Your energy is your most precious asset in your business and sometimes you may feel that it needs some love and attention. It’s important to give yourself permission to protect your energy and do whatever it takes to look after it well.
Sarah:
Welcome to the Spirit of Business, episode number 91, protecting Your Energy with Matt Murphy and Sarah McCrumb.
Matt:
Hi Sarah.
Sarah:
Hi Matt.
Matt:
Today I’ve noticed something from a conversation I just had with you around the fact that I’ve probably withdrawn myself a little bit without really noticing that I’ve done that. But when we’ve been having a conversation, I’ve just noticed that over the last week or so, there’s been sort of this element where I’ve protected my energy because, you know, I’ve noticed that I’ve been withdrawn, not to the point where I haven’t been functioning, but just to the point where I’ve probably been a little bit more protective of what I would otherwise be doing, which is being out there always pushing, always trying to speak to as many people as I possibly can. You know, check in with everybody, making sure that everybody’s okay. I’ve kind of not done that so much in the last week or so where I’ve sort of just let things happen or sort of quietened down a little bit. And, you know, there wasn’t anything that I did that was, you know specific or I didn’t mean to do it. It was just something that I’d noticed that’s occurred. And it’s actually been quite good because it’s probably slowed me down a little, it’s probably, I feel a little bit calmer, I feel a bit more grounded, and I just want to explore that because sometimes we try to do things and we say, okay, I need to calm down, or I need to quieten down, and then you’ll force yourself to do it. But I’ve noticed that hasn’t been the theme this time around, it’s just been something that’s naturally occurred and I haven’t resisted it. Maybe that’s the point, that just maybe in the past I’ve resisted that thing, I must be busy, I must go and do something, I must call somebody. I must, whereas I’ve probably resisted that, but not in a forceful way, but just in a natural way and I just would like to talk about this protection of energy or the way that we are as human beings and when to push and when to sort of accept and, you know, we know these things, but it doesn’t always just work out the way that we want it to work out. So I’d like to explore that sort of energy principle with you today.
Sarah:
I think a lot of business owners are quite nervous about being more withdrawn or being quieter. I notice a lot of people really feel that they should be out there all the time. But if you think of the toll that that takes on your energy to be like that, it doesn’t feel very natural to me. And I don’t think that it’s sustainable at all. And I think that any business that requires you to do that, even if it’s very successful, to have people performing in a way that isn’t long-term sustainable, is actually very, I think it’s really risky. And I’m a big believer in listening, like listening to ourselves and understanding what we need. And I’m like, it’s for me to hear you saying you did it for yourself, you didn’t resist it. I think back over the years that I’ve known you and what that would’ve been like a few years ago where probably I would’ve had to say, you need to take some time off. Literally. Like, because it would’ve gone too far. You wouldn’t be able to withdraw a little bit anymore. It would be like, okay, go home. So that’s beautiful for me to actually see you talk about it so clearly. I think one of the fears that people have, and it would be interesting to hear you talk about it, is that if they pull back a little bit or have a period of being quieter, that that’s going to have a negative effect on the business. What’s your experience?
Matt:
That’s definitely the case. And one that, you know, I experience with myself, but other business owners as well is around this fear of being quiet. You know we thrive on being busy. We thrive on getting things done. We love that sort of knowing that there are more things coming through from that point of view. And there is a real fear about being quiet. And I’ve experienced that over the years where I don’t like it when things start to slow down. And so then I’ll generate the activity out of fear that, you know, it’s got this limiting belief that it’s gonna stop and we’re not going to get the work coming through and we’re not going to get, and I see that and a lot of people in the same situation as me from that experience of just business owners that continually push the boundary of doing so. And there is this fear, and maybe that’s what’s happened without me even knowing it, is that maybe I have this more of a trust that I can have quite periods of time. Because, I talked to my wife and she said, the worst that I get is if I actually have got time and I’m not busy. That’s when the mind starts to work and I send myself crazy. So, I think that there is this concept of wanting to remain busy because, you know, you’re being productive and you know, things are moving in the right direction. When things slow down, you think the momentum’s going to stop. And so I think we live a lot on momentum and once you sort of generate the momentum, it then continues to flow. But when the momentum starts to reduce, that’s when we have a fear that you have to then build the momentum up again. And that takes time and energy. And it’s like, I remember for years I was worried about, you know, stop going to the gym. I went to the gym, you know, and exercising rigorously. We’ve spoken about this for, you know, 20 or 30 years. And some of that was because of the fact that I didn’t want to stop because it’s a lot harder to go back and start all over again than keep the momentum of it going. And it’s a bit like that in business is that I think that we are fearful around slowing down because it’s like, you know, then that big generator, when it winds down, you got to wind it back up again and it takes a lot more energy. And there’s another thing that creeps in too I’ve noticed is around thinking, what if I become so lazy, I don’t want to do it again. And I know this is all really, really insane sort of, you know, irrational thought processes, but for some of us that have lived that particular way all of our lives, and it is a trade off a lot of business owners that I know is that you think, what if I wind down and going, I don’t want to do this anymore and therefore get a taste of another life and never want to drive that generator again at that same level of momentum. So all these fears and thoughts come in when we start to have the time and the energy to have the conversation in our own brain. You’re going, oh, I don’t know whether I really want to deal with this. I’ll just go and find something else to do. And probably what I haven’t done this week is found that other thing to do.
