Speaker 1: 0:00

Hey, Ellie.

Speaker 2: 0:02

Yes, Andrew.

Speaker 1: 0:03

Why do people with irritable bowel syndrome have a hard time making decisions?

Speaker 2: 0:13

I don't know if I want to know the answer.

Speaker 1: 0:17

They can't trust their gut.

Speaker 2: 0:22

How good was that. That was so clever. That's a good one.

Speaker 1: 0:25

That was.

Speaker 2: 0:25

It was good and I feel like and and honestly that's the closest link I think that we're gonna have to the topic, which is andrew it's all about making better decisions.

Speaker 1: 0:36

We're on the we're on this, we're on the theme, we're in the season, we're in the reflection of how do we be better, and one of those things is making better decisions and and I mean we're going to talk about trusting you, but I reckon, I reckon I've done a really.

Speaker 2: 0:46

I made a really good decision with a joke that I chose. Do you know what? If I had gold stars, you'd get two. That's a 10 out of 10 job, I know it's good though because, I was looking in the mirror before I made this decision.

Speaker 1: 0:59

Do you know why? Why, it just helps me reflect.

Speaker 2: 1:04

Yes.

Speaker 1: 1:06

A double banger in an intro.

Speaker 2: 1:07

I got two jokes in oh my God, I don't know if I can handle all the excitement, andrew.

Speaker 1: 1:12

I feel like I should throw a third in, but I might get in trouble.

Speaker 2: 1:14

So you know what we're going to do.

Speaker 1: 1:15

No, we're going to go to the theme song and we'll come back, and I might tell you the joke whilst we're waiting for the theme song to finish.

Speaker 2: 1:22

Do that.

Speaker 1: 1:37

So, ali, yes, Andrew, making decisions, I think, for any ordinary human, is not the easiest thing to do. I think, particularly when we're in business, it can be especially challenging, and I also feel like, in the role of the accountant and the advisor in our day-to-day, whilst we might not be the people making decisions, we're helping people to make better decisions. Talk to me. Talk to me about decisions. I opened with a thing about trusting your gut. I feel like we've got to go right there, because for you, I think that's a really big part of like, your decision making process is like what is what is your gut telling you? Talk to me about that. Do you do you? Do you just like sit in the toilet and see what comes out and be like right, that's the decision. Gut says yes, gut says no. You've gone to the toilet already.

Speaker 2: 2:24

Oh my gosh, look. Yes, a major component of my decision-making is actually the head, the heart and the gut alignment. And so often and I think as I was growing up we learn a lot about the head and the heart, but we don't actually often talk about the gut, and the gut, for me, has actually been a really fantastic tool to start to, to learn is there something going on in my gut? And to actually start to trust it. So, even though I might not have evidence, even though all of the facts in front of me are presenting something, if it just doesn't feel right, what does that mean? And for me, that's more about just leaning into what does that mean? And so, yes, trusting my gut, especially, I think, in the last 20 years, has been really imperative for me and it's actually made me a much better decision maker I feel like I think, trusting your gut, it makes you pause for a second right, because yeah it's like I'll roll through you have to recognize quickly.

Speaker 1: 3:20

But but you will feel that, something like. And when you feel that and you go, you're like, oh, like what does it feel like for?

Speaker 1: 3:27

you. It's that anxiety element, it's. It's almost like that little. There's a bit of anxiety, there's like a, there's like a bit of bit of pushing bit, like you're like oh, like something here just doesn't feel right. But there is also then a feeling, I think, in my gut, when it does feel right, there's almost like this buzz feeling oh, I can't wait for this thing. Like, oh, for some reason, this is a good decision to make. But definitely I think that pause, regardless of what you feel, stop pause. Why am I thinking and feeling that? And almost at that point I'm going all right. What's either side of this decision? Why would I think it's a good one and why would I think it's a bad one? If that's what my gut is potentially pausing me, it's just take a beat, have a think.

