it look really easy,
really simple, and it's alwaysone answer and I'm really
(09:12):
cautious of that.
It's not easy.
It's going to be some days.
You're going to be like, whydid I do this?
But you'll see that you'regoing to get through it.
Yeah, how did she do it?
Speaker 3 (09:31):
Fast forward.
I didn't have any of it figuredout.
Yes, I mean, I'm married to theabsolute love of my life.
I don't know Every day.
I'm so grateful for him.
I don't know what I would do if, in 2020, we would have
separated.
Speaker 2 (09:45):
Yeah, yes, I tell people that story too.
I say, look, you know, my wifeand I are in business together.
You know we own the companytogether, you know, and that was
the time when I was the CEO.
You know we own the companytogether, you know, and there
was a time when I was the CEObut she was much better at
running the company than I was.
I'm a business developer, Ilove getting out and my wife's
like, well, let me do the back,the real stuff that makes this
company, you know, stay afloat.
No-transcript role.
(10:18):
Value the people that areclosest to you, that make your
job easier.
Speaker 3 (10:22):
Absolutely.
You're right.
We do make it look easy.
How many nights I've stayed upthinking about.
I remember when we hit aquarter million in labor and I
remember the really heavythought.
My business partner and I weresitting and we were doing our
strategic planning for the yearand you know you take all your
expenses and I saw the labor waslike $254,000.
(10:44):
Those people have families andI'm responsible for them and I'm
responsible for making sure themoney doesn't run out and I'm
responsible for making sure I'mresponsible.
So the sleepless nights, forsure at the beginning, right.
But once you have a plan inplace and you know how to react
to anything that comes up, Imean it just all gets a lot
(11:05):
easier.
But you got to walk through thefire a little bit first.
Speaker 2 (11:07):
Yes, yes, thank you for sharing.
I want to unpack something thatyou said as you started in your
company, it sounds like there'smore than you in the company.
How important is it for you tohave a team around you, versus
try to do everything yourself?
Speaker 3 (11:20):
I don't know how to do anything anymore.
When I started Shockwave, itwas basically the person working
, it was just me.
And then, within probably twoor three months, I hired an
assistant me.
And then, within probably twoor three months, I hired an
assistant.
And then I pushed and pushedthrough and I started hiring
(11:40):
people and I realized, like man,if you really want to live a
life that's in peace, you got tohave a team.
I know a lot of people willshake their heads at that and be
like I'm a one man show with AIand everything else.
That's all I need.
I need a team.
I've relied on them so much overthe past five years or so that
I really don't.
(12:00):
I don't know how to log intoour crm anymore.
I have no idea how to log intoour esp and see how my emails
are doing, because I know theygot it.
Yeah, I hired well, I trainedwell, I fired fast when I didn't
and I manage well.
And when I say I manage, Idon't micromanage, I lead.
(12:21):
And we get on a weekly call andthey tell me what's going on
and I trust them because theyare trustworthy and we just we
can go really far because Idon't have to worry about the
things that I'm not best in theworld at, and I don't have to
worry about the things that I'mnot best in the world at.
And I don't have to worry aboutthe things that I am best in
the world at, because I taughtother people how to do it.
Now I just get to monitor hereand there.
Speaker 2 (12:40):
Awesome.
I love it.
Now you drove past that, so Igot to put us in reverse a
little bit.
I want people to take somenotes from this.
You mentioned a couple ofthings that you actually did
that were super important.
You rattled them off.
As far as hiring well, trainingwell.
Can you go through that listagain and then you talk about?
You know you got to be able toterminate people when you have
to terminate people and that's ahard part but it's a necessary
(13:01):
part of being a business.
Can you walk through the listof what did you do to make sure
you can get out of your own way?
Speaker 3 (13:07):
Sure.
So, first thing, hire well.
Figure out what everybody'sgoing to be different, by the
way, on how they hire.
I'm very much.
I read people's body language.
I need to see them.
I always get on Zoom calls withvideo.
I'm not a fan of audio calls.
I want to see your face, I wantto see your reactions to what
I'm saying.
I want to be able to feel whatyou're feeling.
(13:28):
And so that's number one.
Number two I hire operators, soI need to feel that you're
uncomfortable.
If I'm uncomfortable, if I'mstruggling, I need to feel that
you're struggling.
I'll do random things likepretend to lose my keys just to
see if you sit back and relax.
Or if you are visiblyuncomfortable because you're
(13:49):
watching someone trying to solvea problem that you don't know
how to help with, an operatorwill feel visibly uncomfortable.
So I've just come up withtricks over the years that
helped me hire well, and I don'talways get it right.
You can't always get it right.
You're spending a limitedamount of time with someone in a
non-issue setting, right In alow stress setting.
(14:11):
So how do they respond?
In a high stress need toproblem solve setting?
Sometimes it doesn't work outand I screwed up a lot.
That's how I figured it out,like I screwed up a lot.
I figured out what I didn'twant, I figured out what I
wanted and then you know, I keptpeople on way too long it
shouldn't have been on.
I paid them a lot of money andI realized at some point that
(14:32):
that wasn't to serve them, thatwas to serve me.
That was my ego, that was myissue, that was my problem.
And when you're in a role, in ajob, your job is one third of
your life, and if you're notperforming, at it, your
self-esteem is lowered, youroverall anxiety is heightened,
people become depressed, and itscars them, it hurts them, it
(14:55):
traumatizes them, because theycan't fulfill one third of their
life's purposes.
And so the best thing that youcan do for somebody, when
they're clearly not measuring upto the seat that you put them
in, is admit, I didn't put youin the right seat and I don't in
fact, have the right seat foryou.
So it's time for you to go,have an opportunity to be able
to flourish somewhere, because Iknow you can and that's a kind
(15:18):
of thing to do.
Speaker 2 (15:20):
Yes, and we'll say she messed it up, but she got
better and she kept learning andshe made it to everybody.
If you want someone who'sperfect, you probably need to
get away from them, becauseyou're going to be in trouble.
Speaker 3 (15:30):
Right, right.
Somebody tells you they get thehiring process right every time
Like there's.
There's certainly things thatwe can do to do the best we
absolutely can to navigate redflags early and find those red
flags early.
But you're dealing with someonefor a fraction of time that
(15:53):
they're going to be on theirbest behavior and not showing
you their whole self.
So you're going to get it wrongsometimes and that's okay.
Speaker 2 (16:00):
Yes.
So, emma, I want to unpacksomething.
This is your baby.
You built it, and a lot ofbusiness owners.
There are two questions Ialways get when I'm working with
entrepreneurs how do you hirewhen you don't have the revenue?
But you can't get the revenuebecause you don't hire.
So how do you first of all hire?
Which comes first, hire or waittill you make the money?
But the other one is how do youlet people come into this thing
called your baby, which I'm nota fan of when people call their
(16:23):
business their baby.
Speaker 3 (16:24):
I definitely don't call the business my baby.
