Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Your Business Should Support Your Life, Not Consume It
Emma Rainville shares her journey from nearly losing her marriage to building a thriving fractional COO business that helps entrepreneurs strategically plan for both business success and personal fulfillment.
• Developing operational frameworks that consider the whole person, not just business metrics
• Strategic planning to respond rather than react, saving time and reducing stress
• Building and trusting a capable team through effective hiring, training and leadership
• Overcoming ego to learn from others and grow faster
• Finding the right masterminds to accelerate business growth
• Creating strategic systems that allow for both business and personal priorities
• Recognizing when you need outside operational help
Check out Emma's new book "Scope" on Amazon, with free Kindle versions available during her book launch. Visit shockwavesolutionsllc.com or specialopspodcast.com for free resources including Emma's "Visionary Vault" with hundreds of free courses on business operations.
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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:Well, good morning. This is Ron Harvey, the Vice President, chief Operating Officer for Global Core Strategies and Consulting, excited to be here today simply because we get to do Unpacked with Ron Harvey and we do a different episode every Monday that we release it. But I have guests from around the world. Our company is Global Core Strategies and Consulting and we spend all of our time really helping leaders be better connected to the workforce the people that help them get their job done. So we love creating a winning culture. We love helping leaders to be smarter about taking care of people and leading people, guiding people and getting things done, while at the same time, creating a place where people want to work. But today I get a chance to really get another leader from across the globe to talk about their journey and their expectations and their expertise and their organization and what they do, and they share real insights.
Speaker 2:Every guest comes on, as you guys know, with no questions in advance, so they're pretty brave. We don't know what we're going to talk about, except for leadership, and we're going to have fun with you. So hang in with us for 25 minutes, 30 minutes, and we guarantee to drop something that you'll be able to use in your daily life, or your business or your family. We talk about the whole person. So let me pause. Let me hand it over to Emma. Thank you for joining me. You're on screen with us, so I know we have a lot to cover in about 25 minutes. Go ahead and introduce yourself for our guests.
Speaker 3:Yeah, my name is Emma Rainville. I am an owner of multiple service businesses, but the one that we're going to talk I think the most about today is Shockwave Solutions. It's a fractional COO services business. Today is Shockwave Solutions. It's a fractional COO services business.
Speaker 3:I've been helping visionary entrepreneurs understand their vision, implement their vision and execute their vision, which most consultants don't do for the better part of a decade. I'm absolutely in love with my job and my mission and what I do and helping people strategically plan and grow their business in a profitable way, without the day-to-day fires and stresses of not planning. I also launched my first book, Scope, by Emma Rainville. It's on Amazon, and so that talks about operational frameworks, but also foundational frameworks. We all know, in anything that you do, if you don't have a foundational framework, if you don't have a solid foundation, you're not really going to be able to grow and move the way you want to. So scope covers both of those in a way that allows you to strategically plan what you're going to do and then continue to execute throughout the next 10 years of your vision.
Speaker 2:Yeah, how are you feeling about the?
Speaker 3:book. You know it's one of those things, right? Yeah, how are you feeling about the book? You know it's one of those things, right, like once you put something to paper and it's stuck there, like everything changes all the time, and you just feel like you know. But I feel really good about the book. The book is theories and strategies that I've read and come up with myself like read from other people and come up with myself over a decade and have implemented it and played with it and tested it and implemented and played with it and tested it. And you know, one of the reasons I felt really led to read the book or write the book was so many people have operational frameworks out there and there's tons of them and they're really good. None of them look at the whole person. They look at the business only.
Speaker 3:And one of the things that I found was I was being called into businesses and mothers and fathers and sons and daughters and hobbyists were saying my business is taking over my life. I didn't spend any time with my children. My wife left me because I didn't have any time for her. We never went on vacation. My kids grew up and I didn't even realize it.
Speaker 3:I missed all the big things in life because we strategically planned. Sometimes we strategically planned, but either way we plan for our businesses and we get into a groove and a pattern, but we didn't plan what we wanted for us, for our lives, not our deathbed. When you leave this earth, you're never going to say I wish I would have made an extra million dollars. You're going to say I wish I would have spent more time with my family. You're going to say I wish I would have taken my wife on that vacation. And so we take your business and what you want for that and we take your life and what you want for that and we parallel them and we plan the next 10 years so you can have both.
