Power Moves: Unlocking Success in Business & Personal Growth | Ryan Sharpley | Ep 123

Ryan Sharpley  00:01

At the farm, when we moved up here was a lot about helping the individual businesses be successful. The farm was sort of an overarching brand and business. But all of the entities on the site up here in Byron were running their own business. So I spent a lot of time coaching and helping businesses succeed because that was the the outcome of the actual farm was predicated off the successful that the microbe isn’t.

Debra Chantry-Taylor  00:32

Good morning, and welcome to another edition of better business better life. Today, I am joined by fellow EOS implementer, Ryan Sharpley, who is based up in Byron Bay, which is a beautiful part of the world over in Australia. And Ryan is the founder of purpose people, which is all about helping people live their best lives. But before that, he has been a business owner for quite some years. So Ryan, welcome to the show.

Ryan Sharpley  00:54

Thanks, Debra. Thanks for having me today.

Debra Chantry-Taylor  00:56

Absolute pleasure. So I would love for people to hear your story, because it’s not a straight line journey is it? So tell us a little about, you know, where you’ve come from where you are today. And I guess also what you’re most proud of in that journey as well.

Ryan Sharpley  01:09

Yeah, so we have had a bit of a not a straight line to get his living environment value as a family. We’re originally out of Melbourne, we moved up to Byron, half a dozen years ago, after running, and owning a few different businesses in Melbourne. Our, the business that we really cut our teeth in was a manufacturing business. In in Melbourne, we ran that business or working that business for a dozen or so years. And that was in printing. So I still look after the technology and the customer service and logistics area of those business. And yet through that time, you know, we started in the late 90s, it was, I suppose the story of the industry that needed a little bit of a shift. So we had the opportunity to create a greenfield site. So we had all the new and shiny toys that allowed us to, you know, great quality, great customer service, and sort of bring that as a new offering into the actual market. And the business grew really quickly what we found over that we’re all quite young and enthusiastic. And you know, there was more sort of opportunities and growth that we could really you know, handle at the time. So we just kept on sort of crawling back and keeping that growing as we went along. What we did notice over a period of time was the, you know, the systems and structure that we sort of kept on having to re introduce and build out for the business to grow. It was a bit of a challenging period running through GFC, etc. We were printing retail catalogs and magazines. So, you know, the customer demands were pretty intensive. And yeah, over over time, we got to the states that it was a great business, we you know, so they will get married. And it was a real sort of family orientated business. And yeah, that was really the, I suppose the start of our business journey, primarily.

Debra Chantry-Taylor  03:08

Fantastic. And so you moved on from there. So what happened?

Ryan Sharpley  03:13

Yeah, so I went back and studied in was that 2010 11 Seems like a bit of a blur. We had three young kids. And I was really looking at what was sort of how do I start to formalize some of the skills that we’re actually using within the printing business. So I went back and did a master’s, which was great. And it was a, I suppose the, the eye opening sort of aspects of, you know, being amongst 30 or 35 pairs of, you know, across different industries. And, you know, I look back now, and it was really a bit of an eye opening sort of perspective, because I did have blinkers on, you know, the whole world revolved around our business we’ve been involved in and just being exposed to so many other people in different industries and professions. That sort of led me to think about what was next for us as, as a family, but also me as a professional as well. So through that time, I started working with a mentor. And we started to craft a bit of a plan to look about what was next out of the printing industry, I’d always been in technology and design. And yeah, through that was, you know, got to a stage that it probably wasn’t as fulfilling as what I had hoped for. But you know, after that period of time, and started to explore other options, and you know, from that led the, I suppose the realization of that sort of deep connection to community and people was probably the part that was lacking. So, working on a bit of a plan to actually get out of the business. And, you know, maybe develop a business that was a bit more sort of family orientated or owned and operated. And that’s, coincidentally what we did.

Debra Chantry-Taylor  04:55

So what was it you went into because it was quite different from printing right?