Speaker 2 (16:26):
Yeah, I'm like yeah, stop calling that, because
you're never going to send it toschool.
You know how you treat yourbaby, especially your firstborn.
Speaker 3 (16:32):
I never kill one of my kids.
If the business starts costingme money and I can't turn it
around, I'm killing the business.
This is not my thing.
This is a passion project forme.
I love the work, and so I'vecreated a revenue source for my
hobby, and that's what it is.
Speaker 2 (16:49):
Yes, yes.
So how do you make sure thatyou begin to trust other people
with this thing?
That is your passion, it's yourbusiness and your whole
reputation and brand.
What did you do to startgetting to this place where you
trust your team like you trustthem now?
What had to happen?
Speaker 3 (17:04):
A lot of time and self-reflection, because it
wasn't always that way.
I actually am my brand.
They're actually selling me.
They're selling sales servicesfrom me, actually selling me.
They're selling CLO servicesfrom me, and so everything that
they say.
Anyone on my team, if you weremy client, ron and my longest
hire, best hire he's a partnernow.
I absolutely adore him.
(17:27):
His name is Richard Park and heworks with me, but he owns like
5% of the company.
Let's pretend like you don'tknow that he comes to you as the
CMO and he says, hey, ron, I'mgoing to get this, this and this
done by Friday.
On Monday, when you go, hey,where's all this stuff?
And he goes, oh, yeah, thishappened and that happened and
this happened.
You then hang up the phone andcall me and say, emma, you told
me that I was going to have thisby Friday.
(17:47):
Yes, I never said anything.
I didn't even know thatconversation happened, but
clients look at it as me.
So I realized and this goesback to one of the reasons I
wrote Scope I realized that Icouldn't micromanage people
because they wouldn't be able togrow and I wouldn't be able to
utilize them the way I needed to.
But I also realized that thereneeded to be a systems and
(18:09):
checks system that allowed me toknow who to keep and who not to
keep, and I needed to alsocreate a situation where my team
was being developed by me.
So one of my KPIs in mybusiness is called leadership
and development hours, and so Ineed to have five leadership and
development hours every singleweek on my scorecard from me to
(18:33):
my team, making sure I'm leadingand developing them so that
they can step in as me.
And the second thing that we dois we have something called a
breaker.
This is also in the book.
It's taking a break fromworking in the business to
working on the business.
You get all your key playerstogether and for 90 minutes,
your focus is working on thebusiness.
What are our goals for thequarter?
(18:54):
Where are we at with them?
What resources do you need?
What are the highlights of thepast week?
What are you excited about?
What are you nervous about?
What's going well, what's notgoing well?
And then the biggest portion ofit we call signals, and I call
it signals because everybodyshould be signaled to looking at
that thing.
I don't like the word problem,I don't like the word issue, I
(19:16):
don't like any negative anything.
Everything is opportunity tosolve a problem.
So what do we all need to bepaying attention to so that we
don't have an issue or a problem?
How do we navigate this topic?
And then we work as a team tonavigate it.
Then we review the scorecard aswell, so I'm in the know of
(19:36):
what's going on with all mypeople every single week.
It only takes 90 minutesbecause of the systems that
we've set up, and I feel reallycomfortable knowing that they're
doing what they're going to doand again, when they're not, I
fire fast.
Speaker 2 (19:49):
Thank you for sharing .
I want to unpack something thatdoes happen to business owners.
How did you manage to get pastyour ego?
I'm not.
Yeah, I'm not, but here's howI'm working through it.
Ron, I'm not.
Speaker 3 (20:02):
I work on it every day.
I work on it every day.
It's the hardest thing in theworld.
And I learned this.
Do you know who Perry Belcheris?
Yes, he's actually my largestclient at Shockwave.
He's a good friend of mine anda business partner in another
business and I adored the factthat I get paid to be mentored
by him.
I think I'm the smartest personin the world for getting him to
(20:23):
pay me to mentor me.
But one of the things thathappened was he was telling me
something about an offer that Ihad created and why it was all
wrong, and I was like furiousand like over talking him and
not listening.
And he said okay, you get tohave an ego and you get to make
no money.
When you're done with that, youcome see me and I'll tell you
how to fix it.
Wow, and I felt like such anyes, what a complete I am and
(20:51):
this is very public, by the way.
This is in front of amastermind that he runs Driven
Mastermind with everybody on thecall, and we were doing a hot
seat and I was just like, wow,what an idiot I look like.
What a complete idiot I looklike.
I would rather not look like anidiot in front of my peers and
make money and listen and beopen to the fact that I can be
(21:11):
wrong, then allow my ego to takeover and need to be right, and
it shifted everything for me andI have really learned to, in
every conversation and everyargument, every debate, I don't
need to be right, I need to getthe right answer, because the
right answer helps me grow andthen I get to be better than
(21:32):
what I am right now.
So that was a big turning pointfor me and I work at it every
day, because everybody has anego.
We wouldn't be entrepreneurs ifwe didn't.
You have to have a delusionalsense of self to hold place and
do this job, but I work on itevery day, keeping it contained
and under control.
Speaker 2 (21:53):
Thank you for the transparency.
Unpack a little bit more,though, because you're dropping
some really, really greatnuggets and people are able to
use these, and I love this showbecause people can actually use
90% of what someone says on theshow.
They can actually use it today.
They can literally, if they goand put it in place, can change
their business model, can changetheir brand, can change their
mindset.
You talk about I had to getpast and you said it probably
(22:16):
better than I'll rephrase it.
It's not about having theanswer all the time.
Can you go back to when youwere speaking of that, because
you walked in like I got to havethe answer?
I got to.
It's not about having theanswer all the time.
Speaker 3 (22:28):
Right.
At some point in the realm ofbeing business owners, we end up
with other business owners andwe have really smart people.
So we feel like we have tocontribute to the conversation
and be really smart.
And in order to be really smart, we believe that we need to
have the right answer.
If you walk into conversationswith the mindset of I don't need
(22:49):
to have the right answer, Ineed to be able to articulate
what I believe is the rightanswer, I need to be able to
debate effectively whilelistening, and then I need to
leave with the right answer,whether it's mine or not.
Speaker 2 (23:03):
Wow, yes.
Speaker 3 (23:04):
Because you'll learn so much more.
And I don't know if you belongto any masterminds, but I'm a
junkie and I just love beingaround really, really, really
smart people.
And what a waste of money thatwould be if I need to be the
smartest person in the room.
In fact, I'm hoping to be thedumbest so that I can go argue
my nonsense and they can correctme and I can leave with their
(23:26):
brilliance and then implementthat for my clients and use that
to make revenue, because it'sall I care about at the end of
the day.
Speaker 2 (23:32):
Yes, I love it.
I mean the fact that you'rewalking into.
So you heard, you know, emmasay she's a junkie of
masterminds.