Speaker 2: 4:12

Have a think about it, yeah, and look, I completely agree with that. It's interesting. I actually feel the same internally, like there's this really uneasy feeling of oh gosh, something's not right or if it's the right decision. I get this real excitement, butterflies, um kind of feeling going on and I I think that gut alignment actually aligns back to and this is something that is super important as well it's the simon cynic.

Speaker 1: 4:36

The why right start with why so?

Speaker 2: 4:37

if yep. So you know why do we do something, what? What is important to us, it's not the how or what we do, it's why we do it, and I think that gut alignment actually aligns really well with the why. So if it's aligned to your why, you feel good about it. If it's not aligned to your why you feel a bit, oh, that just doesn't feel right. So, even though the facts might present themselves in a certain way, you're just like oh, I don't know, and so especially when I'm decision making, a lot of it actually forms around the why.

Speaker 2: 5:04

So you have for me I'm very, very clear on what my why is, which actually helps to make informed decisions for me and and it helps this decision tree it's either does it align with my why yes or no and so it actually gets rid of a lot of the no decisions really early on, so I don't need to labor on them, and that's the other thing. We can labor on decisions for a long, long time that we just don't need to or we're too afraid to actually answer, and so that actually then revolves around decision fatigue, right, which is actually another really interesting topic when you know you need to do something about it, but you simply just stall and you can't because you're stuck.

Speaker 1: 5:42

You've gone around in circles like is that what you're talking about?

Speaker 2: 5:45

yeah, where you're stuck and you just can't make the. Well, either you can't make the decision or you're too afraid to make the decision or there's something preventing you from making the decision, and that's, that's your gut coming through.

Speaker 1: 5:55

Sometimes it's like maybe you're stolen on making a decision for a good reason or maybe you're just you're just not used to it. You're not not comfortable, and that's not a bad thing. It's interesting. The last kind of week or two I've had some chats with a few different other accountants and advisors in our industry and, like you know, they're facing big decisions. Like you know, should I buy into this firm? Should I start my own business? Should I sell my business? Should I hire this person? Should I use this technology? Should I hire this person? Should I use this technology? Should I take on this client? Should I price this thing? And it's funny, like the broad spectrum of decisions that we face in our industry and how we go about processing that.

Speaker 2: 6:38

So how have you helped them through that? Well, just bloody, do it, no I was just knocking it, because there's also this thing where, if we're overthinking something, I do think we need to actually limit the overthinking, so I call it analysis paralysis, right, so you actually need to set a time limit for gathering all that information for making a decision. Do you do that?

Speaker 1: 7:06

Time limit. Yes and no. I'm probably to some extent a very fast decision maker with certain things, but I think it's because I process. All the time, the old ADHD kicks in and I'm always contemplating and thinking about stuff. So whenever I'm faced with a potential opportunity, it's almost like I've already processed and thought about it and it's in my brain which is good, but also Do you have to sometimes slow that down.

Speaker 1: 7:29

Yeah, that's the thing. Sometimes you've got to slow down, because sometimes it's good to get other people's perspectives on the decision you're about to make. Seek out some outside counsel, have a conversation with your partner, your spouse. Have with your partner, your spouse, have a chat with your team, talk to a mate about this kind of thing and obviously we don't need to do that for every decision Like should I have a cheeseburger or a chicken burger, maybe?

Speaker 2: 7:52

you should. Should I have sparkling or still water? You know?

Speaker 1: 7:55

those kind of things. Talk to Ali, it's always fun.

Speaker 2: 7:57

It highlights the blind spots right.

Speaker 1: 7:58

Yeah.

Speaker 2: 7:59

And it gives you alternative solutions.

Speaker 2: 8:08

And the other thing about that, though, is something to be really, really careful about and I'm now really uber conscious of this is the echo chamber.