Ryan Sharpley  04:59

Completely different Absolutely. So it was a not quite the Matt Damon Bought a Zoo, but we ended up buying a farm down on the peninsula in Melbourne. And there was a small produce farm and having never grown any fertile produce, you know, commercially we’d had an interesting food and community, obviously, but we’d have never grown anything, you know, for a living. So it was a bit of a vertical learning curve. But yeah, we found a little property on the peninsula, and yeah, bought that and moved moved down there. So it was a bit of a quirky sort of little business and had 100 year old train carriage on the site, which was the actual shops, that was where people would come in and buy their produce on weekends. And the grounds were sort of exceptional that previous owners were botanist, so you know, it was like walking around, you know, Botanical Gardens, which is what we sort of fell in love with to begin with. So the experience that people would have that they would come in and walk around the gardens, and, you know, we had goats, pigs, chickens, you know, all sorts of animals running around, and then they’d buy their produce, we’d grow that on our property, but also aggregate it within the local farms on the peninsula. And then over a handful of years, that business sort of grew, we developed a food profiteering business where we’re selling food into restaurants, we had a mushroom growing business as well as sort of urban mushrooms where we grow different types of mushrooms, we had an aquaponics education, all these sort of little aspects and sort of interrelated and yeah, it was a great experience. That’s where we sort of shifted out of after the printing business, which was not a straight line, you know, if you think back from it and transport through to Yes, growing vegetables, there’s there’s nothing that’s similar other than, you know, I suppose the systems and processes but Yeah, completely different. Yeah. Yeah.

Debra Chantry-Taylor  07:00

It is funny, isn’t it? I mean, I’ve worked in many different industries myself, and and although every industry is quite unique, that the general business principles still remain the same, right? You need to have the right people you have the right process, or that sort of thing, no matter what you do. But that was, so that was Melbourne. So how did we get to Byron Bay.

Ryan Sharpley  07:21

So that was in Melbourne, we, we shared our stories on socials. This is sort of at the you know, the start of Facebook sort of marketing and we were quite open and transparent with our triumphs and tribulations you know, on the on the farm and probably more challenges than then than triumphs in all honesty, given the learning going through. And it was a similar business. In the cold the farm in Byron Bay, and the owners of the farm, saw sort of what we were doing on our socials and connected with us one day, and we sort of decided to join forces and the farmers a larger sort of version of what we’re doing in Melbourne. They had a restaurant bakery and other sort of more substantial businesses running on the premises were a junior version of what is up here and got to know Tom and Emma, who were the owners of that business. And it was the right time we’d sort of, I suppose a serial entrepreneur would grind what we could down in Melbourne, and we’re looking for our next adventure. So was the right time with the kids were still in primary school. So we decided to come to the you know, come up and let’s join forces and see what we can do together up here. So it was a great time to sort of shift the kids and move up into this region, which we honeymooned in holidayed RP before. So a bit of an adventure to actually to live up here, which we did.

Debra Chantry-Taylor  08:49

And so Eos, so you’re now an EOS implementer. Tell me how you came across EOS? And what was it that actually appealed to you about it?

Ryan Sharpley  08:57

Yeah. So within our printing business for one of the early implementers, Dan Williams was the CEO at the time of an IT business that helped us in our it sort of capacity. So it heard about this sort of, you know, orange magic, you know, system that that existed way back when running our printing business and never really explored it other than just knowing about how much positive impact that that had within their business. My role at the farm when we moved up here was a lot about helping the individual businesses be successful. The farm was sort of an overarching brand and business but all of the entities on the site up here in Byron were running their own business. So I spent a lot of time coaching and helping you know, businesses, you know, succeed because that was the the outcome of the actual farm was predicated off the successful at the micro businesses. So when you The business was so up here, I was conscious to look to, you know, what did I actually love and enjoy doing which, you know, was really helping people. That was what I really fulfill me. So it was a combination of knowing about EOS from the printing days, working out that that desire to actually help business owners improve their business and putting the two together. And and I was conscious to look at a system or a process that was proven as well. I’ve sort of experienced bad versions of, you know, I didn’t want to be a consultant that was sort of the PowerPoint sort of person, I wanted to actually make meaningful change. And that’s where I think the system is seeing the results of what it had done with with businesses that I work with. That’s what made me sort of down the path lay down the path of aos.