If you're listening and you'repaying attention, regardless
whether you're in a corporationor whether you're running the
business, you got to find a wayfor you to grow and masterminds
are brilliant, very, very.
You know small enough where youcan actually have a voice and
(23:53):
put insight and growth, somasterminds are brilliant.
Please, please, always makesure school is always open.
You should be learningsomething all the time.
Speaker 3 (24:00):
I'm with you on that.
People tell me all the timelike I can't afford masterminds.
You can find a mastermind for$3,000, new business owner or
executive trying to breakthrough.
You can go all the way up to$100,000.
Right, I think the sweet spotlives in like the 25 to 35,
40,000.
That's where I like to be.
But you can go find amastermind for $3,000 that you
(24:21):
can join, where you can create anetwork of people that you can
learn from and just tools andlearning tools and learning
tools and learning and just growfrom there, because you you
can't and I'm going to stealthis from Ignite Mastermind
actually it's a $3,000mastermind, I think it may be.
It's in between three to 5,000,but it's Ignite Mastermind.
They say this all the time youcan't stay 70 degrees in a
(24:44):
hundred degree room.
Speaker 2 (24:47):
Wow, yeah, yeah.
Well, I can remember a time youknow I love that you say, hey,
here's where the 3000 and here'swhere I found a sweet spot.
And as your business grows, Ican remember when I started our
business and I needed to learnsomething that I didn't know how
to do, but I wouldn't get outof my own way.
And this company, you know, Iwent to this workshop, at this
(25:13):
conference, and they wanted meto be a part of a program and
I'm a veteran and if you lookbehind me, everything was always
paid for.
The military does a phenomenaljob of investing in you and the
person that was running theorganization says, yes, ron,
we'd love to have you, we thinkyou'll benefit, it'll be great
to have you.
And she said, yeah, it's goingto cost you $19,000.
I was like you lost your mind.
Speaker 3 (25:26):
Right.
People think why would I payyou?
That was my first response onMasterminds.
Like people pay me to consultwith them, why would I pay you?
What a concept.
And thank goodness I had somewise people in my ear saying you
need to invest if you want togrow where you are today.
(25:46):
Yes, I had the same thing.
That was my wife.
She said honey, do you know howto do it?
Like nope.
Speaker 2 (25:49):
Yes, I had the same thing.
That was my wife.
She said, honey, do you knowhow to do it?
Like no, write the check, Likeokay.
Speaker 3 (25:57):
What would it make us if you knew how to do this,
this and this?
Speaker 2 (26:00):
Yes, over the course of five years.
Yes, so I love it.
I mean you drop it.
You know the idea for everyonethat's listening.
Find a way for you to continuegrowing.
I mean, there's so much for youto know.
You don't know it all, andthere's always new ways and new
approaches.
Even if you do this for a living, you also need to be a student.
Throughout your own journey andoftentimes because I teach a
(26:20):
lot and sounds as though you doas well you must be a student at
some point, and so find timethroughout the year for you to
be a student, where you can beworking on the business and
somebody else is in the businesstaking care of business for you
.
So if you're listening, please,please, find a way to invest in
yourself.
It'll be one of the bestinvestments, as we begin to look
at our time here, if you wereto give people what you're
(26:42):
running, the organization andthe people that you're helping.
What are three reasons whypeople should really consider
reaching out to at least have aconversation with your
organization about bringing youin what's happening in their
company.
That says time to call him andher organization.
Speaker 3 (26:57):
Sure, it's funny because we generally have three
reasons why people do call us.
One they've grown too quicklywithout an operational framework
, that things are falling apartand while they're selling
they're not profitable orthey're dealing with fires every
single day.
That's just exhausting and theydon't even want to make the
money anymore.
(27:17):
That's probably the number onereason why people call us.
The number two reason whypeople call us is because
they're scaling and they're okay, they're doing okay, but
they're not as profitable asthey would like to be.
They're working in the businessa lot more than they want to be
.
They think they could scale alot faster if they could work on
the business and they needoperational support.
(27:37):
And the third reason why peoplecall me is because they figured
out how to do something andsell something and you know,
maybe they're doing a million, 2million, 5 million somewhere in
there, but they want to do fivemore and they know that it
would take them five years to dofive more and they know it
would take me six months to dofive more.
So that's the other reason whypeople call me.
Speaker 2 (27:59):
I love it.
Scaling is so important.
So, Emma, your book is comingout and I want people to know
again.
Can you tell us where to findthe name of the book, where to
find it?
And then we're going to followand give us all the information
for your company and yourcontact information.
Speaker 3 (28:12):
Sure, so the book is called Scope S-C-O-P-E and it's
authored by Emma Rainville.
It's on Amazon.
You can get it on Amazon.
The hardcover and paperbackcost money but the Kindle will
be free, because I'm doing abunch of podcasts and I wanted
to give it to listeners for free.
And then for my company it'sshockwavesolutionsllccom is the
(28:37):
company website.
We're on Instagram or onFacebook, we're all over the
place, so we're not hard to find.
We have a lot of free resources.
And then I have something calledthe visionary vault.
I have a philosophy that onceI've stopped selling a course, I
should give it to people forfree, because once I stopped
selling it it's probably alittle bit older and not worth
(29:00):
money, but probably worthsomething to someone.
So I have my own podcast, whichwill be coming on, hopefully
soon, called special ops.
So special ops podcastcom has avisionary vault and that has
probably 200 courses, from howto set up split tests to how to
read a P&L.
It has every single thing I'veever talked, every seminar I've
(29:22):
ever given, every stage I'veever spoke on.
It's literally got everything.
It's totally free.
Speaker 2 (29:27):
Wow, yes, yes, I'll tell you.
You never know what you'regoing to get on Unpacked, but
she's sharing with you.
I love that concept, or thatmindset that you have is, once
you start selling it, you giveit away to people because it may
be of use to them.
It's a little maybe dated, butstill very good content.
So follow her, go to a website,look her up on LinkedIn, go to
the company Shockwave Solutions,go find out, like their answers
(29:48):
here in front of you.
Is there anything last minutethat you want to leave the
audience with Anything?
I haven't asked anything youwant to share that.
You know you're doingphenomenal stuff.
What's the latest and greatestthat you want to share on the
way out?
Speaker 3 (29:58):
I do Just really quickly.
I found your podcast to beabsolutely phenomenal because
you kind of put people's backsagainst the wall where they
can't think through theiranswers.
I think.
Fortunately, I have a veryquick mind and I can think
through my answers very quick,but not most people and I've.
Actually, before I go on anypodcast, I make sure that I
listen and it's in line with mybrand and my philosophies, and I
(30:22):
would actually like to leaveyour listeners with that.
If someone is on here for thefirst time because you saw it on
my LinkedIn or my Instagram ormaybe you just came upon it, go
backwards.
You've got some real fireepisodes with real actionable
insights for every aspect ofyour life, not just business
owners.
So I was very appreciative ofall the work that you've done on
(30:44):
Unpacked, so that's what Iwould like to leave people with.