Speaker 2: 8:10

Yes, so making sure that you're not going to people that are going to validate you because you they're so aligned with you sometimes you're actually going to really go out to the person that you think might actually think quite differently or have a very different perspective, to kind of open that up and break it open a little bit, not to confuse you so much, but just to make sure that there's that validation and it's not in that echo chamber, cause that's what I find in our industry.

Speaker 2: 8:30

Like, for instance, we'll go to conferences, and, you know, we're both early adopters, we're very into the tech space, and we sometimes can have this belief that everybody else is, and so this is what everyone is doing. This is why I'm going to make these decisions, I'm going to take on all this tech, but the reality is that I think sometimes we do live in an echo chamber, and we do live in a bit of a bubble, and sometimes we need to actually go out to other parties outside of just that little conference tech bubble to actually ask them what do you think on?

Speaker 1: 9:00

this. I mean like, take, take it to a really totally different situation. But if you're traveling internationally and you land in a foreign country, are you going to go to your mate who lives next door to you, in you know Victoria, and be like, oh hey, where should we go for dinner? Or do you want to talk to the local person and say, hey, where should we go for dinner? Because, like, you're going to get told what you would eat, based on what's safe and what you know, those kind of things, but you're not going to get exposed to things, you're not going to get a different perspective.

Speaker 1: 9:30

Um, and I remember speaking to some people who were traveling south america and how, like, the first part of their trip was an echo chamber, because it was just like six white girls cruising through um thing. Now, obviously, south america has some not as safe spaces, so they were definitely, you know, protecting themselves, but it it wasn't until they started embracing some more of local, local um people around there that they really had a fantastic time. And so I wonder that you know that echo chamber thing is true, like if you're constantly talking to someone who always uses the same products, does the same processes, works the same clients of you. That's great because it's reaffirming and it makes it sound like you're doing the right thing. But you're also not necessarily going to be challenged on what you do.

Speaker 1: 10:09

And I think making a good decision, particularly when it's a big decision, you need to be challenged to make the wrong, the opposite decision of what you're doing, before you make the one you do, because if you're not sitting there going, I think it should be read. I think if she read and then someone goes, well, what about black? And you go, oh, geez, what about black? Oh, maybe it should be black, and then you need to make wrestle with that decision when it's a big decision to then make that and I think, yeah, that lends into being open to the feedback and actually listening and hearing it and not being offended by it.

Speaker 2: 10:36

Right so, managing your emotions through that diverse thought process. And I remember one of the times when we started all in, we hired Lee's husband in the bookkeeping and he's not a bookkeeper.

Speaker 1: 10:50

He's an engineer, he's not, is he yeah?

Speaker 2: 10:52

he's an engineer by trade. He's an amazing man and one of my favorite hires, actually, and what I loved so much about him is he had this really different perspective. He he challenged every, every concept, every thought that we ever had about setting up and processes, and challenged us. It was kind of like why? Like asking the dumb questions, why are you?

Speaker 2: 11:12

doing that and I love that challenging perspective because it helped us to make better decisions, and decisions that were incredibly thought through and that weren't done or done because we'd always done it that way. And so, although at the time I found it really confronting because, you know, 30 years into my career, I've always done it that way and somebody's telling me that was dumb but because I was able to manage that emotion and work through okay, well, that bit is done, but is this bit smart and how do we workshopped it and got to the right conclusion, and that's really helped us to form a lot of our processes and systems, which has helped us to scale so quickly and make it a really enjoyable workplace. So what an amazing thing.

Speaker 1: 11:54

How good, but you have to be open to that. Oh mate, that's amazing. I also look and think about, um like for me making a decision, that you have to look at the bigger picture. So you know, if I've told you the illuminate golden question I've told many people here you know, if you could do one thing tomorrow morning, regardless of time, money or location, with no restrictions at all when you get out of bed, what would you do? And so whenever I'm talking to people about making a decision, I'm like do you know that thing you want to do? What's that thing you're aiming for? Great, once you know that making this decision does it get you closer to or further away from that thing?