Debra Chantry-Taylor  10:57

So looking back on the printing business, perhaps like, what, what would have been that one of the tools that could have really helped in that business, one of the EOS tools,

Ryan Sharpley  11:05

it’s hard to pick just one, you know, on being honest, I look at what we did with, you know, the structure and process, we went to the point of probably over Systemising, and complicating the business. So you know, we’re entrepreneurial sized business of, you know, 140 to 150 people in the end, the systems and processes were needed to be there because of the actual, you know, consistency that product, but we probably went too far. So yeah, I think the whole system within EOS to the process component would have been a huge one, the accountability chart, which is one of my favorites, as far as providing clarity within people’s roles. That would also have been, you know, we ran a traditional organization chart, which as you know, is completely different to an accountability chart, level 10 meetings, the meeting structure wasn’t the same. So there was something I think back now I wish you could rewind time and, you know, know what, you know, now and actually, you know, reintroduce it back then. But yeah, probably the, the accountability chart and the process component would be the two key aspects of the of the model we would have looked at.

Debra Chantry-Taylor  12:17

Yeah, absolutely. So you’re now working with a whole bunch of different businesses helping them with ALS? What are you sort of see in the people that you’re working with? I mean, it’s sort of, I know that with the companies I work with, often there’s this software, that’s next bright, shiny object. And it’s only when it when they start to get into using EOS on a regular basis, they realize that actually, this is a game changer, right? Yeah.

Ryan Sharpley  12:41

I think the biggest one that I’ve noticed, starting with businesses is the transparency that it offers the, you know, the clarity within new teams, or, you know, there’s so many things that people probably know, within their business, but it actually is like shining a light, you know, and starting solving those issues, once and for all, as well. So, you know, the transparency and accountability, that’s probably the biggest, you know, feedback sort of piece that I get when starting within the journey, there’s a lot of ideas that people have had that, you know, sort of, they haven’t been able to put into a form that they can communicate or transpose. So they’ve had all of these ideas that sort of, you know, rattling around in their head, and that sort of really focuses and puts them into a place where it can be, you know, put into a structure that sort of makes sense and is communicable across the rest of the business.

Debra Chantry-Taylor  13:33

It’s true, I’ve actually, the reason I’m in a different room today is I’ve actually just been privileged to sit through a level 10 meeting with one of my clients, and I’m actually sitting in their boardroom at the moment of finishing up this podcast, but it was really great to see that they’ve now been doing this for a little bit over six months, I think. And just that clarity that comes out of those level 10 meetings, and, you know, they’re actually getting through their issues, they’ve got things on track, they know exactly what they’re being held accountable for, with their scorecard with their rocks, it’s just a joy to watch.

Ryan Sharpley  14:02

All of that. And the level 10 meeting is a is a game changer. No doubt. You know, we’ve all been in so many meetings where we’ve sat around for, you know, one, two or three hours and you walk out and think well hang on, what do we actually solve? Or what do we actually do? And the the clarity and the, I suppose a prioritization through the the level 10 And how effective they are? Yeah, that meeting format is, is phenomenal once it’s actually rolled out. It’s a game changer.

Debra Chantry-Taylor  14:29

Yeah. So But though thinking back to your own businesses, what are the biggest challenges you faced in your business?

Ryan Sharpley  14:37

I think some of the I’m at heart, probably a bit of a perfectionist, so not not having things organized and you know, my patience and sort of, you know, wanting to actually just wait for things to roll out. That’s probably been my biggest pain. One of my biggest challenge is making sure that you know, there is an adequate time On fractionally things to happen, or businesses to, you know, ideas to sort of percolate and roll through and not just wanting them done, you know, straightaway, so. And I think that’s probably one of the biggest challenges. Accepting help as well. You know, there’s always been a welcome help when, you know, I don’t sort of shy away from it, but I’m on rare to actually ask people for help. So that’s, you know, that’s been a bit of a challenge for me as well, because there’s been so many times where, you know, you probably Duck on a pond and you know, starting to sink and things aren’t sort of organized or set up the way that you want to. But, yeah, so perfectionism and asking for help, they’re probably a couple of things that are often right.

Debra Chantry-Taylor  15:49

Yeah. Do you consider yourself a visionary? Are you a visionary in your businesses?

