Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Growing Your Business by Growing Yourself
Ron Harvey and entrepreneur Alykhan Jetha (AJ) explore how business growth directly correlates with personal development, making leadership the fundamental driver of organizational success.
• Creating sustainable business growth requires continuous personal development and critical self-awareness
• Avoiding difficult conversations creates cascading negative effects throughout organizations
• Having the right people for different business stages is a continual process, not a one-time effort
• Critical thinking remains uniquely human even as AI tools become more prevalent
• Looking at business as a whole system helps leaders avoid getting trapped in comfort zones
• Work-life integration is more realistic than balance, with time allocation changing through different life chapters
• Time is an unrenewable resource requiring thoughtful distribution across business and personal priorities
• Finding mentors who believe in your vision is crucial, though sometimes books and other resources can fill this role
• Business systems should evolve to accommodate your life priorities rather than consuming all your time
Check out AJ's small business productivity application Daylight at daylite.app to help streamline operations and manage customer relationships more effectively.
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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Disclaimer:
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 ...
Welcome to Unpacked Podcast with your host leadership consultant, ron Harvey of Global Core Strategies and Consulting. Ron believes that leadership is the fundamental driver towards making a difference. So now to find out more of what it means to unpack leadership, here's your host, ron Harvey.
Speaker 2:Good morning. It is morning for me and I have a great guest that's with us as well, and so I'm excited Ron Harvey. I'm the vice president and chief operating officer for Global Core Strategies and Consulting, which is a professional leadership development firm, and we spend all of our time helping leaders build up the sustainability of their effectiveness to run their organizations. How do you lead the future of the workforce? And that's really what we spend our time on doing. So I'm excited about what we get to do, but my podcast is not about what our company does. It's about us sharing some wisdom and some expertise and some fun stuff and talk about you as a leader and what it looks like and what it feels like, and how you grow and how you become educated.
Speaker 2:So I invite guests from around the world, from all different backgrounds, from all walks of life, to be a guest on our show. Only thing I ask them to do is I don't send them questions in advance and I ask them to keep it about leadership and have fun with it and really just enjoy the moment. So we're going to be present, we're going to have fun, so let me, with that being said, let me give the microphone to our guest, aj man. Welcome to the show and thank you for saying yes from Canada.
Speaker 3:Well, thank you for having me on. I'm looking forward to this conversation to see what we unpack.
Speaker 2:Awesome, awesome. I know you're in business and I know you have some programs. That's established, and one of the things I like to do on the show is business owners. I mean, I think small businesses make up 80% of our economy. I mean, we're really, really important to our society and our economic growth. You're running a business as well and you help a lot of business owners.
Speaker 3:Can you tell a little bit about that before we dive into the leadership content? All right, so I make an application called Daylight, and Daylight is specifically catered to small businesses and helping them grow. So what we do different than other applications is that we focus on that small business productivity and then on top of that, we build in the CRM and the projects and to fulfill the promise of helping a small business productivity, and then, on top of that, we build in the CRM and the projects and to fulfill the promise of helping a small business grow. That's kind of the gist of why I 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:I love it. So is it Daylight, the D-A-Y-L-I-G-H-T, just like that Daylight.
Speaker 3: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 our website and then you can learn about our application, and if it suits you, then that'd be great.
Speaker 2: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 some research and see if there's an opportunity for you to talk to AJ. I'm an entrepreneur at heart. I advocate for business owners and I love that you're creating something, because CRMs for all you that are listening, you know you better have some way to manage your customer acquisition. And so, looking at this CRM, you got to have some system and that's what it does is how do you get your customers in a database or a system and begin to cultivate and build those relationships and manage it without losing?