Speaker 2:Yes, yes. So if you are struggling in that space and you want some answers, you know and was telling you the book is out, it's on Amazon. Go grab the book and we're going to talk about all that. The good thing about unpack is we kind of go where the conversation goes. And so exciting, you got your first book out. It's on Amazon. I know you can't wait to get the hard copy in your hand. It's going to feel like a new kid. So enjoy it, you know, and don't be afraid to share it and show it. So for those you know watching, you know the first person that listens to this the book will be out by then. If you will be the first person to send her an email, I will give you the book. So, emma, drop the email in there real quick for everybody that's listening. The first person that you get an email from, let me know and I will purchase a book for them.
Speaker 3:Oh, I love that. My email is Emma at Shockwave Solutions LLC dot com spelled just as it is, and I absolutely love it. Additionally, can I go on on top? Yes, first five people, I'll give them the workbook to the book for free.
Speaker 2:That's what I'm talking about. Yes, yes, we want to give away stuff because we care. We actually want you to be better and we are in business and that's important for both of us to be in business. But we also know it's important for us to give back, and so that's our give back to you. So take advantage of it. Please read it. Tell people about what we're doing. Let's dive into Emma. You shared something that was really, really insightful, but also in the space that I love for people to talk about. When you're running a business as an entrepreneur, how do you not fall into the trap of letting it overwhelm or take over your life.
Speaker 3:I love this topic. It's actually very near and dear to me. I have a phenomenal relationship with my husband where we kind of switch societal norm roles, where I'm the worker provider and he's the nurture giver of our family and I'm very grateful to him that he's taken that. If I'm being honest, I don't really need to be involved in the day-to-day to our children. I want to be involved in the big stuff. I want to write the check and I want to show up and I want to dance at the wedding and I want to watch them open gifts and show up last minute because someone else set up everything. Because I've been honest with myself about what's important to me First few years of my business, because we've always kind of been that way. I've been an executive for a lot of years, but a business owner is another level, right, I didn't think that it mattered as much and that's one of the reasons I was led to write the book.
Speaker 3:I was a year into my business, probably two or three months from divorce. Our youngest daughter was graduating high school that year and I had missed every big moment for her for her senior year. And then COVID hit and I couldn't travel for work and I had to slow down and I had to be home and my marriage flourished. I thought for sure we were going to get divorced. We were going to be stuck in a house together for three months and me and my daughter reconnected and I really sat and realized I've been making all these plans and strategically planning my business, but I haven't strategically planned how to fit them in, and so it's going to come full circle now and you'll understand why I just led us on the wrong path to your question. I'm going to bring it back. When you can plan and you can really really sit and think about what you want and then plan for your products, plan for your hires, plan for your children's proms, and you make that all coincide, you start responding instead of reacting, and responding takes a lot less time than reacting. And strategic plans also come with what happens. These four different things can happen if we do this. What do we do if all four of those things happen?
Speaker 3:So when I'm launching a product, I'm thinking about the four ways that it can go, I'm thinking about all the consequences that can come up and I'm thinking about the four ways that it can go. I'm thinking about all the consequences that can come up and I'm thinking about how I respond to it when it does. So I'm just pushing a button at that point. I don't have to go into the office and work for four days. You know monster-fueled 4 am panic Slack messages, because I know exactly. Okay, I knew that this was a possibility to happen. I thought through this well, I know exactly what I need to do next to get to the next step and that's what I'm going to do. And that forethought takes a quarter of the time of the reaction when something goes wrong. People say to me all the time, like Emma, why would I spend so many times thinking about things that haven't happened? Takes way less time to think about those four things that could happen than it could to figure out what to do in the fire of one of them actually happening.