Speaker 2 (30:47):
I appreciate it.
Thank you for giving us theendorsement.
Thank you for making this oneof the ones that's going to be
fire, because people are goingto listen.
You drop some real stuff, youtalk and it really is.
For me, it's more than justabout your business.
It has to be I mean, it has tobe holistic.
It has to be your family, yourcommunity, whatever your faith
is.
If you're serving in themilitary, if you're working in
corporations, we're human beingsand I don't want you to just
(31:16):
get so caught up in this themethat may be bringing revenue in
and forget everything else,because life becomes very
miserable.
Speaker 3 (31:18):
This is why we add all that.
What do you see for your life?
What do you see for yourself?
Let's make sure you build yourlife by design.
Speaker 2 (31:25):
Yes, I love it.
I love it and definitely I'llbe on your podcast.
So I would love to.
I love to be on the other sidewhere I'm sitting in that seat
and getting those questions.
I think I have something incommon with you.
I can process really quick, soI do well in these, so that's
probably why I enjoy it so much,because I can think through my
answers really fast.
But for everyone that'slistening, everyone is watching.
Emma's gave her all of herinformation.
(31:46):
Are you on LinkedIn as well?
Speaker 3 (31:48):
I am, I am.
Speaker 2 (31:49):
Yeah, so on LinkedIn free data, good information,
good resources.
But we're in business.
You know, ron Harvey.
You know we own a leadershipfirm.
My wife and I have been inbusiness now 11 years, doing a
phenomenal job in leadershipdevelopment.
We care about leaders that wantto be better leaders, period.
If you're not that person thatwants to be a better leader,
(32:18):
we're probably not the rightperson unless you're ready to
change.
But we love what we do.
We love putting on the podcast.
You can find us on LinkedIn andyou can also find us out on
Global Course Strategies andConsulting.
We're all over and, just asEmma said, there's tons of data
on all of our sites.
Go out there and find them.
If you can use us, let us know.
Call us.
If you can refer us, we're inbusiness.
Refer us.
(32:39):
We love to work with people.
So thank you for joining us.
Emma.
What do you tell them as youclose out?
I'll give you the last wordhere.
Speaker 3 (32:46):
Thank you so much.
Go grab my book, Just go.
If anything else you know,maybe you get a little bit of
insights, one or two things thatyou can add to your business.
That will chill the fires ofthe day to day of being in
business.
Speaker 2 (32:59):
Awesome.
Thanks, emma, and everybodyelse.
Have a good one until next time.
Speaker 1 (33:10):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron Unpacked 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
matter.
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):
Well, good morning.
This is Ron Harvey, the VicePresident, chief Operating
Officer for Global CoreStrategies and Consulting,
excited to be here today simplybecause we get to do Unpacked
with Ron Harvey and we do adifferent episode every Monday
that we release it.
But I have guests from aroundthe world.
Our company is Global CoreStrategies and Consulting and we
spend all of our time reallyhelping leaders be better
connected to the workforce thepeople that help them get their
(00:42):
job done.
So we love creating a winningculture.
We love helping leaders to besmarter about taking care of
people and leading people,guiding people and getting
things done, while at the sametime, creating a place where
people want to work.
But today I get a chance toreally get another leader from
across the globe to talk abouttheir journey and their
expectations and their expertiseand their organization and what
(01:02):
they do, and they share realinsights.
Every guest comes on, as youguys know, with no questions in
advance, so they're pretty brave.
We don't know what we're goingto talk about, except for
leadership, and we're going tohave fun with you.
So hang in with us for 25minutes, 30 minutes, and we
guarantee to drop something thatyou'll be able to use in your
daily life, or your business oryour family.
We talk about the whole person.
So let me pause.
(01:22):
Let me hand it over to Emma.
Thank you for joining me.
You're on screen with us, so Iknow we have a lot to cover in
about 25 minutes.
Go ahead and introduce yourselffor our guests.
Speaker 3 (01:31):
Yeah, my name is Emma Rainville.
I am an owner of multipleservice businesses, but the one
that we're going to talk I thinkthe most about today is
Shockwave Solutions.
It's a fractional COO servicesbusiness.
Today is Shockwave Solutions.
It's a fractional COO servicesbusiness.
I've been helping visionaryentrepreneurs understand their
vision, implement their visionand execute their vision, which
most consultants don't do forthe better part of a decade.
(01:54):
I'm absolutely in love with myjob and my mission and what I do
and helping peoplestrategically plan and grow
their business in a profitableway, without the day-to-day
fires and stresses of notplanning.
I also launched my first book,Scope, by Emma Rainville.
It's on Amazon, and so thattalks about operational
(02:17):
frameworks, but alsofoundational frameworks.
We all know, in anything thatyou do, if you don't have a
foundational framework, if youdon't have a solid foundation,
you're not really going to beable to grow and move the way
you want to.
So scope covers both of thosein a way that allows you to
strategically plan what you'regoing to do and then continue to
execute throughout the next 10years of your vision.
Speaker 2 (02:40):
Yeah, how are you feeling about the?
Speaker 3 (02:41):
book.
You know it's one of thosethings, right?
Yeah, how are you feeling aboutthe book?
You know it's one of thosethings, right, like once you put
something to paper and it'sstuck there, like everything
changes all the time, and youjust feel like you know.
But I feel really good aboutthe book.
The book is theories andstrategies that I've read and
come up with myself like readfrom other people and come up
with myself over a decade andhave implemented it and played
(03:02):
with it and tested it andimplemented and played with it
and tested it.
And you know, one of thereasons I felt really led to
read the book or write the bookwas so many people have
operational frameworks out thereand there's tons of them and
they're really good.
None of them look at the wholeperson.
They look at the business only.
And one of the things that Ifound was I was being called
(03:24):
into businesses and mothers andfathers and sons and daughters
and hobbyists were saying mybusiness is taking over my life.
I didn't spend any time with mychildren.
My wife left me because Ididn't have any time for her.
We never went on vacation.
My kids grew up and I didn'teven realize it.
(03:45):
I missed all the big things inlife because we strategically
planned.
Sometimes we strategicallyplanned, but either way we plan
for our businesses and we getinto a groove and a pattern, but
we didn't plan what we wantedfor us, for our lives, not our
deathbed.
When you leave this earth,you're never going to say I wish
I would have made an extramillion dollars.
You're going to say I wish Iwould have spent more time with
(04:06):
my family.
You're going to say I wish Iwould have taken my wife on that
vacation.
And so we take your businessand what you want for that and
we take your life and what youwant for that and we parallel
them and we plan the next 10years so you can have both.
Speaker 2 (04:20):
Yes, yes.
So if you are struggling inthat space and you want some
answers, you know and wastelling you the book is out,
it's on Amazon.
Go grab the book and we'regoing to talk about all that.
The good thing about unpack iswe kind of go where the
conversation goes.