Ryan Sharpley  15:55

Popping more integrator, but the Yeah, the the visionary, probably a dangerous visionary, because of the I mean, certainly traits of visionary as far as the ideas and where we need to go. But confusion is where I spend a lot of time. And even now, truth be told, you know, I’m still grappling with, you know, asking for help and doing things the right way as well. So, you know, it’s, I think it’s a consistent journey that we’re all on to improve as opposed to saying wherever the the best version of what we can do.

Debra Chantry-Taylor  16:26

Yeah. But I did hear you say earlier on, we’re chatting that you did get a mentor on board at some point. So what changed? How come you suddenly reached out and asked for help? And got somebody to mentor you?

Ryan Sharpley  16:37

Yeah, good question. Yeah. So when I was studying, or was one of my leadership, coaches, or professors that we sort of were working with? And, yeah, that was a fundamental shift in, she really pushed me in test me, as far as quite direct and quite firm, which was a great approach that, you know, I can relate to. I was probably just floundering, you know, I didn’t really know, at this stage of the business, we were, you know, 10 or so years in wondering what’s next. And, you know, I think she read it, maybe through some of my papers that I was writing. So yeah, we connected over a few coffees. And it was a great sort of to have that support, and just someone to call for what it is, you know, and really put me back on the straight and straight and narrow. But yeah, that was a great sort of experience with that. And still friends with here today. So you know, we catch up regularly. And, yeah, really important person in my world. Yep.

Debra Chantry-Taylor  17:37

I want to explore the name of your business purpose, people, there’s something behind that, isn’t that what is what is driving you these days?

Ryan Sharpley  17:44

Yeah, well, I think purpose people for me what that means, you know, I love working with the, with businesses and people that have got, you know, purpose, and any impacts that are baked into their way of going about things. I’ve had a little bit of exposure and experience within the B Corp community and the B Corp movement is really the premises, you know, that business can be a force for good. So we, you know, we believe in strongly that, you know, people can have a successful business that can be profitable, but it can also be, you know, doing no harm along the way as well. So, you know, purpose is making sure that, you know, that sort of connection back into, you know, what is the purpose and the actual output and intent of the organization, how people behave, and go about achieving their outcomes. And that’s what really draws me on, I’m really blessed and grateful for the opportunity with the clients that I’m working with now that they are fantastic businesses, they’re, you know, doing the right things, they’re willing to roll their sleeves up. and India are just getting real joy and real kick out of helping them going down.

Debra Chantry-Taylor  18:58

I mean, it ties in with the whole US life thing doesn’t mean it’s all about making a huge difference in the world, as well as doing what you love with people you love. Yeah. So tell me a little bit about the the clients that you’re working with? And I suppose why do they even seek you out in the first place? Because, as you said before, asking for help can be quite difficult. But sometimes we all need a bit of help, right? We all need a bit of help to take us from where we’ve made me feel like we’ve hit the ceiling, we’re stuck, we can’t move forward. Why would they seek you out in the first place? And then what is it that you offer to them? Yeah,

Ryan Sharpley  19:30

I think the people, the conversations that I’m having with people, you know, I really relate with people that just are quite open and honest and wanting support the type of people that reaching out it’s, it’s primarily word of mouth, you know, there’s like once one person and then the other conversation sort of starts so there’s a lot of just straight up support and advice. I love getting behind teams I’m quite humble, and you know, I’m not the, you know, the front of the stage person, I’m from behind, you know, supporting them, you know, catching them where they needed to be. I’m available, you know, that’s the other part, I love seeing the successes and small wins and touch base in between the times with the clients that we work with, geographically around the region here, there’s so many fantastic businesses and founders that have actually created a business and, you know, fast forward now, half a dozen years, I’ve got, you know, 50 6070 people in their business and still trying to actually put the processes and structures in so yeah, there’s a lot of organizations that I’m working with now that are, you know, founder led organizations. And I think the other part of it is the variety of industries as well, it’s a real mix of services and manufacturing. And, yeah, there’s no sort of common thread as far as the industries that I’m working with, which is what I love, and connecting the pieces across different industries as well. Because it all comes back to people, you know, let’s be honest, that’s the, it all comes back to how you managing and nurturing and caring for your team. Because common thread, regardless of the industry,

Debra Chantry-Taylor  21:12

yeah. And I think you’re, I think you’ve said, as people who kind of go into business, you often find that they have, they’ve grown organically, their team has grown organically, and then they feel like they’ve kind of hit a ceiling, because they just don’t know how to move past what’s grown organically into the, the areas they want to go into. And I think that’s where EOS really comes into its own is giving you that structure that discipline, that accountability, to actually help you plan for the future and move forward.