Speaker 2:Yeah, the preparation. So when it comes time to really get it done, it does make a big difference and you're going exactly where your heart is leading you to share on this podcast. And so, for us, why I love Unpacked is people get to talk for real, like what was it like? What did you go through, what was your experience? Because oftentimes people like us make it look really easy, really simple, and it's always one answer and I'm really cautious of that. It's not easy.
Speaker 2:It's going to be some days. You're going to be like, why did I do this? But you'll see that you're going to get through it. Yeah, how did she do it?
Speaker 3:Fast forward. I didn't have any of it figured out. Yes, I mean, I'm married to the absolute love of my life. I don't know Every day. I'm so grateful for him. I don't know what I would do if, in 2020, we would have separated.
Speaker 2:Yeah, yes, I tell people that story too. I say, look, you know, my wife and I are in business together. You know we own the company together, you know, and that was the time when I was the CEO. You know we own the company together, you know, and there was a time when I was the CEO but she was much better at running the company than I was. I'm a business developer, I love getting out and my wife's like, well, let me do the back, the real stuff that makes this company, you know, stay afloat. No-transcript role. Value the people that are closest to you, that make your job easier.
Speaker 3:Absolutely. You're right. We do make it look easy. How many nights I've stayed up thinking about. I remember when we hit a quarter million in labor and I remember the really heavy thought. My business partner and I were sitting and we were doing our strategic planning for the year and you know you take all your expenses and I saw the labor was like $254,000. Those people have families and I'm responsible for them and I'm responsible for making sure the money doesn't run out and I'm responsible for making sure I'm responsible. So the sleepless nights, for sure at the beginning, right. But once you have a plan in place and you know how to react to anything that comes up, I mean it just all gets a lot easier. But you got to walk through the fire a little bit first.
Speaker 2:Yes, yes, thank you for sharing. I want to unpack something that you said as you started in your company, it sounds like there's more than you in the company. How important is it for you to have a team around you, versus try to do everything yourself?
Speaker 3:I don't know how to do anything anymore. When I started Shockwave, it was basically the person working, it was just me. And then, within probably two or three months, I hired an assistant me. And then, within probably two or three months, I hired an assistant. And then I pushed and pushed through and I started hiring people and I realized, like man, if you really want to live a life that's in peace, you got to have a team. I know a lot of people will shake their heads at that and be like I'm a one man show with AI and everything else. That's all I need. I need a team.
Speaker 3:I've relied on them so much over the past five years or so that I really don't. I don't know how to log into our crm anymore. I have no idea how to log into our esp and see how my emails are doing, because I know they got it. Yeah, I hired well, I trained well, I fired fast when I didn't and I manage well. And when I say I manage, I don't micromanage, I lead. And we get on a weekly call and they tell me what's going on and I trust them because they are trustworthy and we just we can go really far because I don't have to worry about the things that I'm not best in the world at, and I don't have to worry about the things that I'm not best in the world at. And I don't have to worry about the things that I am best in the world at, because I taught other people how to do it. Now I just get to monitor here and there.
Speaker 2:Awesome. I love it. Now you drove past that, so I got to put us in reverse a little bit. I want people to take some notes from this. You mentioned a couple of things that you actually did that were super important. You rattled them off. As far as hiring well, training well. Can you go through that list again and then you talk about? You know you got to be able to terminate people when you have to terminate people and that's a hard part but it's a necessary part of being a business. Can you walk through the list of what did you do to make sure you can get out of your own way?
Speaker 3:Sure. So, first thing, hire well. Figure out what everybody's going to be different, by the way, on how they hire. I'm very much. I read people's body language. I need to see them.
Speaker 3:I always get on Zoom calls with video. I'm not a fan of audio calls. I want to see your face, I want to see your reactions to what I'm saying. I want to be able to feel what you're feeling. And so that's number one.
Speaker 3:Number two I hire operators, so I need to feel that you're uncomfortable. If I'm uncomfortable, if I'm struggling, I need to feel that you're struggling. I'll do random things like pretend to lose my keys just to see if you sit back and relax. Or if you are visibly uncomfortable because you're watching someone trying to solve a problem that you don't know how to help with, an operator will feel visibly uncomfortable. So I've just come up with tricks over the years that helped me hire well, and I don't always get it right. You can't always get it right. You're spending a limited amount of time with someone in a non-issue setting, right In a low stress setting.