Speaker 1: 12:27

And I like looking at that approach of like does it get me closer to or further away? And it might make me further away, but I'm still comfortable. That like, it's still a positive thing. So a good thing could be like for the moment. For the moment, it could be like I'm going to send my kids to this school. It's going to cost more money and I'm going to have to drive them further, but by doing that I'm comfortable that the education they're going to get is valuable and important, and so it might mean an extra six or two, six months or two years on getting to this thing I want to do, but at least, yeah, I'm, you know, doing something that I can validate why we might do it.

Speaker 2: 13:00

Oh, I like that. I like it a lot and that kind of leads into the timing of the decision. Right, and you yeah. So is it the right time to make the decision? Are you going too early, too late? But I like how you frame the fact of it might be getting me further away from what I want, but the time isn't right now or there's a wait time.

Speaker 1: 13:23

Yeah, there's still a material enough benefit to do this thing because it's going to be good for something else that is of value. Maybe not the most valuable, it's still something that is valuable and I don't want to make a poor decision over here, to be absolute one-eyed on something else, but it's still a perspective.

Speaker 2: 13:41

Oh, I like that, I like that and you know, I think it's around time where we actually head to some pretty important people.

Speaker 1: 13:46

Oh, you know what? That's a great decision from you, Ali. We're going to have a list of responses. You're going to hear what they've got to say. I thought so.

Speaker 2: 13:56

Don't you just love banks, Andrew?

Speaker 1: 13:58

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

Speaker 2: 14:00

Absolutely. But I know that you've got this little thing called Rate Tracker and I know all about it.

Speaker 1: 14:07

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 1: 14:28

Wow, we love it, love it, love it as they say, don't get spanked by your bank. Check out ray tracker now. Hey, ellie um, who do you use when it comes to, you know, additional resourcing for your accounting business?

Speaker 2: 14:42

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

Speaker 1: 14:54

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. 100%, get onto it. Get amongst the friends Tower Global. That's where the good stuff's at All. Right, ali, do you want to get racy with me? Shall we get a bit racy? Yes, yes, I love getting a bit racy Listeners, let's get a bit racy In a very platonic way.

Speaker 2: 15:22

Let's race.

Speaker 1: 15:23

Everyone stand up.

Speaker 2: 15:24

What do you mean, Andrew?

Speaker 1: 15:25

What do you mean R?

Speaker 2: 15:27

A, c, Everybody get out of the garden.

Speaker 1: 15:29

You missed it. I was doing like the oh, like a cheerleader, like a cheer.

Speaker 2: 15:34

Do you know I did a cheer like that at BGO.

Speaker 1: 15:36

You did.

Speaker 2: 15:37

And I got pom-poms. Yeah, I got pom-poms, the whole bit, and I was going to do like a handstand or a cartwheel but none of the stages were big enough. But I have been practising. So if I ever get invited again to another one, I'm going to do it. Hold me to it, I am, oh sorry.

Speaker 1: 15:49

Racy, I'm just enjoying the cartwheel stories Great.

Speaker 2: 15:55

I actually work really hard on my cartwheels. It's a skill and I don't want to lose it.

Speaker 1: 15:59

Do you like, every now and then just bust a cartwheel out like just at home In the office Like just down the street.

Speaker 2: 16:05

Never at the office, but do you know the benefit I have is I have a seven-year-old who loves gymnastics, who always wants to practice her handstands and cartwheels, so I'll practice them with her. So I would do it at least once or twice a week. I'm not practising my splits, though. Not to go too far off topic and somersaults are way out of my league at the moment.

Speaker 1: 16:29

See Raya, my current seven-year-old, who's also a crazy gymnastics nut. She has the body shape that we all dream of, because all she's doing is like hanging from monkey bars.

Speaker 2: 16:37

She's like oh, and I can also do monkey bars, by the way.

