Speaker 1: 0:00

Ellie.

Speaker 2: 0:01

Yes.

Speaker 1: 0:01

Andrew, why do tall people have no role models?

Speaker 2: 0:07

I don't know.

Speaker 1: 0:08

Well, they've just got no one to look up to.

Speaker 2: 0:11

That was so obvious. It was sitting there. I like it Boom.

Speaker 1: 0:16

Boom tish. It was simple, it was to the point, it was clean and it was very, very obvious.

Speaker 2: 0:21

So what are we talking about? Where's the link?

Speaker 1: 0:23

Well, we're talking about. We're in our better being better season, right. We're talking about how we be better, and today we're talking about how do we be better for our team by being better examples. So how can we be a great example for the people that we're working with in a way that hopefully uplifts, grows, inspires and makes them better as well?

Speaker 2: 0:42

right, I love it, let's launch.

Speaker 1: 0:44

But before we do, we've got to go to the theme tune. All right, Ali, you are a great role model to me. I think the way you do what you do, the way you carry yourself, your life and the things you value. I think some of it is absolute rubbish with the way you do all your fitness crap and whatnot and I don't mean that jokingly.

Speaker 2: 1:20

The prior episode was about wellness, I know.

Speaker 1: 1:22

I look at it and I'm like I don't know how you do some of that stuff. It keeps me alive, friend so we're not going to talk. I mean, maybe it'll probably filter its way into here, as it does, but like let's, let's talk about. Like what does it mean to be better, a better and it'd be a better example?

Speaker 1: 1:37

but I wonder if you can think of a time or of a person in your life that is not your father, because I know you'll go there where someone has been a great example, whether it's just in a moment absolutely no, or whether it's a bigger picture thing. Give me, give me something and tell me why.

Speaker 2: 1:55

Tell me what and what did it mean for you yeah, there's definitely someone that springs to mind and it was when I moved to deloitte and I'm and I worked with a partner called Paula first female person I'd worked with more senior than I and I learned that she led with this integrity and that her actions aligned with her words and she was truly authentically who she was, but she had this amazing female component that was strong and empowering but still led with emotion and it was the first time I'd seen a female leader and role model in that way and it and it opened me up to kind of be myself, to align my actions and words and be honest and transparent in my decisions and my communications, and it led me to be a better leader and I found then that people were more aligned to me, they were stickier, they would go above and beyond and it was definitely a pivotal role in my career and that was about 13 years in.

Speaker 2: 2:56

So um, and I really appreciated that, you know, and um, and I made sure to recognize that and let her know that she was pretty special to me.

Speaker 1: 3:05

Do you have someone? Yeah, I'm thinking of just a. This is a small example of. So this is my original business partner, jason, who I started Illuminate with a good 12, 14 years ago now forever ago, it seems, and this is one. I mean, he was great at a number of things, but also probably horrible at other stuff as well, just like any ordinary human right yeah, absolutely but I love and respect him dearly.

Speaker 1: 3:33

But there's one thing about him that I just picked up all the time and I was like I really like that, and it was like he would always make note of anyone he was in conversation or in the room with by name.

Speaker 1: 3:48

Yeah, so whether it was like getting a coffee from downstairs and saying, hey, jennifer, how are you? Like he'd always say hi, he'd always like ask them how they were. Like there was always this genuine level of care for the person he was having a conversation with and you would see that those people would engage with him because of that.

Speaker 1: 4:10

And so it's something that I still remember to this very day of like, just like how he would engage, and I always I didn't feel like jealous or anything, but I was like man, he's just got this connection with people.

Speaker 2: 4:22

I really like that and I'm horrible at names, names but did you start to implement those little tiny things as best you could?