Speaker 3:So how do they respond? In a high stress need to problem solve setting? Sometimes it doesn't work out and I screwed up a lot. That's how I figured it out, like I screwed up a lot. I figured out what I didn't want, I figured out what I wanted and then you know, I kept people on way too long it shouldn't have been on. I paid them a lot of money and I realized at some point that that wasn't to serve them, that was to serve me. That was my ego, that was my issue, that was my problem.
Speaker 3:And when you're in a role, in a job, your job is one third of your life, and if you're not performing, at it, your self-esteem is lowered, your overall anxiety is heightened, people become depressed, and it scars them, it hurts them, it traumatizes them, because they can't fulfill one third of their life's purposes. And so the best thing that you can do for somebody, when they're clearly not measuring up to the seat that you put them in, is admit, I didn't put you in the right seat and I don't in fact, have the right seat for you. So it's time for you to go, have an opportunity to be able to flourish somewhere, because I know you can and that's a kind of thing to do.
Speaker 2:Yes, and we'll say she messed it up, but she got better and she kept learning and she made it to everybody. If you want someone who's perfect, you probably need to get away from them, because you're going to be in trouble.
Speaker 3:Right, right. Somebody tells you they get the hiring process right every time Like there's. There's certainly things that we can do to do the best we absolutely can to navigate red flags early and find those red flags early. But you're dealing with someone for a fraction of time that they're going to be on their best behavior and not showing you their whole self. So you're going to get it wrong sometimes and that's okay.
Speaker 2:Yes. So, emma, I want to unpack something. This is your baby. You built it, and a lot of business owners. There are two questions I always get when I'm working with entrepreneurs how do you hire when you don't have the revenue? But you can't get the revenue because you don't hire. So how do you first of all hire? Which comes first, hire or wait till you make the money? But the other one is how do you let people come into this thing called your baby, which I'm not a fan of when people call their business their baby.
Speaker 3:I definitely don't call the business my baby.
Speaker 2:Yeah, I'm like yeah, stop calling that, because you're never going to send it to school. You know how you treat your baby, especially your firstborn.
Speaker 3:I never kill one of my kids. If the business starts costing me money and I can't turn it around, I'm killing the business. This is not my thing. This is a passion project for me. I love the work, and so I've created a revenue source for my hobby, and that's what it is.
Speaker 2:Yes, yes. So how do you make sure that you begin to trust other people with this thing? That is your passion, it's your business and your whole reputation and brand. What did you do to start getting to this place where you trust your team like you trust them now? What had to happen?
Speaker 3:A lot of time and self-reflection, because it wasn't always that way. I actually am my brand. They're actually selling me. They're selling sales services from me, actually selling me. They're selling CLO services from me, and so everything that they say.
Speaker 3:Anyone on my team, if you were my client, ron and my longest hire, best hire he's a partner now. I absolutely adore him. His name is Richard Park and he works with me, but he owns like 5% of the company. Let's pretend like you don't know that he comes to you as the CMO and he says, hey, ron, I'm going to get this, this and this done by Friday. On Monday, when you go, hey, where's all this stuff? And he goes, oh, yeah, this happened and that happened and this happened. You then hang up the phone and call me and say, emma, you told me that I was going to have this by Friday. Yes, I never said anything. I didn't even know that conversation happened, but clients look at it as me. So I realized and this goes back to one of the reasons I wrote Scope I realized that I couldn't micromanage people because they wouldn't be able to grow and I wouldn't be able to utilize them the way I needed to.
Speaker 3:But I also realized that there needed to be a systems and checks system that allowed me to know who to keep and who not to keep, and I needed to also create a situation where my team was being developed by me. So one of my KPIs in my business is called leadership and development hours, and so I need to have five leadership and development hours every single week on my scorecard from me to my team, making sure I'm leading and developing them so that they can step in as me. And the second thing that we do is we have something called a breaker. This is also in the book. It's taking a break from working in the business to working on the business. You get all your key players together and for 90 minutes, your focus is working on the business.