And so exciting, you got yourfirst book out.
It's on Amazon.
I know you can't wait to getthe hard copy in your hand.
It's going to feel like a newkid.
So enjoy it, you know, anddon't be afraid to share it and
(04:43):
show it.
So for those you know watching,you know the first person that
listens to this the book will beout by then.
If you will be the first personto send her an email, I will
give you the book.
So, emma, drop the email inthere real quick for everybody
that's listening.
The first person that you getan email from, let me know and I
will purchase a book for them.
Speaker 3 (05:00):
Oh, I love that.
My email is Emma at ShockwaveSolutions LLC dot com spelled
just as it is, and I absolutelylove it.
Additionally, can I go on ontop?
Yes, first five people, I'llgive them the workbook to the
book for free.
Speaker 2 (05:16):
That's what I'm talking about.
Yes, yes, we want to give awaystuff because we care.
We actually want you to bebetter and we are in business
and that's important for both ofus to be in business.
But we also know it's importantfor us to give back, and so
that's our give back to you.
So take advantage of it.
Please read it.
Tell people about what we'redoing.
Let's dive into Emma.
You shared something that wasreally, really insightful, but
also in the space that I lovefor people to talk about.
(05:38):
When you're running a businessas an entrepreneur, how do you
not fall into the trap ofletting it overwhelm or take
over your life.
Speaker 3 (05:48):
I love this topic.
It's actually very near anddear to me.
I have a phenomenalrelationship with my husband
where we kind of switch societalnorm roles, where I'm the
worker provider and he's thenurture giver of our family and
I'm very grateful to him thathe's taken that.
If I'm being honest, I don'treally need to be involved in
(06:12):
the day-to-day to our children.
I want to be involved in thebig stuff.
I want to write the check and Iwant to show up and I want to
dance at the wedding and I wantto watch them open gifts and
show up last minute becausesomeone else set up everything.
Because I've been honest withmyself about what's important to
me First few years of mybusiness, because we've always
kind of been that way.
(06:32):
I've been an executive for alot of years, but a business
owner is another level, right, Ididn't think that it mattered
as much and that's one of thereasons I was led to write the
book.
I was a year into my business,probably two or three months
from divorce.
Our youngest daughter wasgraduating high school that year
(06:52):
and I had missed every bigmoment for her for her senior
year.
And then COVID hit and Icouldn't travel for work and I
had to slow down and I had to behome and my marriage flourished
.
I thought for sure we weregoing to get divorced.
We were going to be stuck in ahouse together for three months
and me and my daughterreconnected and I really sat and
(07:13):
realized I've been making allthese plans and strategically
planning my business, but Ihaven't strategically planned
how to fit them in, and so it'sgoing to come full circle now
and you'll understand why I justled us on the wrong path to
your question.
I'm going to bring it back.
When you can plan and you canreally really sit and think
about what you want and thenplan for your products, plan for
(07:36):
your hires, plan for yourchildren's proms, and you make
that all coincide, you startresponding instead of reacting,
and responding takes a lot lesstime than reacting.
And strategic plans also comewith what happens.
These four different things canhappen if we do this.
(07:57):
What do we do if all four ofthose things happen?
So when I'm launching a product,I'm thinking about the four
ways that it can go, I'mthinking about all the
consequences that can come upand I'm thinking about the four
ways that it can go.
I'm thinking about all theconsequences that can come up
and I'm thinking about how Irespond to it when it does.
So I'm just pushing a button atthat point.
I don't have to go into theoffice and work for four days.
You know monster-fueled 4 ampanic Slack messages, because I
(08:22):
know exactly.
Okay, I knew that this was apossibility to happen.
I thought through this well, Iknow exactly what I need to do
next to get to the next step andthat's what I'm going to do.
And that forethought takes aquarter of the time of the
reaction when something goeswrong.
People say to me all the time,like Emma, why would I spend so
many times thinking about thingsthat haven't happened?
(08:42):
Takes way less time to thinkabout those four things that
could happen than it could tofigure out what to do in the
fire of one of them actuallyhappening.
Speaker 2 (08:52):
Yeah, the preparation .
So when it comes time to reallyget it done, it does make a big
difference and you're goingexactly where your heart is
leading you to share on thispodcast.
And so, for us, why I loveUnpacked is people get to talk
for real, like what was it like?
What did you go through, whatwas your experience?
Because oftentimes people likeus make it look really easy,
really simple, and it's alwaysone answer and I'm really
(09:12):
cautious of that.
It's not easy.
It's going to be some days.
You're going to be like, whydid I do this?
But you'll see that you'regoing to get through it.
Yeah, how did she do it?
Speaker 3 (09:31):
Fast forward.
I didn't have any of it figuredout.
Yes, I mean, I'm married to theabsolute love of my life.
I don't know Every day.
I'm so grateful for him.
I don't know what I would do if, in 2020, we would have
separated.
Speaker 2 (09:45):
Yeah, yes, I tell people that story too.
I say, look, you know, my wifeand I are in business together.
You know we own the companytogether, you know, and that was
the time when I was the CEO.
You know we own the companytogether, you know, and there
was a time when I was the CEObut she was much better at
running the company than I was.
I'm a business developer, Ilove getting out and my wife's
like, well, let me do the back,the real stuff that makes this
company, you know, stay afloat.
No-transcript role.
(10:18):
Value the people that areclosest to you, that make your
job easier.
Speaker 3 (10:22):
Absolutely.
You're right.
We do make it look easy.
How many nights I've stayed upthinking about.
I remember when we hit aquarter million in labor and I
remember the really heavythought.
My business partner and I weresitting and we were doing our
strategic planning for the yearand you know you take all your
expenses and I saw the labor waslike $254,000.
(10:44):
Those people have families andI'm responsible for them and I'm
responsible for making sure themoney doesn't run out and I'm
responsible for making sure I'mresponsible.
So the sleepless nights, forsure at the beginning, right.
But once you have a plan inplace and you know how to react
to anything that comes up, Imean it just all gets a lot
(11:05):
easier.
But you got to walk through thefire a little bit first.
Speaker 2 (11:07):
Yes, yes, thank you for sharing.
I want to unpack something thatyou said as you started in your
company, it sounds like there'smore than you in the company.
How important is it for you tohave a team around you, versus
try to do everything yourself?
Speaker 3 (11:20):
I don't know how to do anything anymore.
When I started Shockwave, itwas basically the person working
, it was just me.
And then, within probably twoor three months, I hired an
assistant me.
And then, within probably twoor three months, I hired an
assistant.
And then I pushed and pushedthrough and I started hiring
(11:40):
people and I realized, like man,if you really want to live a
life that's in peace, you got tohave a team.
I know a lot of people willshake their heads at that and be
like I'm a one man show with AIand everything else.
That's all I need.
I need a team.
I've relied on them so much overthe past five years or so that
I really don't.
(12:00):
I don't know how to log intoour crm anymore.