Sarah:
It feels to me like a pretty significant conversation in that case because I can relate to all of those things. It’s probably not as strong. I’ve seen it very strongly in some people, but I can really relate to that question. Like, what if I just, I look back on a day, I remember there was a time in my life I was working in somebody else’s business. It wasn’t mine and I was really just helping out. So I did whatever I needed to do in the morning and in the afternoon I went for a bicycle ride all around the canals of London. It was amazing and I felt so healthy. And it still stands as a kind of symbol for me of a time when my life just was very, I don’t know if comfortable was the right word, but it felt kind of like there was a nice balance in there. And I don’t achieve that most of the time with business. And I long for it in a way, at least I have this image in my mind that there’s something that I’m longing for sometimes that feels difficult to reach. So I think that these are really important questions because what it brings me to is if we really could design the way that we work, which I believe we can, and I think we sometimes don’t, but if we really could do that, would we actually make the choice to do it differently from how we do it the moment? Because it’s so easy to think, oh well I have to do it this way because it’s really the only way that can be done. There’s no one else who can do this or there isn’t another way to do it, or this is how everybody does it. But is it?
Matt:
Well, I see what stops a lot of business owners, and I’ve had this conversation just recently with a few others around this concept of guilt. There’s a guilt element that comes out that sort of, you know, that’s not right for me to go, and like you spoke before about bike riding around the canals, it’s like, hang on a minute, you’ve got a responsibility to do something. And then we actually end up feeling guilty that we should be doing something, we should be working harder, we should be generating, we shouldn’t just sort of, you know, bike ride around the canals, we should be, you know, more productive because there’s a wiring there and because there’s a wiring there, what happens is that there’s this guilt that goes on in our brains. And I was speaking to a business owner the other day on that specific issue and we’re talking about, you know, there was this time that she felt compelled to be at her desk for eight to 10 hours a day being a good leader in the organization because then that actually means that other people see what she’s doing and therefore will continue to do that. And I said, but how’s that work for you? And she goes, well I don’t want to do that. And I go, what would you rather do? Work for four hours a day. I said, well now you’re working for four hours a day. So giving yourself permission and then actually going and doing it because we have this wiring that suggests that we shouldn’t be doing that. Because to be a good leader, for example, as an example, we have to be seen to be constantly doing, doing, doing, doing, doing. Because then we expect other people to do, do, do as well. And then it’s sort of this weird way of operating, but it’s all caught up in this I should and because I’m not, I feel guilty and I see that a lot.
Sarah:
Well it is a bit weird if you think about it, isn’t it? Because you feel like you need to work really hard so that other people will work really hard. You don’t really want to work that hard. They probably don’t really want to work that hard either. And then the worry is, well, if I don’t work that hard and they don’t work that hard, none of us are working, nothing will ever get done and this business will all fall apart, and da da da da da.
Matt:
Exactly.
Sarah:
It’s like it’s quite weird when you start to unpack it, and I really question like, I know that for example, if you’re a creative person, working hard at creativity doesn’t produce creativity, actually you just need time to go out and you need space for ideas to come and ideas to shape and you can make yourself feel guilty and think I’ve gotta be doing it all the time. But that’s not going to make you create better. You can also completely avoid creativity and pretend to yourself that you are, you know, getting inspiration or whatever, walking around the trees and you’re not, you’re actually just avoiding it. So that, I think there’s a, there’s a line in there and I think of Seth Godin who always talks about being professional. I think if you, you know, you see yourself as a creative person, you need to be professional or if you are running a business, you need to be professional, not an amateur. So the interesting question for me is how do we work really well? How do people work really well? Do they really work well the way that we expect them to at the moment?