Speaker 3:What are our goals for the quarter? Where are we at with them? What resources do you need? What are the highlights of the past week? What are you excited about? What are you nervous about? What's going well, what's not going well? And then the biggest portion of it we call signals, and I call it signals because everybody should be signaled to looking at that thing. I don't like the word problem, I don't like the word issue, I don't like any negative anything. Everything is opportunity to solve a problem. So what do we all need to be paying attention to so that we don't have an issue or a problem? How do we navigate this topic? And then we work as a team to navigate it. Then we review the scorecard as well, so I'm in the know of what's going on with all my people every single week. It only takes 90 minutes because of the systems that we've set up, and I feel really comfortable knowing that they're doing what they're going to do and again, when they're not, I fire fast.
Speaker 2:Thank you for sharing. I want to unpack something that does happen to business owners. How did you manage to get past your ego? I'm not. Yeah, I'm not, but here's how I'm working through it. Ron, I'm not.
Speaker 3:I work on it every day. I work on it every day. It's the hardest thing in the world. And I learned this. Do you know who Perry Belcher is? Yes, he's actually my largest client at Shockwave. He's a good friend of mine and a business partner in another business and I adored the fact that I get paid to be mentored by him. I think I'm the smartest person in the world for getting him to pay me to mentor me.
Speaker 3:But one of the things that happened was he was telling me something about an offer that I had created and why it was all wrong, and I was like furious and like over talking him and not listening. And he said okay, you get to have an ego and you get to make no money. When you're done with that, you come see me and I'll tell you how to fix it. Wow, and I felt like such an yes, what a complete I am and this is very public, by the way. This is in front of a mastermind that he runs Driven Mastermind with everybody on the call, and we were doing a hot seat and I was just like, wow, what an idiot I look like. What a complete idiot I look like.
Speaker 3:I would rather not look like an idiot in front of my peers and make money and listen and be open to the fact that I can be wrong, then allow my ego to take over and need to be right, and it shifted everything for me and I have really learned to, in every conversation and every argument, every debate, I don't need to be right, I need to get the right answer, because the right answer helps me grow and then I get to be better than what I am right now. So that was a big turning point for me and I work at it every day, because everybody has an ego. We wouldn't be entrepreneurs if we didn't. You have to have a delusional sense of self to hold place and do this job, but I work on it every day, keeping it contained and under control.
Speaker 2:Thank you for the transparency. Unpack a little bit more, though, because you're dropping some really, really great nuggets and people are able to use these, and I love this show because people can actually use 90% of what someone says on the show. They can actually use it today. They can literally, if they go and put it in place, can change their business model, can change their brand, can change their mindset. You talk about I had to get past and you said it probably better than I'll rephrase it. It's not about having the answer all the time. Can you go back to when you were speaking of that, because you walked in like I got to have the answer? I got to. It's not about having the answer all the time.
Speaker 3:Right. At some point in the realm of being business owners, we end up with other business owners and we have really smart people. So we feel like we have to contribute to the conversation and be really smart. And in order to be really smart, we believe that we need to have the right answer. If you walk into conversations with the mindset of I don't need to have the right answer, I need to be able to articulate what I believe is the right answer, I need to be able to debate effectively while listening, and then I need to leave with the right answer, whether it's mine or not.
Speaker 2:Wow, yes.
Speaker 3:Because you'll learn so much more. And I don't know if you belong to any masterminds, but I'm a junkie and I just love being around really, really, really smart people. And what a waste of money that would be if I need to be the smartest person in the room. In fact, I'm hoping to be the dumbest so that I can go argue my nonsense and they can correct me and I can leave with their brilliance and then implement that for my clients and use that to make revenue, because it's all I care about at the end of the day.
Speaker 2:Yes, I love it. I mean the fact that you're walking into. So you heard, you know, emma say she's a junkie of masterminds. If you're listening and you're paying attention, regardless whether you're in a corporation or whether you're running the business, you got to find a way for you to grow and masterminds are brilliant, very, very. You know small enough where you can actually have a voice and put insight and growth, so masterminds are brilliant. Please, please, always make sure school is always open. You should be learning something all the time.