Speaker 2:I've lost customers because I just lost track of them. We don't want to lose track of people and that does happen. So, because you're so busy as an entrepreneur, you're trying to do everything. Yeah, we'll talk about that in the podcast, but let's dive in. So, aj, it's good that you're on the show and we talk a lot about leadership. You're in the entrepreneur space and you're doing a lot of work with entrepreneurs. What are you noticing as entrepreneurs which are in leadership roles? What are some of the things you're noticing where there's some gaps for us as entrepreneurs, as running companies. Where are we getting in our own way at?
Speaker 3:So there's a couple of things that come to mind when you ask me that question. So one of them is you are where you are because you know what you know, and the second thing is that the success of your business reflects on your own growth. So the growth of your business reflects your own growth. Yes, so those are two things that I kind of it comes to mind when you ask me that question.
Speaker 2:I love it. I mean, can you speak more? Can you unpack a little bit for us? So I love it because you're right, it's hard for your business to grow more than you grow. I love that visual because in order for your company to get better, you have to get better. If your company gets better and you don't get better, you may be out of a job real quick. So you kind of want to get better with your company. What are some things that you figured out over time you had to get better at as an entrepreneur yourself.
Speaker 3:So there's a few things. Actually there's a lot of things, and even at this point in time you know I've run this business for 25 years I'm still learning, right, so it's a never ending journey. So you know some of the things, for example is difficult conversations Like, like you know, if you don't, if you're not comfortable with yourself, how do you have that difficult conversation? Also, things like you know, being comfortable with yourself because you're leading other people and they're looking to you, with yourself, because you're leading other people and they're looking to you, and a lot of entrepreneurs get this imposter syndrome kind of thing right. So all of these are the little things that inside of you, if you learn to develop and grow yourself, then you can tackle those things. Because if you're not able to tackle those things, typically bad things happen and they may be like small bad Like, for example, I'll give you a concrete, a concrete one.
Speaker 3:Let's say that you have somebody that you know is not performing, but you are uncomfortable having that difficult conversation, and so you don't, you push, you push it off, and I've done this right. You push it off and then you go and it keeps getting worse. And the worst part that I didn't realize at the time was that other people start to see that you're treating this person without you know you're not holding this person accountable because you're not having that difficult conversation, and it starts affecting the others, right, yeah, so there's a cascading effect there that you know. Because I was unable to, or didn't want to, have that difficult conversation, I didn't know how to. Actually that was the bigger problem for me. I didn't know how to. It's not that I didn't want to. I didn't know how to approach it. And then things would cascade and it took me a while to kind of grasp this and deal with it. And now I can deal with it much better.
Speaker 3:But it is difficult, it's not an easy 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:I love that you separated and you made the conscious effort to separate the two. I didn't want to do it, but because 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 about the things they don't know how to do. Most of us, honestly, will avoid what we don't know how to do, and so, as you listen, I love to say hey, one of the things I had to learn as a business owner entrepreneur is how do I have difficult conversations? Because it does get bigger and even if it's real small initially, it's like having a pebble in your shoe. No matter how small that pebble is, you're going to feel it every time you walk, so you don't need this big rock in your shoe to make it uncomfortable. A little pebble in your organization can cause a lot of havoc and disruption.
Speaker 3:Really good analogy actually.
Speaker 2:So you've been in for 25 years. I know you've learned some things from where you were to where you are now. What are you doing different from if you go back and look at when you first started your company? What would you tell the younger version of yourself today?
Speaker 3:So the one thing I would say is, you know, having the right people on the bus is a continual process. It's never a one-time thing. So at different stages of your business and different stages of yourself, you need different people or different performances. And some people are able to adapt as your business grows, because there's more things to do, there's different things to do, et cetera, and some aren't. And so those that aren't, you know you need to be able to have again that difficult conversation to either help them move along or for them for you to part ways right. So that's one of the things that I learned. Again, the hard way is that there are times where you know some people will help you get to a certain point, and that's their comfort zone, and you wishing that they could go to the next step doesn't make it necessarily something that they want to do or can do right, and so you got to continually evaluate who's on the bus.