Speaker 1: 16:40

Yeah, I don like hanging from monkey bars. Um, she's like oh, and I can also do monkey bars, by the way, yeah, yeah, I don't. Um, but that's all right. Um, but yeah, ray's like oh, I remember you did a backflip, dad. I'm like what? What are you? I've never on purpose like yeah, you did it on stage. I saw it on the video and what it was is at zero con.

Speaker 1: 16:56

About seven years ago, um, at an awards night, I got called up, not for an actual award, it's more of a bit of a bit of. I put a silly post on twitter. Um, peter burner, who was hosting, called me out and said all right, we're gonna give you this award. You're gonna run up on stage and you're gonna accept it. You're gonna start the night, do something big, have fun. So the tune comes up, I'm strutting and as I get to the stairs I intentionally do a drop. So I like effectively a somersault onto the stage, pulled up, pulled up, did a big thing, accepted my fake award and rolled off, and Raya thought that was me doing a backflip. So, for all intents and purposes, I'm the only one in our family that is capable of doing a backflip.

Speaker 2: 17:34

Can I ask was there alcohol involved in any of it?

Speaker 1: 17:36

This was early in the night, like this was earlier this would have been like an hour in I want to see the footage.

Speaker 2: 17:42

Yeah, it's on there, I'll show it to you. I'd love to see it anyway because I've never known you with some back issues yeah, all the body.

Speaker 1: 17:50

That's probably why because?

Speaker 2: 17:51

I did that drop roll and I'm in no way andrew.

Speaker 1: 17:54

Let's get, let's go okay, racy, we're getting racy. So this is um something that I look at around decision making. Now, it's around how do we go about making the decision, but it's also about you can use it for, like project management and other things there as well R-A-C-I who is responsible, who is accountable, who is consulted and who is informed about the decision. So whenever I'm looking at a decision, I need to put myself in what position am I in? And I'm the one who's responsible for making the decision. Am I the one who's accountable for what happens with the decision? Am I consulted within the process of making the decision or am I informed about the decision? But then, broader, if I have a team and other people, who am I getting involved there? So who might I consult when I'm making decisions? So maybe I'll have a chat with Ellie, maybe have a chat with other people.

Speaker 1: 18:40

You know, if I am making a decision, I probably still need to one for a couple of people because it might impact them, and so having that little bit of framework I find is handy to go all right, great, you know, you might have, I know, if you run a firm and you might have, you know, a few business partners or be consulted. Do they need to be Like? If it's something on a technology perspective, do you just have like one or two people that are there for that part of it, or is it more than that? Are you the one that's responsible for making the decision or are you giving that to someone else? And the accountable element are you accountable for what happens with that decision Once it's done? Who's following up and accountable for what's happening at that point in time? So I find it a good framework to sit back when I'm making the decision, to make sure in the lead up, during and after having made the decision, that I've got an appropriate framework for me.

Speaker 2: 19:32

And so that just lends into that real communication, so that there's no, it limits the miscommunication, which I think is just as important as the communication, and so is that something that you do in your leadership team at illuminate yes and no, we do it as best as we can, but you know we'll probably fail a lot of the times.

Speaker 1: 19:49

We try to do it because we have too many decisions to make, too short a time or everyone wants to get involved, but it's it's. It's something that we try to use more as a reminder and then you try to build it in naturally. Now it is used like it's a responsibility assignment, matrix, right? So who is responsible? And it comes from there. But, yeah, the more that you, I find, the more that I refer about, the more I think about it, the more I talk about it, the more it becomes natural and therefore I'm not forgetting oh shit, I forgot to talk to Johnny about this decision that we're making that's directly impacting what they do for work. I probably should have had a chat to them because they might have a perspective that I don't.