Ryan Sharpley  21:38

I think allowing the the owners to actually let go of the vine as well, you know, there’s a lot of, you know, they’re, they’re still grappling and not able to sort of hand off certain tasks or roles, and allow that sort of next level of the managers or supervisors to actually Elevate, you know, from there and give the the owners or the visionaries and integrators of the business, you know, capacity to actually, you know, lift the business up. That’s another factor of working through the accountability chart exercise where you’ve actually got that ability to, you know, share the roles and responsibilities and making sure that it’s clear. There was one business owner that hadn’t had a holiday or a substantial holiday for, you know, over a dozen years, and then, you know, a visionary integrator and an operational seat as well. And, you know, working through that exercise, we went through and talked him out some seats, and, you know, over a period of time, it wasn’t a magic pill that happened overnight, you know, delegation process that we went through over sort of, you know, six or so months, and yeah, he sent me an email over a Christmas sign that it actually had his first holiday, you know, without switching off for a long time. So it was a great example about how can actually impact and change stuff?

Debra Chantry-Taylor  23:00

That’s, that’s really awesome. Well done. Yeah, I think that it’s interesting. It’s one of the things I’ve really loved about EOS is that this whole concept of visionary and integrator, I think that often in your own business, we end up playing both roles. And we don’t understand there’s a need to have somebody else to actually step in. And the accountability chart is very much about giving you an understanding of where the business is at and what all the seats are for the future. And then you can see how many hats you’re wearing. And once you see how many hats you’re wearing, it can be a bit of a wake up moment in terms of well, okay, this can’t continue. So that’s when you can start actually, when a delegate, first of all people who perhaps haven’t gone through the process, just use use your own words to describe to me, you know, what the accountability chart is, what it does for the business, how you’ve seen it work for the businesses you’ve worked with? Yep.

Ryan Sharpley  23:44

So the accountability chart. It differs considerably from a traditional organization chart, it looks at the audio structure for the organization for the coming six to 12 months. So you know, if you’re building that I’ve described, if you’re building the business from tomorrow onwards, what would be the ideal way that you would actually build the pieces of the business taking out the people for a moment? What is the ideal structure, and we sort of go through an exercise where you break that down into, you know, typically three components to start off with sales and marketing, finding a customer and converting them from prospect through to a validated customer operation, so where the actual product or service is delivered, and then there’s a finance component as well. And we tailor that towards what the organization needs. And that might split up into three to five seats, typically across a leadership team.

Debra Chantry-Taylor  24:41

And the main the main functions of the business, what

Ryan Sharpley  24:44

are the pieces of the business that are actually needed? Then we look at the, as you said, the differences between a visionary and an integrator, two very different roles and really important to make sure that they’re defined closely The integrator is someone who beat the drum of the organization, they’re, you know, clearing roadblocks for people on the leadership teams, you know, general manager CIO, you know, the titles are sort of interchangeable, but the actual role areas almost like, you know, looking at actually just getting things down with the organization and holding

Debra Chantry-Taylor  25:20

It all together, right, and making sure that we’re not going off on tangents, and bright shiny lights and shiny objects.

Ryan Sharpley  25:25

And if you think about that, from a visionary perspective, you know, they have known some amazing visionaries. They have, you know, 200 ideas before breakfast, but they sort of if they’ll ring in the state of the integrator, the other businesses going down one path this week, and they’re coming out, there’s another idea that sort of comes back next week, and we’re, you know, into another sort of part. So yeah, that’s where organizations and I’ve seen it, I’ve had whiplash, essentially, because they don’t know which way you’re going. And having that clarity between the actual two roles is, is really important. But I think what that does, you know, providing that transparency and expectation of, you know, what, and also autonomy, you know, once people know what’s expected of them, I do believe that, you know, people want to actually come to work and have a fulfilled, the successful in their role, quite often that comes from, you know, when they’re not appearing to be successful, but probably comes from a point of also not having clarity and transparency on what’s expected of them as well. So, you know, you’re giving people the tools and saying, This is your role, how you know, what we expect out of you, and vice versa. So what you expect from the business, you can have mutual wins, I think sometimes when people don’t know exactly what’s expected, and that’s when they might be spending time in other areas that may not be what the actual business needs. And that’s the whole process of that transparency, and setting up exactly what’s actually needed. You know, of them as an employee, and also a member of a, you know, a purpose led business.