Speaker 1: 4:28

I definitely implemented bits and pieces of it, but I'm I'm a very I don't want to say I'm bad at remembering names, but I I interact with a large number of people across the things that I do within my life and unless I'm spending a considerable amount of time with those people, it's just like it's information that doesn't stay within my brain yeah, and like you know, example um, today I was literally in the office and um and uh, one of our clients, a woman, walked in to collect some stuff and she's like oh hi, andrew, and I was like yeah, hi, and she left and I went to like my colleague and I'm like I have no

Speaker 1: 5:07

idea who that is. I don't even know. But the thing is I think I've met her before. I probably did when she joined the firm. I might have kind of been part of the process of welcoming her in and whatnot, and I know that my face is on things, so logically she'd see that as well and, and I also have like a like.

Speaker 1: 5:23

Because of the beard I've got a bit of a recognizable face yeah, but like, but I'm not great at that, I'm like it's just something that reminds me of like. I think it's just a really good example for people out there of like, how can we, how can we make sure that the other person feels valued? I don't think I don't know if I've mentioned this before, but it's something I learned a while ago when I was early on in my days of speaking in rooms and conferences and the like, and it's something I'm still working on being better. But, like the idea of when you are talking, particularly in the early days, it's not a here I am, it's a there you are.

Speaker 2: 5:57

Yes, it's always been conscious of the other person you start the conversation with. There you are.

Speaker 1: 6:00

And I think in those one-on-ones, there you are.

Speaker 2: 6:10

It's what I like to call walking in the other person's shoes, and I learned that as well, actually, in my Deloitte days. To enter every room, into every conversation, every, into every, you know, enter every meeting with where do you? Where is that other person at? How are they? Today can I walk in their shoes for just a few minutes? And it gave me this higher level of understanding and empathy to connect with people, because I'm a little bit like you, andrew.

Speaker 2: 6:29

I do struggle with remembering people's names and potentially remembering volumes of people. Luckily, usually I'm with Lee and she's fantastic at it, so she kind of covers for me. But I think there are other ways that we can do it. So, for instance, the way that I can do it. So, for instance, the way that I would do it is, if I'm thinking about somebody or something pops up and I remember that thing, I'll actually send them a little message, I'll send them an email, I'll pop in oh, I thought of you. Or I'll tag them in something. It's those little engagements that we can do with our team and even with our clients that make people feel important, but we all have individual ways of doing that. So, to be authentic to you, taking that other person's way of doing it doesn't isn't authentic to you, but you find your own little ways.

Speaker 2: 7:13

And I've noticed for you that you know, out of the blue, you'll call me and say, hey, I was thinking about you, how are you going? Like, you are amazing at engaging and remembering prior conversations and, if something pops up, you're very good at connecting. You're a really great connector, and so those are the things that you role model, and that's what your team is going to become, that's what your culture is going to become and that's what makes us all different and all unique. But do you know what I'm attracted to in relation to being better?

Speaker 1: 7:40

I was going to say, ali, I'm a happily married man. Like just calm down. I know, I just swigged some whiskey.

Speaker 2: 7:47

Seriously, my friend, it's late at night, I'm nearly at the point of turning to the other team. So don't worry, it's about openness and transparency and authenticity. That's, I think, what I'm really striving to be better at wearing my heart on my sleeve and being super open, and I think that that just breeds that authenticity.

Speaker 1: 8:08

You know, it's super interesting that, because I think when you were like, if we're thinking of like, how do we be better examples and better role models and with a view of growing up people, I think it's we have to be super mindful sometimes when that transparency element comes through.

Speaker 2: 8:24

Oh yeah, yeah, you got to be clever, know how transparent am I on certain things?

Speaker 1: 8:27

how much do I share? How vulnerable am I now? I I am a big fan of transparency and vulnerability, and particularly as a leader. I think it's great, but I think it it can backfire on you if you don't give context or environment around that level of transparency context.

Speaker 2: 8:44

Context accountability and outcome Yep. They all need to be aligned together with the openness and transparency the cow, the what Context?

Speaker 1: 8:53

see accountability and outcome cow.