Speaker 3:I'm with you on that. People tell me all the time like I can't afford masterminds. You can find a mastermind for $3,000, new business owner or executive trying to break through. You can go all the way up to $100,000. Right, I think the sweet spot lives in like the 25 to 35, 40,000. That's where I like to be. But you can go find a mastermind for $3,000 that you can join, where you can create a network of people that you can learn from and just tools and learning tools and learning tools and learning and just grow from there, because you you can't and I'm going to steal this from Ignite Mastermind actually it's a $3,000 mastermind, I think it may be. It's in between three to 5,000, but it's Ignite Mastermind. They say this all the time you can't stay 70 degrees in a hundred degree room.
Speaker 2:Wow, yeah, yeah. Well, I can remember a time you know I love that you say, hey, here's where the 3000 and here's where I found a sweet spot. And as your business grows, I can remember when I started our business and I needed to learn something that I didn't know how to do, but I wouldn't get out of my own way. And this company, you know, I went to this workshop, at this conference, and they wanted me to be a part of a program and I'm a veteran and if you look behind me, everything was always paid for. The military does a phenomenal job of investing in you and the person that was running the organization says, yes, ron, we'd love to have you, we think you'll benefit, it'll be great to have you. And she said, yeah, it's going to cost you $19,000. I was like you lost your mind.
Speaker 3:Right. People think why would I pay you? That was my first response on Masterminds. Like people pay me to consult with them, why would I pay you? What a concept. And thank goodness I had some wise people in my ear saying you need to invest if you want to grow where you are today. Yes, I had the same thing. That was my wife. She said honey, do you know how to do it? Like nope.
Speaker 2:Yes, I had the same thing. That was my wife. She said, honey, do you know how to do it? Like no, write the check, Like okay.
Speaker 3:What would it make us if you knew how to do this, this and this?
Speaker 2:Yes, over the course of five years.
Speaker 2:Yes, so I love it. I mean you drop it. You know the idea for everyone that's listening. Find a way for you to continue growing. I mean, there's so much for you to know. You don't know it all, and there's always new ways and new approaches.
Speaker 2:Even if you do this for a living, you also need to be a student. Throughout your own journey and oftentimes because I teach a lot and sounds as though you do as well you must be a student at some point, and so find time throughout the year for you to be a student, where you can be working on the business and somebody else is in the business taking care of business for you. So if you're listening, please, please, find a way to invest in yourself. It'll be one of the best investments, as we begin to look at our time here, if you were to give people what you're running, the organization and the people that you're helping. What are three reasons why people should really consider reaching out to at least have a conversation with your organization about bringing you in what's happening in their company. That says time to call him and her organization.
Speaker 3:Sure, it's funny because we generally have three reasons why people do call us.
Speaker 3:One they've grown too quickly without an operational framework, that things are falling apart and while they're selling they're not profitable or they're dealing with fires every single day. That's just exhausting and they don't even want to make the money anymore. That's probably the number one reason why people call us. The number two reason why people call us is because they're scaling and they're okay, they're doing okay, but they're not as profitable as they would like to be. They're working in the business a lot more than they want to be. They think they could scale a lot faster if they could work on the business and they need operational support. And the third reason why people call me is because they figured out how to do something and sell something and you know, maybe they're doing a million, 2 million, 5 million somewhere in there, but they want to do five more and they know that it would take them five years to do five more and they know it would take me six months to do five more. So that's the other reason why people call me.
Speaker 2:I love it. Scaling is so important. So, Emma, your book is coming out and I want people to know again. Can you tell us where to find the name of the book, where to find it? And then we're going to follow and give us all the information for your company and your contact information.
Speaker 3:Sure, so the book is called Scope S-C-O-P-E and it's authored by Emma Rainville. It's on Amazon. You can get it on Amazon. The hardcover and paperback cost money but the Kindle will be free, because I'm doing a bunch of podcasts and I wanted to give it to listeners for free. And then for my company it's shockwavesolutionsllccom is the company website. We're on Instagram or on Facebook, we're all over the place, so we're not hard to find. We have a lot of free resources.