Speaker 2:Yeah, I love that you said it, because oftentimes who you started with may not be who you continue with long term. Right, that's difficult. How do you help leaders that are watching and listening that may be in a situation right now, but they built a friendship. You and I are friends now and I've helped you get this started, you and our friends now, and I've helped you get this started.
Speaker 2:How do you help me make that decision, knowing that you've helped me get here, but going forward, you, you can't scale up or you don't have the bandwidth or the capacity.
Speaker 3:And I got to separate. How do you help me get past these emotions that I'm having, that I feel like you help me, but I had, you know again, some people that I asked advice from as to how they would go about. You know how do they handle this situation. Like it happens, right, fact that you know if they're hitting a ceiling then you're. You know, by by you not having that, that conversation, you're actually holding them back because they could, they could be, you know they could be, they can excel somewhere else, right, and so now, by holding them back, which is then holding you back, it becomes a negative Loop which you then will develop resentment.
Speaker 3:So it's better to kind of have this conversation and and think of it from their own personal benefit, in the sense that they could be in an environment where they can Excel better long, you know, for longer, for the next phase of their life, as opposed to you know having a negative situation over here. So that was one of the mental mind shifts I had to make is that I'm looking at it from their perspective, like I'd rather part on positive, you know, in a positive way, rather than it gets so bad that it becomes a negative. Right, because you will see that person elsewhere. You know you'll run into them at the grocery store maybe, or et cetera, and you don't want bad karma really. You know you don't want to do this in a not nice way, right? You kind of want to do it. So we're thinking about them first and from their perspective, rather than just from your perspective.
Speaker 2:Yeah, I love it. I love that you're stretching and you're processing and we're watching on the screen which is this is unpacked, we're real. There are no prescriptive questions. I love that. You said I don't want to be mean, I want to be nice, but I still want to hold people accountable, and so you know you're showing us on screen real time. Like I don't want to be mean, I want to have good character, I want to be a nice person, I want to be a good human being, but I got to make this tough decision and I still want to get it right, even though it may not feel good. It's the right thing to do for both of us and that's important.
Speaker 2:So, being that we're both in this business owner space and I'll leave a little bit to unpack here for a second. When you first started your business 25 years ago, I'm sure you probably did more things in your business than you do today. How do you help business owners that are listening to us today learn how to let go of some things that they absolutely probably should be letting go and empower others? How did you do it? I mean because who you are today and where you started at. I want to make an assumption that may be right or wrong that you're not doing what you used to do in your business today.
Speaker 3:It changes actually. So one of the things that we had to do in our business is we had to pivot a number of times because technology changes, competitors change, the landscape changes, et cetera. So we had to pivot a number of times, and so when one of these pivots happen, you know you're in there doing everything again, right. But when you're outside of that pivot, then what happens is you know you need to start thinking ahead, and in order for you to be able to think ahead, you need to kind of let go of the smaller day-to-day things, right? So one of the things I didn't have difficulty with this problem In fact, I had a slightly weird other problem, which was I trusted people too much, right, and when, when you know, trust but verify, you know.
Speaker 3:I learned this you know, trust and verify, and so my problem wasn't handing over Like somebody believed in me for me to get ahead and so I like to believe in others. That's kind of like my mindset. But that doesn't necessarily mean they have all the tools that either you have or what have you. So you got to trust but verify. So in my case it was easier to let go. So you got to trust but verify. So in my case it was easier to let go. And because the reason it was easier for me to let go of this thing is because I was always looking at the future and I want to kind of get there and so I can't do everything. And so here's the thing I can kind of hand off and go and spend some time over there. So you know the term in the business on the business kind of thing.
Speaker 3:Yes, yes, I was coached a lot about that and it made sense. I struggled with that a little bit, but then, when I did, let it go. The mistake is I went a little too far and I didn't verify. I trusted, but I didn't verify, or hold people accountable for that matter, and so my problem was a little bit different.