Speaker 2: 8:56

Yes, absolutely, and so, yeah, I agree with you. There is an element of oh gosh, this could you know, explode, and you've got to obviously read the room, but I feel, in those positions where you're safe in your team and you've built an area of safety, for instance with Lee the openness and transparency and authenticity 100% there. Do you know, the other thing that has just triggered in my mind around being better is being really open to feedback, feedback from your clients, feedback from your team, feedback from those closest to you and really taking it well and, even though sometimes you may not agree with it, listening active listening and saying what can I do to be better for you?

Speaker 2: 9:38

And actually asking that question, I think is super important how can I be better?

Speaker 1: 9:42

Yeah.

Speaker 2: 9:43

You know, and you've said that before.

Speaker 1: 9:46

If I follow that as well, because, like, I feel like and I feel like I'm personally pretty good at like, taking feedback from people like if they're like, hey, I would like to share that, and I think you get better at it when you get to know the people who are delivering feedback, because you can appreciate where it's coming from and that it's valid and they have a perspective that you would like to hear. But I think taking a step further and this is some feedback that I was given a number of years ago from a team was like we also need to see you follow through.

Speaker 1: 10:19

So like taking feedback and saying what can I do better, but then not doing that.

Speaker 1: 10:24

There's so much danger if you don't follow through. That then sets a really poor example to your team of like hey, yeah, I'm not really listening to you, really listening to you. Or like when you ask me to do something, I'll do it if I feel like it, which then they go. Well, if that's the way that you behave, then I guess you're not going to hold me accountable if I don't follow through in the things that I say I will do and therefore the environment becomes very different.

Speaker 2: 10:45

Can I engage back there? Is that a personality thing, Like? Is that related to a little bit of a diagnosis that you recently had?

Speaker 1: 10:58

Oh yeah, it could be a bit of the adhd, definitely, but I think it's also. I think it's also just a bit of the the entrepreneurial mind of like of that, but also like there's a bit of the people pleasing element too, because if you're constantly, you know, listening to feedback. Oh, what can I do and how can I do? And all of a sudden you've got 10 things yeah, I've got 10 things to do and I can't remember the name of someone if I haven't spent enough time. How am I going?

Speaker 1: 11:17

to remember all 10 of those things that.

Speaker 2: 11:19

I need to go and do so. I might do one of them, but I won't do all of them and this kind of leads back to something that I kind of lent into a little while ago and it really excelled.

Speaker 2: 11:28

My career is this, and we spoke about it consistency yes inconsistent, right, like it's the superhero superhero power, and that's what enables you to follow through. But you can only be consistent if you're really strong on your boundaries and you're very clear on your why, if you're very good at saying yes to the right things and no to the wrong things, and that allows you to be consistent. Because if you're saying yes to everything, then you can't be consistent with everything. You don't have time.

Speaker 1: 11:52

Exactly.

Speaker 2: 11:55

You've just consistently said yes to everything, but you've not consistently been doing the thing that you're about yeah, and you've got to stop that you know bright light syndrome and really have a laneway and be accountable to that laneway and that consistency allows you to be better and it allows the team and the clients to have confidence and faith that you're going to deliver and that you're going to succeed in whatever you're doing um, I think we're gonna pause to have a listen to some of our amazing sponsors.

Speaker 1: 12:21

But, ali, when we do come back, I'd like you to think about a time, uh, when you have potentially been someone who's um needed to set an example within your team, or who has been setting example, but that it's been based off, maybe feedback that potentially you've received, maybe like a bit of feedback, and hearing that and going, okay, how do I adjust or how do I do something that creates some consistency with the way I'm behaving? Have a bit of a think about that and we'll come back in a moment.

Speaker 2: 12:50

Don't you just love banks, Andrew?

Speaker 1: 12:52

Oh, bloody love the banks, don't you, don't you just love?

Speaker 2: 12:54

banks, andrew. Oh, bloody love the banks, don't you? Absolutely. But I know that you've got this little thing called Rate Tracker and I know all about it.