I have no idea how to log intoour esp and see how my emails
are doing, because I know theygot it.
Yeah, I hired well, I trainedwell, I fired fast when I didn't
and I manage well.
And when I say I manage, Idon't micromanage, I lead.
(12:21):
And we get on a weekly call andthey tell me what's going on
and I trust them because theyare trustworthy and we just we
can go really far because Idon't have to worry about the
things that I'm not best in theworld at, and I don't have to
worry about the things that I'mnot best in the world at.
And I don't have to worry aboutthe things that I am best in
the world at, because I taughtother people how to do it.
Now I just get to monitor hereand there.
Speaker 2 (12:40):
Awesome.
I love it.
Now you drove past that, so Igot to put us in reverse a
little bit.
I want people to take somenotes from this.
You mentioned a couple ofthings that you actually did
that were super important.
You rattled them off.
As far as hiring well, trainingwell.
Can you go through that listagain and then you talk about?
You know you got to be able toterminate people when you have
to terminate people and that's ahard part but it's a necessary
(13:01):
part of being a business.
Can you walk through the listof what did you do to make sure
you can get out of your own way?
Speaker 3 (13:07):
Sure.
So, first thing, hire well.
Figure out what everybody'sgoing to be different, by the
way, on how they hire.
I'm very much.
I read people's body language.
I need to see them.
I always get on Zoom calls withvideo.
I'm not a fan of audio calls.
I want to see your face, I wantto see your reactions to what
I'm saying.
I want to be able to feel whatyou're feeling.
(13:28):
And so that's number one.
Number two I hire operators, soI need to feel that you're
uncomfortable.
If I'm uncomfortable, if I'mstruggling, I need to feel that
you're struggling.
I'll do random things likepretend to lose my keys just to
see if you sit back and relax.
Or if you are visiblyuncomfortable because you're
(13:49):
watching someone trying to solvea problem that you don't know
how to help with, an operatorwill feel visibly uncomfortable.
So I've just come up withtricks over the years that
helped me hire well, and I don'talways get it right.
You can't always get it right.
You're spending a limitedamount of time with someone in a
non-issue setting, right In alow stress setting.
(14:11):
So how do they respond?
In a high stress need toproblem solve setting?
Sometimes it doesn't work outand I screwed up a lot.
That's how I figured it out,like I screwed up a lot.
I figured out what I didn'twant, I figured out what I
wanted and then you know, I keptpeople on way too long it
shouldn't have been on.
I paid them a lot of money andI realized at some point that
(14:32):
that wasn't to serve them, thatwas to serve me.
That was my ego, that was myissue, that was my problem.
And when you're in a role, in ajob, your job is one third of
your life, and if you're notperforming, at it, your
self-esteem is lowered, youroverall anxiety is heightened,
people become depressed, and itscars them, it hurts them, it
(14:55):
traumatizes them, because theycan't fulfill one third of their
life's purposes.
And so the best thing that youcan do for somebody, when
they're clearly not measuring upto the seat that you put them
in, is admit, I didn't put youin the right seat and I don't in
fact, have the right seat foryou.
So it's time for you to go,have an opportunity to be able
to flourish somewhere, because Iknow you can and that's a kind
(15:18):
of thing to do.
Speaker 2 (15:20):
Yes, and we'll say she messed it up, but she got
better and she kept learning andshe made it to everybody.
If you want someone who'sperfect, you probably need to
get away from them, becauseyou're going to be in trouble.
Speaker 3 (15:30):
Right, right.
Somebody tells you they get thehiring process right every time
Like there's.
There's certainly things thatwe can do to do the best we
absolutely can to navigate redflags early and find those red
flags early.
But you're dealing with someonefor a fraction of time that
(15:53):
they're going to be on theirbest behavior and not showing
you their whole self.
So you're going to get it wrongsometimes and that's okay.
Speaker 2 (16:00):
Yes.
So, emma, I want to unpacksomething.
This is your baby.
You built it, and a lot ofbusiness owners.
There are two questions Ialways get when I'm working with
entrepreneurs how do you hirewhen you don't have the revenue?
But you can't get the revenuebecause you don't hire.
So how do you first of all hire?
Which comes first, hire or waittill you make the money?
But the other one is how do youlet people come into this thing
called your baby, which I'm nota fan of when people call their
(16:23):
business their baby.
Speaker 3 (16:24):
I definitely don't call the business my baby.
Speaker 2 (16:26):
Yeah, I'm like yeah, stop calling that, because
you're never going to send it toschool.
You know how you treat yourbaby, especially your firstborn.
Speaker 3 (16:32):
I never kill one of my kids.
If the business starts costingme money and I can't turn it
around, I'm killing the business.
This is not my thing.
This is a passion project forme.
I love the work, and so I'vecreated a revenue source for my
hobby, and that's what it is.
Speaker 2 (16:49):
Yes, yes.
So how do you make sure thatyou begin to trust other people
with this thing?
That is your passion, it's yourbusiness and your whole
reputation and brand.
What did you do to startgetting to this place where you
trust your team like you trustthem now?
What had to happen?
Speaker 3 (17:04):
A lot of time and self-reflection, because it
wasn't always that way.
I actually am my brand.
They're actually selling me.
They're selling sales servicesfrom me, actually selling me.
They're selling CLO servicesfrom me, and so everything that
they say.
Anyone on my team, if you weremy client, ron and my longest
hire, best hire he's a partnernow.
I absolutely adore him.
(17:27):
His name is Richard Park and heworks with me, but he owns like
5% of the company.
Let's pretend like you don'tknow that he comes to you as the
CMO and he says, hey, ron, I'mgoing to get this, this and this
done by Friday.
On Monday, when you go, hey,where's all this stuff?
And he goes, oh, yeah, thishappened and that happened and
this happened.
You then hang up the phone andcall me and say, emma, you told
me that I was going to have thisby Friday.
(17:47):
Yes, I never said anything.
I didn't even know thatconversation happened, but
clients look at it as me.
So I realized and this goesback to one of the reasons I
wrote Scope I realized that Icouldn't micromanage people
because they wouldn't be able togrow and I wouldn't be able to
utilize them the way I needed to.
But I also realized that thereneeded to be a systems and
(18:09):
checks system that allowed me toknow who to keep and who not to
keep, and I needed to alsocreate a situation where my team
was being developed by me.
So one of my KPIs in mybusiness is called leadership
and development hours, and so Ineed to have five leadership and
development hours every singleweek on my scorecard from me to
(18:33):
my team, making sure I'm leadingand developing them so that
they can step in as me.
And the second thing that we dois we have something called a
breaker.
This is also in the book.
It's taking a break fromworking in the business to
working on the business.
You get all your key playerstogether and for 90 minutes,
your focus is working on thebusiness.
What are our goals for thequarter?
(18:54):
Where are we at with them?
What resources do you need?
What are the highlights of thepast week?
What are you excited about?
What are you nervous about?