Speaker 3:But in terms of discussing with other, like even my customers, et cetera, the thing that would help people let go is having some systems in place. Right. Let go is having some systems in place right. So, as you're growing your business and it's yourself and you're doing these things probably best to set a bunch of outcomes that you'd want out of that particular job or that particular area. And then you know whoever comes in, you say, these are the outcomes I want, right, and this is the system I'm using. So you give them something to to. You know, start from versus. You know you hire somebody, you think they're great, you throw them in, and then you don't give them a system, then they won't do well, right, and then you you'll be like, well, I can't. You see, I can't let go of this. I got to stay in there, but then that's again a negative cycle.
Speaker 2:Yes, yes, I love it. I mean, I love that you're starting with the end in mind. Start with your outcomes. What do you want out of this before you hire them? That way you can build. What should the job description be then? No-transcript, we all did. The resume looked real shiny, they were really nice in the interview, but I wasn't clear on what I wanted and I was mad when I didn't get what I didn't say I wanted. Anyway.
Speaker 3:Right, and then it reinforces the fact that you think that you can't let go.
Speaker 2:Yes, yes, that you should put your hands back in and allow you to. Well, I knew I should be doing it. I knew I was going to find the right person. Well, maybe you did, but you didn't tell them what the right thing is that you wanted anyway. So, if you're listening and that's in corporate America, that's in business ownership, that's in everything you got to manage expectations and you got to know what you want. So we're at a time now where critical 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 the work that you're doing? How do you help us begin to focus more on critical thinking? Ai is available, so leverage it. I leverage it, I use it. I think it's useful, but I don't want us to lose the ability to critically think. How do you help us stay focused with leveraging AI but also stand as a critical thinker?
Speaker 3:Right. So, first of all, it's important to realize that AI is not a critical thinking system. Yes, right, ai is the way, the current form of technologies that we have, these LLMs, et cetera. They're more about piecing together the information that's already out there, right, and they may piece it in a way that you know sparks an idea for you, but that critical thinking is still not in the AI systems. This is our domain as human beings, for the moment at least.
Speaker 2:I love that you're saying that, because you know when I put it out in front of you, you're exactly right that it still belongs to our domain. The critical thinking AI is trying to be like us, like really, at the end of the day.
Speaker 3:Yeah, yeah, yeah, I mean, you know, ultimately, the current systems.
Speaker 3:They're a statistical system that, basically, you know, works on predicting the next word, based on prior patterns, right?
Speaker 3:So, going back to the critical thinking, I like to encourage people to zoom out right and look at the whole system, to zoom out right and look at the whole system, and so, by looking at the whole system, you can start to see the various pieces. One thing that I find a lot of people do, both employees and some business owners is that they zone in on an area of you know they're in the weeds, so to speak, or in the forest, and and because you're looking at this, this little scope here, you can't reason about the whole thing where you can't critically think about that, because you're too much in that one area, right? So, really, what you want to do is you want to zoom out and look at the whole system, as your business, for example, and when you're looking at the whole system as your business, for example, and when you're looking at the whole system, you can then be more critical about the various pieces in your system, rather than just focusing on one thing.
Speaker 2:I agree. I think we all get tunnel vision. We get locked into this thing. That, for me, is I kind of lock into what I'm comfortable with, what I know inside and out. So my proper zone will make me get tunnel vision in a heartbeat.
Speaker 1:It's what I'm comfortable with, right, what I know inside and out.
Speaker 2:Yes, so my conference zone will make me get tunnel vision in a heartbeat. It's what I can do with my eyes closed, and and so how do you? How do you pull out of that? I mean because it's a comfort zone, but you know, to get locked in it's real easy. Um, how do you tell people, or how do you help people zoom out?
Speaker 3:so I, I like that you brought up the the comfort zone, uh, issue, because this is a major issue, right, like even myself, I fall into this you know, comfort zone thing, where where I'm, like you know, zoned in on this one thing and, uh, I'm really good at it and so I want to do more of it, because actually I get some pleasure out of it, but, but, meanwhile, you know, this other part of the business is like on fire.