Debra Chantry-Taylor  27:03

Okay, cool. So I always ask guests, you know, what are your kind of three top tips or tools, things that you’ve learned things you wish you knew, when you were running your business, whatever it might be? What were the three things you would love to share with the listeners,

Ryan Sharpley  27:19

I probably got some tips, knowing that I’m not fully meeting them myself, to be honest. So a lot of things, I think, you know, accepting help, that’s probably number one, said earlier, Mike, if people are willing to help you, and also seek me out help when you think you need it. The there’s times as business owners, we think we’ll just keep powering on and keeping it going. Whilst we know that we’ve probably either out of our depth or you know, maybe starting to sink a little bit, hence, getting you know, for water lines is creeping over the head. So we’ll probably tip one is, you know, accepting help or seeking help when you need it.

Debra Chantry-Taylor  28:03

Kind of sucks for that little bit for the term. And so when you might, let’s just say, we are feeling a bit overwhelmed. We’re feeling like we’re, it’s all getting a bit too much. How do you, how do you even reach out for help? And, you know, I know you said that you went to your lecturer at uni, and that was somebody there. But if you don’t have electro at uni, what would you suggest people actually do?

Ryan Sharpley  28:23

Yeah. Well, I mean, I think there’s, there’s so many different opportunities for groups and advisory boards and other I won’t call them networking groups. Areas where you’ve got, I mean, industry forums is there’s so many different aspects of where you can actually seek help now chambers of commerce, to Entrepreneurs Organization is a great network, you know, sort of group for for business owners. You know, I think even just within actual colleagues and suppliers as well, so you’d be surprised how many times that it’s not a competitive sort of arrangement. And I think you’d be surprised as soon as you start asking for help or just teasing out ideas or for where that actually can come from. So

Debra Chantry-Taylor  29:11

Perfect. I love it. Okay, cool. Yep, number two,

Ryan Sharpley  29:15

Properly. And this is the one that I’m even now saying that I know that I find myself But accepting that it’s okay for time away from the business for yourself. So self-care times, you know, that’s allowing yourself permission and not feeling that guilt when you do take time out of the business. You know, with whatever that means for you, you know, that’s obviously individual for everyone’s different or what their their timeline means. Whether that’s, you know, activities, gym, mindfulness, meditation, sports, fishing, reading time with family, I mean, it’s just not feeling that guilt when you actually do take that time out of the business or Um, I’ve got better at better, I’m probably like a six out of 10, you know, compared to what our invade so.

Debra Chantry-Taylor  30:08

And that’s you that’s a really good point I love that I think actually having some kind of scale where you can go, Hey, look, none of us is perfect. We’ve all got room to improve, we’re being able to say on that scale of one to 10, where do you sit? And we all go up and down as well, I think at the moment, I’m probably feeling like, that’s probably about a five out of 10 for me, but I know there’s been times has been an eight out of 10. So I think using scales like that to go actually, where am I at? What can I do to improve it? But you’re absolutely right. If you don’t, it’s like the junior talks about it in the Eos life. And he talks about managing your energy, it’s like a glass of water that has got some dirt in it. If you’re continuously moving, which is being in the business all the time, that glass of water is continuously cloudy, it’s not until you actually got to take some time out and let the glass or the dirt settle, that you get clarity of what’s going on. And that’s that’s a good thing.

Ryan Sharpley  30:55

So true. I mean, I’ve started scheduling, you know, time in the calendar and putting it on my own personal scorecard, you know, how many, how much time I’m actually spending doing that, knowing that I’m not quite where I need to be. But I know that I feel better after I do. So. But yeah, the glass of water is a great, great visualization that it is just murky and muddy, and you just need to take lead time to help it settle. And then you can get thin, you get clarity on that.