Speaker 2: 20:27

And now I've gone and made a decision and all my I might have stuffed it up because I didn't involve them in that process or I've offended them because I didn't what all those things right yeah, and I think that's incredibly powerful that you'll make like and this is the point once you've made the decision, you do actually need to communicate with the appropriate parties, because otherwise there's an enormous amount of damage that can be done. And I've seen this in firms where decisions were made and not communicated appropriately or in context or somebody was missed, and it creates all of this miscommunication and hurt and angst, and then the gossiping starts and the politics start, and it's usually from a really innocent decision being made. So it's not only the decision that's important, it's actually what you do after that decision. And the other thing that I really want to focus on here is committing to action. So once you've made that decision and you've communicated it, you actually need to action it.

Speaker 2: 21:19

And I think this is where a lot of people fail and I've seen this in a lot of different sized firms, where there's a lot of talk, a lot of decisions made and then nothing happens from it, nothing happens with it, and that can also create damage if you're not following through on the decisions that you're making and committing action to it, and the action is most, probably the most important part it is.

Speaker 1: 21:42

It really is. Yeah, no, that actual years ago I got held accountable within my team like I need you to follow through. I need to see the action of all the stuff you're talking about. Don't just talk about it. Actually do it. Huge thing in decisions. It's all well and good to be like great, it's going to be blue. But if three weeks later it's still red, what's the point of making a decision? That's right, you've just got it.

Speaker 2: 22:02

And there's so much danger because then you'll commit to another decision and they'll be like, oh, I didn't deliver on the last decision so why would I believe him this time?

Speaker 1: 22:13

And then there's no investment in what you do and no one listening to me.

Speaker 2: 22:16

It's like, um, maybe because you weren't doing anything, you were just talking about it and I think the other thing here is that, once you've made the decision, don't second guess it like, don't labor on it, don't overthink it, like deliver it, watch the outcome. If you need to then make another decision, then that's okay. But you know this, this seesaw and this balancing act of making decision, then changing your mind, making decision, changing your mind like you've, really that creates that indecisiveness and that does the opposite of inspiring confidence, right? So people will just stop listening to you. So I think it's really important that you go through the process of getting to the right decision, because you've done, you know you, your why, you've done your research, you've sought out diverse opinions, you're managing your emotions, you're committing to action, and then that's going to inspire the confidence for others to do so as well, and that's the power in decision making.

Speaker 1: 23:15

And I think, good or bad outcome, you'll learn right.

Speaker 2: 23:19

So it's the whole decision fatigue.

Speaker 1: 23:21

They're not getting to. If you're not making decisions, you're never getting to the point. You are robbing yourself and the people around you. The lessons you learn from that If you make the wrong decision, ideally it's not catastrophic, more than likely it won't be. But you will learn so much If you make the right decision. Holy crap, now I learn. What did I do? What process did I go through to get that? And then you iterate and iterate. I think on the next time, the next decision comes, you're better at making decisions, you're better at involving people. Well, all stuff up.

Speaker 2: 23:48

We know your stuff up.

Speaker 1: 23:50

I stuff up all the time with decisions.

Speaker 2: 23:52

Just be honest about it be brave.

Speaker 1: 23:54

it's always like what's the worst that could happen? Actually, I remember that's a question I asked myself before I started illuminate. I don't think I've ever mentioned that. What's the worst that could happen if this all goes to shit? What's the worst that could happen? It's like, well, I've got, you know, I've got parents that love me, I've got mates that I'm connected with, I'm relatively smart and somewhat educated, so so I reckon I could pick a job up.

Speaker 1: 24:19

The worst that could happen is we lose a house. I move in with my folks for a month or two. I pick up a job that I'll probably get well paid at, probably more than it was when I was starting my own business. I'm all out on my feet and things will be okay, but the fear of like that being a reality is so interesting. I met with a guy the other day who comes from a third world country, who grew up in extreme poverty, who now is working in our accounting industry and doing some interesting stuff and earning good money, and for him he's like I've been as far away as you can imagine, and so stuffing something up isn't as scary for me, because I know I'll never get back to where I was.