Speaker 3:So so this is an area that that I, you know, I've struggled with in the past and I see many people struggle with and you know you hear this actually, in all these various self-help books and and entrepreneurial books, et cetera, about, you know, be get comfortable being uncomfortable. Yes, because it is a, you know, remember, at the beginning we talked about your own self-development is a you know will reflect in your business. That get uncomfortable is about your own self-development. Yes, right, so so that you can, you realize, wait a, I'm spending a little too much time over here and I'm ignoring this part, right, and you can probably go for a while and then it might be a little bit too late 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:Yeah, it is a real issue for us. I want to shift a little bit for us, as you've been in business 25 years and where you started, how important was it for you to have two things advocates that speak on your behalf and mentors to help you grow?
Speaker 3:So mentors are really, really important, more important than advocates, I would say. But the reason is again, remember that first statement that I said you are where you are because you know what you know, so how are you even going to know what you don't know? That's where a mentor can come in, right, and finding a mentor is a challenge. It's not easy, right? Somebody that believes in you, somebody that's willing to put some effort to understand what you're trying to accomplish and give you some time, right? So you know, I've had challenges finding a mentor and I ended up finding mentors in books, right, and in movies, sometimes in movies.
Speaker 3:So finding a mentor is critical. You must kind of put some effort towards, you know, finding somebody. And you know, I know that a lot of people, especially when they start having time, are happy to mentor others. Yes, right, and so that's one thing. And then the other one is coaching, like probably some of the stuff that you do. So, again, you don't know what you don't know. So how do you get to know what you don't know? And that's where a coach or an advocate would help you with. Yes, Awesome.
Speaker 2:How do you help leaders Like if you've had a certain level of success? How do you help those leaders not get complacent and stay in class, that they keep learning, because success can also be a derailer, because you get comfortable.
Speaker 1:How do you?
Speaker 2:help them, not get so comfortable because they had some success.
Speaker 3:So this is a tough one. This is a tough one. I I've been thinking about this one a little bit and I think it really, when it comes to, like your leaders, right, I think people need to have at least that little bit of self, the willingness to get better. You know, there's an indication somewhere that they're willing to invest in themselves to get better, because then it's a much easier investment for you to make, because you can just say you know, look over there, and because they have that willingness, they'll, they'll, they'll go in that direction Right Versus. If you, if you're talking to somebody that doesn't have that willingness, you have to push yes.
Speaker 3:So this is one of the remember I was telling you about the right people on the bus and and and at different stages. So this is one of the things I learned is that sometimes they you know they've, they've hit the where they want to be, and so you trying to motivate them to, you know you can't motivate anybody, right, you can, you can guide them, you can show them direction, but they themselves got to want to want, right, yes, and so that's, that's a. I struggle with that one.
Speaker 2:Yes, I love that. You brought up that you can't motivate anyone, and I tell people, you know, at the, at the end 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 do it or they're motivated not to do it.
Speaker 2:But they are motivated and it just depends on what side of the coin are they on? Right, I'm motivated to be on time for showing up, or motivated to not be on time because I got something else that's more important, right, right, but everybody's motivated. We just got to figure out what they're motivated about. So I think that's important for us to understand. I want to, I want to tap into with business owners and when you think about work, life balance and taking care of yourself, I want to lean into that a little bit for everyone that's listening, because you can work all day and forget the things that are important to your family, your spiritual guidance or your faith or whatever that thing is that's important your health. How do you balance it? Because business ownership or being a leader takes a lot of time. How do you balance it?