Speaker 1: 13:01

Rate Tracker is the absolute bomb. It is technology that's free, secure, monitoring your interest rate using AI and a bunch of other open banking stuff to automatically detect if you're paying more interest than you should. It's unbelievable. We run it for a bunch of our clients and it lets us and our clients know when they could be getting a better deal.

Speaker 2: 13:21

Wow, we love it, love it, love it.

Speaker 1: 13:24

As they say, don't get spanked by your bank. Check out Ray Tracker now. I love software that continues to innovate over years and years of time, and BGL is one that stands out above the rest, if you ask me, ali 100%, but they do so much as well Corporate compliance, self-managed super funds, BGL ID verification and Simple Invest 360.

Speaker 2: 13:48

Honestly, there's so much in there.

Speaker 1: 13:50

It's so good. It means that there's a bunch of stuff within your firm you need to do, and you only have to go to one place to be able to do that, which is fantastic no mucking about with different things, just get in, get it done and make it happen absolutely EGL hey, ellie um, who do you use when it comes to, you know, additional resourcing for your accounting business?

Speaker 2: 14:11

100%. Tower Global. They, they're the bomb, and you, yeah, me too, oh, wowee, we are both the best. How do you use them? Elite talent, my friend for an accounting firm and people are job ready.

Speaker 1: 14:23

Ready to rock and roll. I love it. I think it unlocks firm potential. I think it's really good and I think it allows you to build a strategy to grow your business and service your clients better serves your clients better, 100%.

Speaker 1: 14:32

Get onto it. Get amongst the friends Tower Global. That's where the good stuff's at Now. Hopefully I haven't thrown you under the bus here, ali. We've just listened to some of our amazing sponsors. I've just thrown a question totally out of the blue, but can you think of a time when you, as the leader, um, in the responsibility of being a good role model, of setting a good example, has received feedback or or has been an environment where you you've had to maybe tweak or change something?

Speaker 1: 15:05

yeah, to create that example for others yeah, maybe share what that looks like.

Speaker 2: 15:09

Yeah and look, it comes down to actually personality things. So I've only recently learned that not everybody thinks the way that I think shock horror.

Speaker 2: 15:18

We are not all alligators out there late 40s anyway, um, and I don't suffer from anxiety, I don't. I've always found it really easy to communicate with people, communicate with large audiences, communicate with words, writing, whatever, and so I was. Recently, you know. My team sat me down and said hey, al um you, you know we love what you do, but what you have to understand is, every time that sometimes you ask us to do particular things, we have mild or large panic anxiety. You actually need to prepare.

Speaker 1: 15:46

Because you're like it's easy.

Speaker 2: 15:47

Yeah, I'm like, oh hey, take the client, call, send the email, go into the client meeting and they're like you need to prepare us, you need to prepare us, you need to give me time. And and one team member specifically said you need to give me time before and time after and just just allow me time and space. And I'm like, got it cool. And so I've learned now that not everybody thinks and acts in the way that I do and that things might not be as easy for them in particular things and others and so. So it's really once again walking in their shoes, actively listening to what they're saying and delivering on what they're asking. And so I have had to change some of my behaviors around how I treat my team members and how I wouldn't say the word aggressive, but how open I am with sharing all of the communication because it might be overwhelming for them.

Speaker 1: 16:38

Surprise. I think that's important because, like, we're talking about setting a good example. So the more that you are showing people, that you're taking on their feedback, and actually then I feel what happens is that collectively, as an organization, as a group of humans, they will also start going hey, like the leader is doing this kind of thing and I'm seeing how that benefits and values for me. So I will also maybe be more open, receptive, if Ali might have to give me some feedback to say hey.

Speaker 1: 17:07

I need you to be more comfortable when I throw things your way, because, as much as I'd like to give you all this time, like that give and that take, that kind of comes there.

Speaker 2: 17:15

Absolutely, and how you respond to that feedback and how open you are and how authentic you are and how kind you are and how you action that feedback after. I think can really develop strong bonds if you do it well, but if you do not, it will break them.

Speaker 1: 17:31

Yes.