Speaker 3:And then I have something called the visionary vault. I have a philosophy that once I've stopped selling a course, I should give it to people for free, because once I stopped selling it it's probably a little bit older and not worth money, but probably worth something to someone. So I have my own podcast, which will be coming on, hopefully soon, called special ops. So special ops podcastcom has a visionary vault and that has probably 200 courses, from how to set up split tests to how to read a P&L. It has every single thing I've ever talked, every seminar I've ever given, every stage I've ever spoke on. It's literally got everything. It's totally free.
Speaker 2:Wow, yes, yes, I'll tell you. You never know what you're going to get on Unpacked, but she's sharing with you. I love that concept, or that mindset that you have is, once you start selling it, you give it away to people because it may be of use to them. It's a little maybe dated, but still very good content. So follow her, go to a website, look her up on LinkedIn, go to the company Shockwave Solutions, go find out, like their answers here in front of you. Is there anything last minute that you want to leave the audience with Anything? I haven't asked anything you want to share that. You know you're doing phenomenal stuff. What's the latest and greatest that you want to share on the way out?
Speaker 3:I do Just really quickly. I found your podcast to be absolutely phenomenal because you kind of put people's backs against the wall where they can't think through their answers. I think. Fortunately, I have a very quick mind and I can think through my answers very quick, but not most people and I've. Actually, before I go on any podcast, I make sure that I listen and it's in line with my brand and my philosophies, and I would actually like to leave your listeners with that. If someone is on here for the first time because you saw it on my LinkedIn or my Instagram or maybe you just came upon it, go backwards. You've got some real fire episodes with real actionable insights for every aspect of your life, not just business owners. So I was very appreciative of all the work that you've done on Unpacked, so that's what I would like to leave people with.
Speaker 2:I appreciate it. Thank you for giving us the endorsement. Thank you for making this one of the ones that's going to be fire, because people are going to listen. You drop some real stuff, you talk and it really is. For me, it's more than just about your business. It has to be I mean, it has to be holistic. It has to be your family, your community, whatever your faith is. If you're serving in the military, if you're working in corporations, we're human beings and I don't want you to just get so caught up in this theme that may be bringing revenue in and forget everything else, because life becomes very miserable.
Speaker 3:This is why we add all that. What do you see for your life? What do you see for yourself? Let's make sure you build your life by design.
Speaker 2:Yes, I love it. I love it and definitely I'll be on your podcast. So I would love to. I love to be on the other side where I'm sitting in that seat and getting those questions. I think I have something in common with you. I can process really quick, so I do well in these, so that's probably why I enjoy it so much, because I can think through my answers really fast. But for everyone that's listening, everyone is watching. Emma's gave her all of her information. Are you on LinkedIn as well?
Speaker 3:I am, I am.
Speaker 2:Yeah, so on LinkedIn free data, good information, good resources. But we're in business. You know, ron Harvey. You know we own a leadership firm. My wife and I have been in business now 11 years, doing a phenomenal job in leadership development. We care about leaders that want to be better leaders, period. If you're not that person that wants to be a better leader, we're probably not the right person unless you're ready to change. But we love what we do. We love putting on the podcast. You can find us on LinkedIn and you can also find us out on Global Course Strategies and Consulting. We're all over and, just as Emma said, there's tons of data on all of our sites. Go out there and find them. If you can use us, let us know. Call us. If you can refer us, we're in business. Refer us. We love to work with people. So thank you for joining us. Emma. What do you tell them as you close out? I'll give you the last word here.
Speaker 3:Thank you so much. Go grab my book, Just go. If anything else you know, maybe you get a little bit of insights, one or two things that you can add to your business. That will chill the fires of the day to day of being in business.
Speaker 2:Awesome. Thanks, emma, and everybody else. Have a good one until next time.
Speaker 1:Well, we hope you enjoyed this edition of Unpacked Podcast with leadership consultant Ron Harvey. Remember to join us every Monday as Ron Unpacked 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.