What's going well, what's notgoing well?
And then the biggest portion ofit we call signals, and I call
it signals because everybodyshould be signaled to looking at
that thing.
I don't like the word problem,I don't like the word issue, I
(19:16):
don't like any negative anything.
Everything is opportunity tosolve a problem.
So what do we all need to bepaying attention to so that we
don't have an issue or a problem?
How do we navigate this topic?
And then we work as a team tonavigate it.
Then we review the scorecard aswell, so I'm in the know of
(19:36):
what's going on with all mypeople every single week.
It only takes 90 minutesbecause of the systems that
we've set up, and I feel reallycomfortable knowing that they're
doing what they're going to doand again, when they're not, I
fire fast.
Speaker 2 (19:49):
Thank you for sharing .
I want to unpack something thatdoes happen to business owners.
How did you manage to get pastyour ego?
I'm not.
Yeah, I'm not, but here's howI'm working through it.
Ron, I'm not.
Speaker 3 (20:02):
I work on it every day.
I work on it every day.
It's the hardest thing in theworld.
And I learned this.
Do you know who Perry Belcheris?
Yes, he's actually my largestclient at Shockwave.
He's a good friend of mine anda business partner in another
business and I adored the factthat I get paid to be mentored
by him.
I think I'm the smartest personin the world for getting him to
(20:23):
pay me to mentor me.
But one of the things thathappened was he was telling me
something about an offer that Ihad created and why it was all
wrong, and I was like furiousand like over talking him and
not listening.
And he said okay, you get tohave an ego and you get to make
no money.
When you're done with that, youcome see me and I'll tell you
how to fix it.
Wow, and I felt like such anyes, what a complete I am and
(20:51):
this is very public, by the way.
This is in front of amastermind that he runs Driven
Mastermind with everybody on thecall, and we were doing a hot
seat and I was just like, wow,what an idiot I look like.
What a complete idiot I looklike.
I would rather not look like anidiot in front of my peers and
make money and listen and beopen to the fact that I can be
(21:11):
wrong, then allow my ego to takeover and need to be right, and
it shifted everything for me andI have really learned to, in
every conversation and everyargument, every debate, I don't
need to be right, I need to getthe right answer, because the
right answer helps me grow andthen I get to be better than
(21:32):
what I am right now.
So that was a big turning pointfor me and I work at it every
day, because everybody has anego.
We wouldn't be entrepreneurs ifwe didn't.
You have to have a delusionalsense of self to hold place and
do this job, but I work on itevery day, keeping it contained
and under control.
Speaker 2 (21:53):
Thank you for the transparency.
Unpack a little bit more,though, because you're dropping
some really, really greatnuggets and people are able to
use these, and I love this showbecause people can actually use
90% of what someone says on theshow.
They can actually use it today.
They can literally, if they goand put it in place, can change
their business model, can changetheir brand, can change their
mindset.
You talk about I had to getpast and you said it probably
(22:16):
better than I'll rephrase it.
It's not about having theanswer all the time.
Can you go back to when youwere speaking of that, because
you walked in like I got to havethe answer?
I got to.
It's not about having theanswer all the time.
Speaker 3 (22:28):
Right.
At some point in the realm ofbeing business owners, we end up
with other business owners andwe have really smart people.
So we feel like we have tocontribute to the conversation
and be really smart.
And in order to be really smart, we believe that we need to
have the right answer.
If you walk into conversationswith the mindset of I don't need
(22:49):
to have the right answer, Ineed to be able to articulate
what I believe is the rightanswer, I need to be able to
debate effectively whilelistening, and then I need to
leave with the right answer,whether it's mine or not.
Speaker 2 (23:03):
Wow, yes.
Speaker 3 (23:04):
Because you'll learn so much more.
And I don't know if you belongto any masterminds, but I'm a
junkie and I just love beingaround really, really, really
smart people.
And what a waste of money thatwould be if I need to be the
smartest person in the room.
In fact, I'm hoping to be thedumbest so that I can go argue
my nonsense and they can correctme and I can leave with their
(23:26):
brilliance and then implementthat for my clients and use that
to make revenue, because it'sall I care about at the end of
the day.
Speaker 2 (23:32):
Yes, I love it.
I mean the fact that you'rewalking into.
So you heard, you know, emmasay she's a junkie of
masterminds.
If you're listening and you'repaying attention, regardless
whether you're in a corporationor whether you're running the
business, you got to find a wayfor you to grow and masterminds
are brilliant, very, very.
You know small enough where youcan actually have a voice and
(23:53):
put insight and growth, somasterminds are brilliant.
Please, please, always makesure school is always open.
You should be learningsomething all the time.
Speaker 3 (24:00):
I'm with you on that.
People tell me all the timelike I can't afford masterminds.
You can find a mastermind for$3,000, new business owner or
executive trying to breakthrough.
You can go all the way up to$100,000.
Right, I think the sweet spotlives in like the 25 to 35,
40,000.
That's where I like to be.
But you can go find amastermind for $3,000 that you
(24:21):
can join, where you can create anetwork of people that you can
learn from and just tools andlearning tools and learning
tools and learning and just growfrom there, because you you
can't and I'm going to stealthis from Ignite Mastermind
actually it's a $3,000mastermind, I think it may be.
It's in between three to 5,000,but it's Ignite Mastermind.
They say this all the time youcan't stay 70 degrees in a
(24:44):
hundred degree room.
Speaker 2 (24:47):
Wow, yeah, yeah.
Well, I can remember a time youknow I love that you say, hey,
here's where the 3000 and here'swhere I found a sweet spot.
And as your business grows, Ican remember when I started our
business and I needed to learnsomething that I didn't know how
to do, but I wouldn't get outof my own way.
And this company, you know, Iwent to this workshop, at this
(25:13):
conference, and they wanted meto be a part of a program and
I'm a veteran and if you lookbehind me, everything was always
paid for.
The military does a phenomenaljob of investing in you and the
person that was running theorganization says, yes, ron,
we'd love to have you, we thinkyou'll benefit, it'll be great
to have you.
And she said, yeah, it's goingto cost you $19,000.
I was like you lost your mind.
Speaker 3 (25:26):
Right.
People think why would I payyou?
That was my first response onMasterminds.
Like people pay me to consultwith them, why would I pay you?
What a concept.
And thank goodness I had somewise people in my ear saying you
need to invest if you want togrow where you are today.
(25:46):
Yes, I had the same thing.
That was my wife.
She said honey, do you know howto do it?
Like nope.
Speaker 2 (25:49):
Yes, I had the same thing.
That was my wife.
She said, honey, do you knowhow to do it?
Like no, write the check, Likeokay.
Speaker 3 (25:57):
What would it make us if you knew how to do this,
this and this?
Speaker 2 (26:00):
Yes, over the course of five years.
Yes, so I love it.
I mean you drop it.
You know the idea for everyonethat's listening.
Find a way for you to continuegrowing.