Speaker 2: 17:32

And the culture that you want is for them to be able to provide 360-degree feedback. I remember I was at Deloitte at the time and they implemented 360-degree feedback. So clients, teams, staff, partners it was one of the most difficult things I'd ever had to do in my life and I was frightened, you know, of getting this 360-degree feedback. What would people say, what are the thoughts? And it was some of the most instrumental developmental times in my management career and I'm so glad that I went through it because I had so many insights and but incredibly overwhelming and it's hard not to respond with um, oh, but oh, but oh, but you know very easy to get your heckles up and get a bit defensive, like hold, but you don't understand.

Speaker 1: 18:15

Yeah, like well I just need to sit down, shut up and listen and go. If I can just hear what you're saying and then decipher a little bit of that and take it back, without being argumentative, without being pushback, without fighting on this kind of thing, then maybe I might become a better person because of it.

Speaker 2: 18:30

And talk to me, Andrew. What's your experience here?

Speaker 1: 18:33

I was going to say do you know what kind of culture I like? Though.

Speaker 2: 18:36

What's that?

Speaker 1: 18:39

Vanilla yogurt. That's so bad. I love me some vanilla yogurt with like.

Speaker 2: 18:46

That should have been the joke at the beginning, Andrew. Why would you put that in the but?

Speaker 1: 18:49

it just came up. You said culture like vanilla yogurt with like fruit and stuff and a bit of like shaved coconut.

Speaker 2: 18:53

I'm so onto Yopro at the moment. Okay, yeah, mango Yopro.

Speaker 1: 18:58

Random question for you. Kiwi fruit skin on, skin off.

Speaker 2: 19:01

Oh my gosh, how do you do skin on?

Speaker 1: 19:03

That's filthy. It is the best way to do it.

Speaker 2: 19:06

You are filthy. Are you saying that you do it with skin on? Skin on baby I wouldn't eat the little bits in the end. You are gross. I think about you differently.

Speaker 1: 19:15

I believe, and I don't even know if this is true, but as I was growing up, I got told that the skin was the most nutritious element.

Speaker 2: 19:22

I just look at you differently now Do you respect me more. No, I've lost all respect. How is that a thing? I wonder what the stats are. I didn't even look. See, I'm learning.

Speaker 1: 19:35

I just Googled it Kiwi skin has significant levels of folate, vitamin E and fiber. Eating kiwi skin boosts consumption of fiber, folate and vitamin E considerably compared to eating the fruit's pulp alone.

Speaker 2: 19:46

Isn't that gross.

Speaker 1: 19:48

Furthermore, studies have revealed the skin of the kiwi fruit is more vitamin C present than in the fruit. It's not gross as soon as you bite it, it's just like eating an apple.

Speaker 2: 19:56

It tastes like cardboard. I wonder what the stats are and how many people do eat it with the skin on and how many people don't.

Speaker 1: 20:02

Run a poll. Someone out there run a poll Google that?

Speaker 2: 20:05

No chat GBT. That I want to know. Anyway, you haven't answered the question. Good dodging.

Speaker 1: 20:11

Yeah, there are often certain things that you get to do and be a part of that not everybody gets to do and be a part of because of now, um, sometimes those things are super fun, enjoyable and and whatnot, and sometimes there's a lot more work to it than other people appreciate. And so, um, uh, given the nature of the human that I am, the stuff that I'm involved in I've got to do a bunch of stuff. I've got to travel and I've got to, you know, hang out with people on like Friday afternoons to talk about stuff, and I've done things that are very heavy industry orientated and whatnot. And sometimes, to the eyes of those who maybe aren't appreciating the bigger perspective or the cost that's involved in those kinds of things, they might look at that and say, well, andrew's just benefiting himself.

Speaker 1: 21:04

Yeah, and so I was given some feedback a good few years ago from a couple of team members who are in Equity at Illuminate in terms of like hey, like what have you been doing the last few days?