Debra Chantry-Taylor  31:23

It’s the oxygen mask concept, right? If you’re not looking after yourself, then how can you possibly help others. And tip number three,

Ryan Sharpley  31:32

I think that tip number three, is probably really within that connection to the people in your business as well. Thinking about what’s meaningful for them, knowing that you’re providing support, you know, they’re an opportunity. But that’s goes both ways. You know, I think some people are looking at purely career progression, some are looking at commercial returns, some are looking at time and balance, some are looking at education. So really that sort of connection to the people in your business and coming from a point of, of actually caring, not just saying you caring and you know, not not demonstrating. So I think people see through that quite easily. And making sure you’ve got that ability to actually work out what’s important for your people, and yet providing those opportunities. And if you can’t do it immediately explaining and providing that sort of pathway that sort of shows us and we can actually, you can both reach sort of mutual outcomes. So

Debra Chantry-Taylor  32:35

and I think one of the tools that US has for that there’s quarterly conversations with people are really important to sort of formal, structured, performance review, but it’s just having a conversation about what’s working, what’s not working, where are you headed, what do you want to do? And as you said, being able to set expectations around what’s possible, what’s not there is really, really important.

Ryan Sharpley  32:53

Yeah, and I think most people understand that, you know, as long as they’re, you know, provided the opportunity, you can have the the informal discussions, but yeah, and people can see progress and changes, or at least just understand if things can’t happen, I think most people are reasonable to understand the look back the last few years, it’s been a bit of a tumultuous sort of time for everyone. And, you know, people are recovering and coming back. But I think what, where it gets sort of a surprise when there’s no conversations, or there’s that sort of superficial level of conversation. Yeah, I think people just appreciate hearing the truth, and also understanding it from that perspective. So depth of connection is probably the third tip that I’ve really found that and that’s satisfying on both fronts, you know, allows you to actually make deeper connection with people, but also, you know, they’re, they’re having a better experience in mutual outcomes, which is, which is what I try to do in all sort of conversations. And that’s not just a one sided Street. Really.

Debra Chantry-Taylor  33:55

That’s fantastic. Okay, well, um, pleasure to talk to you, as always, I want to know now from people who are listening in who might kind of go hey, look, I could do with some help. I’d love to have a chat with Ryan, tell me a little about what your ideal kind of client looks like. And then where people can actually find you.

Ryan Sharpley  34:11

Yeah, sure. My ideal client, I work between Melbourne, Sydney, Northern Rivers, and also Brisbane. So yeah, there’s a fair bit of travel that’s involved. I love working with sort of fan led organizations that are getting to a stage now that they’re just trying to they working out what’s next for them. So, you know, the ideal sort of market that I’ve been, you know, the I don’t have a specific industry. There’s a range of different industries that we work with, but finding me through LinkedIn, or the EOS microsite are the two main locations, which is often a worldwide website. But yeah,

Debra Chantry-Taylor  34:54

That link in the actual

Ryan Sharpley  34:57

Yeah, really just people that are You know, needing help and wanting sort of that level of support and someone sort of in their corner to help them. You know, that’s where my sort of ideal work comes from is really making sure that I can get in with the team, I love being involved with the businesses and helping in a genuine way. So.

Debra Chantry-Taylor  35:18

And as of course, as EOS implementers, we offer that opportunity to kind of spend 90 minutes with us and just understand the EOS model, the EOS tools, and make sure there’s a real fit as well for the for the person you want to work with. So they can contact you and booking for that 90 minute meeting. Right?

Ryan Sharpley  35:32

Yeah, I’ve actually got to today. So I’m looking forward to sharing some time with some people and ya know, it’s going to be fun. So and I think that’s the whole point. It’s just that awareness and understanding about what ALS is and how can help them so and that’s what I love doing is sharing that experience with people.

Debra Chantry-Taylor  35:51

You and me both. That’s great. Hey, look, Ryan, thank you so much for your time. It’s been a pleasure to talk to you as always. I look forward to seeing you in Sydney tomorrow or Wednesday, whatever it is. Yeah. Yeah, sounds good.

Ryan Sharpley  36:02

Debra, much appreciated. So yeah,

Debra Chantry-Taylor  36:04

Absolute pleasure. Thank you.