Speaker 3:So I don't like the word balance. Thank you, yes, yes, what would be your word? I used to use a different word, but it's more about, again, I think it's more about outcomes what are the outcomes you want? And then also phases. So let's say that you're in your 20s and you don't have a 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, at that point your body's also resilient, so you don't have to work out as much or do any of those things, so you can go like real hard. But then you get married and you start having or without marriage, you and you start having a kid. So now you have a. You know, you, you decided on that, so it's part of your responsibility. So now you're going into the next chapter of your, of your life, and so now you have to say, okay, well, what is my responsibility and what are the outcomes I want from that? And so then you have to divide your time accordingly. Now you may not be able to do 50, 50, for example, which is quote-unquote balance, but maybe you can do 20 instead of zero or 20 instead of two, right. And so you need to continually evaluate this based on what your own values are and what are the outcome you want for your own life. Right, and I think that's an important aspect because let's say that you decide, you know what. I'm going to spend 10% of my time on my personal health and et cetera. I'm going to spend 20, 30% of my time on family. I'm going to spend 10% of my time with friends and so forth, and then the rest I'm going to spend 10% of my time with friends and so forth, and then the rest I'm going to spend on the business.
Speaker 3:And so if you decide that, but you see that your business is taking 75% of your time it's like you're not able to get it down you can take that opportunity as a test to see. You know what. I don't have enough. I haven't evolved my business enough to be able to give me that time. So what can I do to change my business so that I can have that time?
Speaker 3:Either by changing your approach to your business or by maybe getting some help, etc. Right? So so again, you're looking at the outcome and and you work your way backwards in terms of you know, I want to be able to do this and I want to be able to do that, and so what systems do I need to have in place in my business? What do I need to change in my business? Because it is as an entrepreneur or as a business leader. You have that purview to change some of these things. Right, it's not outside of your control, 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 that decision so that you can craft that other 40 percent of the time.
Speaker 2:so so that you can, you can have that 40 percent of the time to do these other things yeah, I love that you you put it in phases too, and understanding where you are on in your life, and that's important. I I think sometimes we measure ourselves against someone that doesn't have the same life. We have Correct, and you got to be mindful of that. I think you get yourself in trouble. So I love to say, hey, when you're younger and your body's more resilient, you're probably healthier and you got a lot more adrenaline and you can stay up later. You know you don't have the family.
Speaker 2:There are things that you can do that won't impact your life, because your life is just you right now. But once that changes, you got to take in consideration all the other things that you're responsible for and responsible to. So, if it's children, if it's a spouse, if it's you know you're doing more activities in your communities or you're on boards like how do you and I agree with that, I don't I use the word balance, but I'm not a huge fan of it what I do believe in and there's this work-life integration how do you integrate?
Speaker 3:That's the word.
Speaker 2:That's the word, that's the word integration, yes, yeah, how do you integrate based on who, what your life is and everything that's important gets some attention, some?
Speaker 2:days for me personally, if you're listening. Some days I'm 80% at home, because there's things going on that my family needs me more at home at that point, and then there are times that I'm 80% at work. Here's what I have learned, though, is if, when I'm home, 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:Yeah, yeah, yeah, and I love the way that you said integration, because that is the word you're trying to, and there are times exactly like what you said. I'm 80% with the family, so that you know various phases, different things happen, et cetera, and you should be able to do that 80%, yes, and you know that this is going to happen. You can see it in other people who have gone before you that they've had to deal with this, so it behooves you to prepare the business so that you can do this, absolutely yes.
Speaker 2:Yes, yes, and I think entrepreneurs. Oftentimes I've watched where we work extremely hard to provide for our families and then you know we're not spending the time. You know, and for me it's more than just working hard and providing resources for your family. Your time is a resource.
Speaker 2:You being present is a resource, so you want to be mindful that those things of you being present are just as important as any materialistic thing that you can add to your, whatever your lifestyle is, you know. So be present for the people that are important to you. What are some things you know when you think about where you are now? What would you drop that we haven't really discussed, and then we'll get ready to wrap up? What would you share with people that are on the journey? You've learned a lot in 25 years. Are there any ideas or things that come to your mind that you haven't shared, that you'll share with our audience?