Speaker 1: 21:16

And I'm like I've been doing what the fuck I want to do, mate? Because it was like I didn't say it that way, but it was like like I pushed, I like kicked because because I was like you are questioning my value, you're questioning that like my judgment, but then like on further thought and have a further conversation, further kind of discussion with it, like it was, it wasn't, it wasn't aggressive, but it wasn't. It was enough. Where it wasn't respectful with the way I responded, the further was like yeah, you know what, if I'm not giving my team broader context around the activities that I'm taking?

Speaker 2: 21:47

And why?

Speaker 1: 21:48

And if I'm not communicating the value to the collective group of people here and if all I need to do is like one little thing that might appear to be selfish or self-serving or whatever and they will assume that it all is because if I'm not getting context.

Speaker 1: 22:04

So what I've learned now is to be much, much better at communicating actions and the outcomes as a result of that the why I think particularly in the role of a leader, whether you want to call it a partner in an accounting firm or whatever that kind of thing sits in. Is is the way I look at.

Speaker 1: 22:23

I am held to account for the outcomes, not for the inputs yeah so, uh, I need to be better at communicating the outcomes but also the decisions, why I took the action with the input and connecting that, and so now I and I actually had this feedback from one of my one of my team who is in equity today is like you aren't really good now at communicating the value of what it is that you do, so that we trust you with what you're doing yeah, and, and it's like oh, that's really cool to hear like that.

Speaker 1: 22:51

I know that was a challenge that we had a while ago and that's been exhibited. And then the hope as a result of that is that the other team members now are going like and I had it like a month or so ago just one of the senior teams shoots me a text. He's like hey, I've been invited to this thing. Is it okay if I go? I think this is why why blah, blah, blah? And I was like, firstly, I wouldn't have even needed for him to explain the value, but I was like thank you for explaining that. Absolutely, Go, do that. I think it's fantastic.

Speaker 2: 23:17

Yeah, and.

Speaker 1: 23:17

I think that's that environment. For me, piece it's, but it's respecting the fact that someone else might not have the the visibility or perspective that you do on on the thing that you might be doing. Yeah, and that giving them that allows them to come along the journey and celebrate in when the result comes in. At the end, then you don't, because what I found is like if I wasn't communicating that and then the result did come, I was like, yeah, see you, motherfuckers, i'm'm good at my job. Look at all the good shit that I did. Bruh, you shouldn't complain about me. It wasn't their fault. It was my fault for not communicating it up front.

Speaker 2: 23:51

And this is a great segue to attitude right, because attitude sets the scene and I do think that it's something that we can control and that is something that we should be super uber conscious of. And it is and allows us to be. Better is having that really positive attitude and letting the team see it. So not always sitting in the negative trough of you know, venting frustration, but to let them see that you have a great attitude, that you've got a problem solving attitude, that you've got an innovative attitude and adaptive attitude. All of those things really help set the tone and the culture.

Speaker 1: 24:30

Abso-bloody-lutely, and I think it's that, actually, one thing I wanted to randomly pivot to because my brain's just gone. Ooh the thing, because I think, along the lines of what I was talking about, there's also an element of frustration that can kick in, and I think what's really important in our role as leaders from a frustration element is how we choose to vent that.

Speaker 2: 24:53

Yes.

Speaker 1: 24:56

I think it can be healthy to vent frustration. Unfaithful no, not on social media. I mean, if you wish to by all means go for it, but it will always be taken out of context and no one will truly know, but what I'm saying is like to let your team see that you're frustrated and how you release that You're human. But I think there's a good and a not so good way to go about it, and this is about that same example.

Speaker 1: 25:25

And so, like I have a team member at another business that I'm involved in and we've noticed that he, he, he has some challenges with things on a semi-consistent basis and, as a result, the way he vents his frustration in the phrases he uses are not positive at all, yeah, like I don't know why I'm doing this kind of stuff, like right, like really venting it now yeah, he doesn't write for junior team members, but he doesn't think that all the time, it's just in those moments there, and so we had a really good chat with him and he actually reflected and said you know what I could probably be better at how I do that?