I mean, there's so much for youto know.
You don't know it all, andthere's always new ways and new
approaches.
Even if you do this for a living, you also need to be a student.
Throughout your own journey andoftentimes because I teach a
(26:20):
lot and sounds as though you doas well you must be a student at
some point, and so find timethroughout the year for you to
be a student, where you can beworking on the business and
somebody else is in the businesstaking care of business for you
.
So if you're listening, please,please, find a way to invest in
yourself.
It'll be one of the bestinvestments, as we begin to look
at our time here, if you wereto give people what you're
(26:42):
running, the organization andthe people that you're helping.
What are three reasons whypeople should really consider
reaching out to at least have aconversation with your
organization about bringing youin what's happening in their
company.
That says time to call him andher organization.
Speaker 3 (26:57):
Sure, it's funny because we generally have three
reasons why people do call us.
One they've grown too quicklywithout an operational framework
, that things are falling apartand while they're selling
they're not profitable orthey're dealing with fires every
single day.
That's just exhausting and theydon't even want to make the
money anymore.
(27:17):
That's probably the number onereason why people call us.
The number two reason whypeople call us is because
they're scaling and they're okay, they're doing okay, but
they're not as profitable asthey would like to be.
They're working in the businessa lot more than they want to be
.
They think they could scale alot faster if they could work on
the business and they needoperational support.
(27:37):
And the third reason why peoplecall me is because they figured
out how to do something andsell something and you know,
maybe they're doing a million, 2million, 5 million somewhere in
there, but they want to do fivemore and they know that it
would take them five years to dofive more and they know it
would take me six months to dofive more.
So that's the other reason whypeople call me.
Speaker 2 (27:59):
I love it.
Scaling is so important.
So, Emma, your book is comingout and I want people to know
again.
Can you tell us where to findthe name of the book, where to
find it?
And then we're going to followand give us all the information
for your company and yourcontact information.
Speaker 3 (28:12):
Sure, so the book is called Scope S-C-O-P-E and it's
authored by Emma Rainville.
It's on Amazon.
You can get it on Amazon.
The hardcover and paperbackcost money but the Kindle will
be free, because I'm doing abunch of podcasts and I wanted
to give it to listeners for free.
And then for my company it'sshockwavesolutionsllccom is the
(28:37):
company website.
We're on Instagram or onFacebook, we're all over the
place, so we're not hard to find.
We have a lot of free resources.
And then I have something calledthe visionary vault.
I have a philosophy that onceI've stopped selling a course, I
should give it to people forfree, because once I stopped
selling it it's probably alittle bit older and not worth
(29:00):
money, but probably worthsomething to someone.
So I have my own podcast, whichwill be coming on, hopefully
soon, called special ops.
So special ops podcastcom has avisionary vault and that has
probably 200 courses, from howto set up split tests to how to
read a P&L.
It has every single thing I'veever talked, every seminar I've
(29:22):
ever given, every stage I'veever spoke on.
It's literally got everything.
It's totally free.
Speaker 2 (29:27):
Wow, yes, yes, I'll tell you.
You never know what you'regoing to get on Unpacked, but
she's sharing with you.
I love that concept, or thatmindset that you have is, once
you start selling it, you giveit away to people because it may
be of use to them.
It's a little maybe dated, butstill very good content.
So follow her, go to a website,look her up on LinkedIn, go to
the company Shockwave Solutions,go find out, like their answers
(29:48):
here in front of you.
Is there anything last minutethat you want to leave the
audience with Anything?
I haven't asked anything youwant to share that.
You know you're doingphenomenal stuff.
What's the latest and greatestthat you want to share on the
way out?
Speaker 3 (29:58):
I do Just really quickly.
I found your podcast to beabsolutely phenomenal because
you kind of put people's backsagainst the wall where they
can't think through theiranswers.
I think.
Fortunately, I have a veryquick mind and I can think
through my answers very quick,but not most people and I've.
Actually, before I go on anypodcast, I make sure that I
listen and it's in line with mybrand and my philosophies, and I
(30:22):
would actually like to leaveyour listeners with that.
If someone is on here for thefirst time because you saw it on
my LinkedIn or my Instagram ormaybe you just came upon it, go
backwards.
You've got some real fireepisodes with real actionable
insights for every aspect ofyour life, not just business
owners.
So I was very appreciative ofall the work that you've done on
(30:44):
Unpacked, so that's what Iwould like to leave people with.
Speaker 2 (30:47):
I appreciate it.
Thank you for giving us theendorsement.
Thank you for making this oneof the ones that's going to be
fire, because people are goingto listen.
You drop some real stuff, youtalk and it really is.
For me, it's more than justabout your business.
It has to be I mean, it has tobe holistic.
It has to be your family, yourcommunity, whatever your faith
is.
If you're serving in themilitary, if you're working in
corporations, we're human beingsand I don't want you to just
(31:16):
get so caught up in this themethat may be bringing revenue in
and forget everything else,because life becomes very
miserable.
Speaker 3 (31:18):
This is why we add all that.
What do you see for your life?
What do you see for yourself?
Let's make sure you build yourlife by design.
Speaker 2 (31:25):
Yes, I love it.
I love it and definitely I'llbe on your podcast.
So I would love to.
I love to be on the other sidewhere I'm sitting in that seat
and getting those questions.
I think I have something incommon with you.
I can process really quick, soI do well in these, so that's
probably why I enjoy it so much,because I can think through my
answers really fast.
But for everyone that'slistening, everyone is watching.
Emma's gave her all of herinformation.
(31:46):
Are you on LinkedIn as well?
Speaker 3 (31:48):
I am, I am.
Speaker 2 (31:49):
Yeah, so on LinkedIn free data, good information,
good resources.
But we're in business.
You know, ron Harvey.
You know we own a leadershipfirm.
My wife and I have been inbusiness now 11 years, doing a
phenomenal job in leadershipdevelopment.
We care about leaders that wantto be better leaders, period.
If you're not that person thatwants to be a better leader,
(32:18):
we're probably not the rightperson unless you're ready to
change.
But we love what we do.
We love putting on the podcast.
You can find us on LinkedIn andyou can also find us out on
Global Course Strategies andConsulting.
We're all over and, just asEmma said, there's tons of data
on all of our sites.
Go out there and find them.
If you can use us, let us know.
Call us.
If you can refer us, we're inbusiness.
Refer us.
(32:39):
We love to work with people.
So thank you for joining us.
Emma.
What do you tell them as youclose out?
I'll give you the last wordhere.
Speaker 3 (32:46):
Thank you so much.
Go grab my book, Just go.
If anything else you know,maybe you get a little bit of
insights, one or two things thatyou can add to your business.
That will chill the fires ofthe day to day of being in
business.
Speaker 2 (32:59):
Awesome.
Thanks, emma, and everybodyelse.
Have a good one until next time.
Speaker 1 (33:10):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron Unpacked 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
matter.
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