Speaker 2: 25:01

Yes, that stick in the sand moment for him. You know it's setting that boundary and I think that my decision-making process was actually incredibly similar. What's the worst that can happen? I'll just land on a cushy job in Big.

Speaker 1: 25:12

Four. Yeah sick, I'll just go get paid.

Speaker 2: 25:13

prep tons of money make other people money, but yeah and look, I think that's really powerful as well. That reflecting on past decisions as part of that decision making process is super important. And then, as you said, being prepared for whatever outcome, managing your emotions through whatever outcome. That is and I'm going to give you a little tip on this decision fatigue and the stuff that I do in my life, because I make an enormous amount of decisions all day, every day and I do get fatigued.

Speaker 2: 25:38

So I put as many decisions as I possibly can in the habit box. And what do I mean by that? Um, it's kind of like the Mark Zuckerberg Steve Jobs thing, where they they wear the same thing all day, every day, because they want to take a decision away from what they're going to wear so that I can focus that decision on something else. So anything I can put in in the habit box, like, for instance, not deciding on doing physical exercise, it's just a habit, I don't even make a decision on it. The more stuff I can put in the habit box, the less decisions I have to make, the less decision fatigue.

Speaker 2: 26:08

I get, but they're all good decisions that I've put in the habit box.

Speaker 1: 26:11

So that's a little trick that I do You're intentionally putting good things so that removes, uh, you're needing to make decisions or thoughts, so that you know. I like that because I definitely feel exhausted at the end of certain days where I've been in deep conversations, that I've had to make big decisions that I know are impacting other people, and especially if there's maybe conflict within that. So that's actually really cool. I like that. Like crepe is, I have some opposite habits of yours. You know, do I exercise? Yes, you do. Do I exercise? No, I don't, um, but that's perfectly fine.

Speaker 2: 26:39

I mean, I play indoor soccer, um, it's all good yeah, that's fine and in the health and wellness we work through all of that in that I have a listen to the episode.

Speaker 1: 26:48

It might not be for everybody.

Speaker 2: 26:50

Yeah, it might not be for everybody, and that's okay, but it's more about what are the good things that you don't need to decide on anymore. That can just be in the habit box. So it's just something that you do rather than decide to do. And if I get back to the exercise thing, because this is what people they ask me all the time how do you exercise every day? And it's like, well, it's not even a decision.

Speaker 2: 27:09

So most people, when they're thinking about exercise, are thinking about when am I going to do it? How am I going to do it? How am I going to do it? What time am I going to do it? If you put all of that in the habit box, is it? I'm going to exercise every day at 6 30? That decision is done, it's gone. You're not even registering it back, it's not. Then, when you wake up, how do I feel? What's the weather like? Do what? What am I going to wear? You're not even considering any of those things. It's just habitual. And so that's the thing I think with some not every decision can be put in the habit box, but those that can be should be, if that makes sense I like it.

Speaker 1: 27:44

I think that's a good spot for us to finish this chat. We've covered a bunch of stuff. We've gotten racy, we've talked about cartwheels.

Speaker 2: 27:52

We've talked about habits, learning from the seasons you made Consulting others. Echo chambers.

Speaker 1: 27:56

echo chambers consulting others echo chambers, echo chambers, echo chambers, echo chambers, echo chambers, Echo, echo, echo, echo, echo and a whole bunch of other stuff, Ali, as always. Thank you, mate. I appreciate your insights and the way you go about structuring your life to make good decisions. I like it. I like it.

Speaker 2: 28:13

I like it. I love your perspectives, Andrew. You always challenge and it's definitely not an echo chamber.

Speaker 1: 28:20

No, it's not. Well, friends, thank you very much for coming on the Latest Adventure. We'll catch you soon. Eh Whee, 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 it so is, and you know what.

Speaker 2: 28:48

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: 28:58

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 them coming. We can't wait to share more cool adventures with you.

Speaker 2: 29:11

We love you guys.