Speaker 1: 26:00

like what I probably need to do is just go for a quick walk and like get some fresh air and, like you know you know, go somewhere in a place where I can just like bang my head for a bit, because for some people they need to be able to do that and I think it's important that and this is like a two-phrase thing firstly, how we exhibit that with our team.

Speaker 1: 26:17

If we exhibit it with our team by saying, oh, that client's a piece of shit and I freaking hate them, or that team member sucks. If we are negative and if we're pointing and pushing and having a go at humans, that creates a culture where other people will do that. All of a sudden you'll find why are my employees, why are my team complaining about their clients all the time? Why is this team member complaining about that team member? It's because you have set the tone that that is an acceptable thing to do, absolutely, and you create division within your client base and within your team as a result of that.

Speaker 2: 26:49

Absolutely. Preach it, andrew, preach. Preach it. Like the client bashing the team bashing it actually comes from the top. Usually it does, and it's the tone. And so you have to get on top of that and you have to set that tone and that attitude of how you want your team to be treated, how you want your clients to be treated, and to be really, really conscious. So that's not being inauthentic, as in you're going to hold in all your frustrations, but it's being smart about how you're communicating that. So you might say the client did this and it made me feel this way and I felt disrespected. So I'm going to do this now. I'm still going to deliver the service, I'm still going to deliver the level of expectation, but I am going to let them know that that may not have been an appropriate way. So I think it's important that we allow emotion, but that we can't get into that bashing phase.

Speaker 1: 27:38

A hundred percent and I think, by showing the emotion and frustration, what you're showing is that you care about what you do. You care about the client, you care about the team, you care about the quality of the work you do, and when things don't go to plan, it's important to say, ah, I really wish that that result was better, or I wish that I did a better job, or I wish that we, collectively, could have stepped up there. Now you're not pointing at an individual did a better job, or I wish that we, collectively, could have stepped up there. Now you're not pointing at an individual, you're not, you know, holding someone out to dry, but you're reflecting in like that. That way of like this is human. It's human to have these experiences and to be transparent in that kind of space without harming others. It's how I've talked about, like being authentic without being disrespectful. Yeah, like same thing like being authentic in this space but without being disrespectful for others, just because you need a vent.

Speaker 1: 28:27

And if you need a vent and it and you feel like maybe what I'm going to do is potentially going to set a poor example, just maybe jump in your car and drive to a park and then just punch a tree if you have to or like just find a space to release it elsewhere, ideally, um, if you're doing it on a consistent basis, might I suggest you do go and seek some support and some help and some guidance?

Speaker 1: 28:49

there it might be valuable to talk to someone. It might be something deeper down that you need to work on, but if it happens front and center, that's okay. You're human. I think that is like being a good example for others is showing them that you are human and that you are fallible, and that you are not perfect, and that you, you're not always successful and whilst, um, whilst you, sometimes you might have clients or other people who who might sing your praises, it's a reminder of saying, yeah, like I bust my ass to get there, but I'm not perfect. Um, and, and I'm just trying to do the best that I possibly can. Yeah, but that, but that comes with values, right? I don't think we've talked about values yet, have we?

Speaker 2: 29:26

No, we have not talked about values. What?

Speaker 1: 29:27

we're going to do is we're going to wrap this nice, tidy bow where we talk about how we can be better. Examples is how can we even start to try to set an example if we are a business that does not have values that are communicated?

Speaker 2: 29:42

Yeah.

Speaker 1: 29:47

What example are you setting if there's no baseline to say how we want to be operating as a business? Talk to me. How do values play out within your business?

Speaker 2: 29:52

Yeah. So I mean, as a team, we all decide what our values are going to be, and then we put in place some practical examples and give each other the time and space to encourage each other with those. But I think the thing about values is you have to live them and breathe them. They have to be authentic to who you are, and so having them up on a wall and then doing the exact opposite creates damage. So for us it was really about, well, who are we? Who do we want to be? How can we support each other in getting there? And that's how we kind of live and breathe it. And it truly is who we are and that's what I'm super proud of all in my team for, because they live their values day in, day out. It truly is who they are.