Speaker 3:So I love that you brought up that time. So time is an unrenewable resource, right. Once it's gone, it's gone, right, you can't get it back, and I think that people don't realize that, and so it's really important that you're mindful of time, right and so. That's one thing. The second part is that your life it works in chapters, like when you're in your 20s, you got lots of energy. You got no family necessarily. You can do a lot of stuff.
Speaker 3:When you're in your 30s, you're probably starting your family, and so then you have to adjust. And when you're in your 40s, you got teenagers maybe, and you know life is different than you know having to take them to daycare and whatnot. And then when you're in your 50s, then the kids are growing up, they're probably getting ready to go to college or they are at college and you have more time and you have different time, but you know your body has different requirements at that point. So so you know your life works in stages, you can see. You can see it by just observing others that have gone before you, that are older than you, that you know. Uh, you and a lot of them are happy to share, like some of sometimes, like what they've had to do or what they've gone through, et cetera, again finding the mentor. So so time, unrenewable resource, and as you grow your business, there are chapters in your life and you have to adjust to those chapters.
Speaker 2:Yeah, I love it. I love it that you tapped into the fact that you know the stages of life. You know, as you get older, if you want your family to be there when you get older, you got to invest in them when you are investing and so it's hard and I think some business owners learn that that you know you'll see people that as they get older they've worked so hard and done everything and everything has been about that, that career, that that company or that organization. Then, when you get old and you need your family around you, you haven't. You haven't invested in that, you haven't planted that seed.
Speaker 2:That's right and you find yourself lonely, or you find yourself where no one's there to look out for you at the days when you really need it, because you were always in your company. So be mindful of how much you're overlooking the things that you're going to need when you're at a different phase in your life.
Speaker 3:You know what that's an awesome point? That is an awesome point because that actually helps you filter out the people you shouldn't waste time on. Yes, because there are people that you should invest and spend time with, and then there are other people that actually are the opposite, which can drain you, which are, you know, not in 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:Yeah, I love it. I mean you've been great. I mean you shared a lot of great 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 and what you do with businesses and then tell us how to get in touch with you?
Speaker 3:So you know our application is called Daylight. You can get it. You can get to us at daylightapp D-A-Y-L-I-T-Eapp. What we do is we build an application that helps small businesses grow and it's good for when you're starting out as an individual, to up to your 100 people in size. We don't cater to bigger companies, we cater to that size and especially if you're in the services kind of business where you know you're doing consulting or you're doing design or you know that legal real estate, et cetera, where you relationships are important and delivering on your promises is equally important. So that's kind of like what our application does. Again, you can get to our website d-a-y-l-i-t-eapp, or you can find me on LinkedIn with my full name, ali Conjeta.
Speaker 2:Awesome, awesome, love it. Thank you. Sounds like we need to talk. I mean because you know, at the end of the day, we're growing and I'm always looking for ways to streamline what we're doing. So thank you for, first of all, being a guest and having a phenomenal conversation and sharing the app that you're running and so you can find. You know, you can definitely find AJ on LinkedIn. You can go to his app, you know, and look up his program. I hope that you do, and if you ever want him for a podcast guest or you want to be able to reach out to him, feel free to do so. Again, this is Ron Harvey with Unpacked. Hopefully you enjoyed the conversation and hopefully we share something that actually makes a difference for you in your business or in your family or in your professional life, that adds value to you. That's the whole intent of our podcast. So until next time, aj, and I'll tell you bye.
Speaker 3:And we hope to see you on another podcast on another day. Thank you everyone. Thank you very much.
Speaker 1:Well, we hope you enjoyed this edition of Unpacked Podcast with leadership consultant Ron Harvey. Edition of Unpacked Podcast with leadership consultant Ron Harvey. Remember to join us every Monday as Ron unpacks sound advice, providing real answers for real leadership challenges. Until next time, remember to add value and make a difference where you are, for the people you serve, because people always matter.