Speaker 1: 30:39

That's great, and I think what's really important there is once you have those values to find time to communicate that on a consistent basis. So if you have a leadership team like I, do like to refer to a value ideally if you have it anytime you have a leadership meeting, try and find a moment just to reflect on one of them.

Speaker 1: 30:52

Whether it's an example of someone who did a really good job in there, whether it's a matter of like hey, I've noticed that maybe this value isn't being upheld. Like, use that as a space and then collectively have that there as well. If you want to go and put it on a poster and put it on the wall, go for it. Have the cat hanging from the thing, Just hang it. However you want to do it, do your thing.

Speaker 1: 31:11

But I think what's important is that when you have values, much like mission and vision and wine, all these things. They don't just go in a drawer and get tucked away and go fantastic we did our brand exploration and we've defined who we are and it goes on our website and we forget about it. Yeah, you've got to talk about that stuff because that like that means in your absence values, that means in your absence example is still set.

Speaker 2: 31:32

Absolutely. It's what you say, and what you don't say is how you act and what you don't do.

Speaker 1: 31:37

So there's my tidy bow.

Speaker 2: 31:39

I love it. It's a very big, nice red bow. We've figured it all up. We started with a bit of wine.

Speaker 1: 31:42

We've figured out some values. We've talked about eating kiwi fruit skin. I did try to see percentage of people who do or don't. If you do eat kiwi fruit with skin on, please hit me up.

Speaker 2: 31:51

Let's be friends, it could be the Lego thing We'll buy some kiwi fruits, we'll eat it.

Speaker 1: 31:54

It'll be amazing. Ali can sit there and get a spoon and she can eat hers. You don't eat the skin with the fruit, you don't eat the skin by itself.

Speaker 2: 32:01

Oh, you don't just have it by itself. That's when you're a psycho killer, so you're not a psychopath. Okay, I'm so pleased we ended with that, because I was going to come off this call thinking you're a psychopath.

Speaker 1: 32:12

We have ended Clarifying. Andrew is in fact not a psycho killer. Ali is, in fact, amazing Friends adventurers. Thank you for hanging out for another episode of All Aussie Accounting Adventures, hopefully your adventure and your business is amazing, ali.

Speaker 2: 32:27

Thank you for your insight and thank you for being amazing. Thanks, andrew, we appreciate everyone. See you.

Speaker 1: 32:38

Wasn't that a fun adventure, my friends, thank you so much, so incredibly much, for hanging out with us today. Ali, you've been amazing. Andrew, you've been all right. How good is it to be able to have adventures together.

Speaker 2: 32:50

It so is, and you know what. Keep following us. We are all over the socials at Accounting Adventures. Check us out on the website. Give us a bit of a like. You know how much we love that stuff.

Speaker 1: 33:05

The best thing about the adventure is the people that we do it with. So thank you so much for listening, thank you so much for hanging out with us, and please bring all the ideas. Keep it came and becoming. We can't wait to share more cool adventures with you. We love you guys why do tall people have no role? Let me say that again.

Speaker 2: 33:26

Would you want to stop that recording and start again? Or David will answer that.

Speaker 1: 33:30

David, please remove the start. That's the first time I've ever followed a joke.

Speaker 2: 33:34

I know that's so weird and you said you're on fire today. It's 9.30 at night on a Friday, have you had a few bevvies just to keep yourself going?

Speaker 1: 33:43

A couple, but nothing much, you know. Yeah, okay, maybe I should just neck this bottle of whiskey.

Speaker 2: 33:48

Just do it. You're always at your best. Come on, yes, you are, I love it. Oh, good on you. Yay for that.

Speaker 1: 33:59

Well, if that goes into the episode, I just literally swigged a bottle of whiskey.

Speaker 2: 34:03

Yeah, Okay, get that deep.