Matt:
And you’re right about the inspiration and that’s the thing that I’ve probably learned over the years as well is that sitting in front of a computer doesn’t necessarily provide me with the inspiration or the creativity to then develop the next product or the next service or to develop the next thing in the organization or to think, oh, we actually can achieve this and this and this if we actually go about it a different way. And yes, you can fool yourself into thinking, well, I’ll just go and do something to create that space. But I’m also conscious that sometimes you just need to go and create space because of what we spoke about at the start of this, is around protecting energy and fatigue. And then there’s other times where you need to do it, where from the perspective that you need to find some creative space. So it’s almost like what do you use your time appropriately for and where should you be to go and actually, what’s the best place or the best environment for you to be able to develop whatever you’re trying to develop or do whatever you’re trying to do or be productive in whatever you’re trying to be productive, should you be in front of the computer? Should you be out as you say, bike riding with the canal, or should you be out walking? Should you be having meetings? And it’s a really sort of interesting thing, but it’s almost like we’ve got to break the cycles and the patterns and I think at the moment we’ve got a wonderful opportunity with the way the world is changing because of the pandemic and because we now have this forced acceptance around how we can work and we don’t have to be, you know, in the office for eight to 10 hours a day, which is this common acceptance. And I like the fact that people are now choosing to be where they’re working, their environment, the hours and that great flexibility because I think this is really the opportunity for us to break some of those wirings and those patterns and that guilt and that expectation around, you know, this is the way it’s always been, so we must continue to do that particular thing. So I think we’ve got a really great opportunity to be able to start to be a little bit more fluid and flexible around our being and being in the appropriate place at the appropriate time to produce the best result.
Sarah:
Yes, I don’t think there’s anywhere in nature where there’s this sense that the pressure has to be relentless and it never changes or performance so to speak is constant. Wherever, you know, you can look in countries that have seasons and it’s very clear to see the rapid growth in spring and this kind of flourishing in the summer and everything going so quiet in the winter. But then I think about the tropics and perhaps it’s almost the other way around, that in the summer everything stops growing. It’s really hard to grow things in the tropics, even in the subtropics it’s really hard to find vegetables and things you can grow in the summer, but in the winter everything grows. It’s the opposite way around. But there’s a pattern and there’s a sense of seasonality. And I think the same is true for our energy and I think the same is probably true and it may be different in different businesses, but it’s part of nature. We are part of nature. Doing business is really part of nature because it’s run by human beings and the pressure we put on ourselves to be like machines instead of natural human beings doesn’t do us good. I think there’s a huge difference between being professional and showing up and making decisions and standing in your decisions, for example, than trying to turn yourself into a performance machine.
Matt:
And I agree with that and I think that we’ve learned over the years to avoid that sort of seasonality and the natural like it is, it’s very natural to go through that particular process and a lot of animals go through that natural process of hibernation and those sorts of things as well. Not to that extreme, I don’t think we can get to hibernate for three months of the year, although some people do. But I think we’ve learned to become, as you say, very machine-like in the way that we approach things. That this constant level of expectation of performance of patterns and that there’s no excuses or there’s no ability to sort of just maybe slightly calm that down because if you’d finely tuned that particular way, and I know that I have, and I know a lot of business owners have is they’ve actually got themselves into that pattern of being very machine-like and finely tuned from the perspective that they’ve been able to do it for decades and operate at a high level for decades. Now, the result of that for most people, because we know it’s not sustainable, and I don’t know anyone that’s really gone beyond a decade without them probably falling down at some particular point in time from a burnout as we call it perspective, but if we actually started to follow the patterns of seasons as an approach that would make a huge difference I think in terms of saying, well, okay, this is growing season so let’s make sure that we are, you know, we’ve got our energy really ready to grow the business at that particular point in time. And if it’s the dormant season, then, you know, protect our energy and protect ourselves a bit and know and I think that’s the element, this trust, trust that the growing season’s going to be there. Or at the moment, I think what happens is that we don’t trust the growing seasons are going to be there. We don’t recognize that we’re in winter, okay, in the southern hemisphere. We’re in winter, it’s dormant so to speak, and we don’t recognize that we are going to get to spring again. We think okay, we don’t know what season we’re in. So we just think that, oh, hang on a minute. We could be in spring, we don’t know and therefore we’re going to have our energy producing like spring when we’re actually in wintertime or we’re in autumn coming into winter. And I think that that’s it, it comes down to this element I think of trust, trust that it will be there or trust that you’ll be able to find your energy or produce your energy or know that the flow will be there and not just keep fighting against the fact that you’re in a different season, and stop acting in spring energy when you’re in winter, for example.
Sarah:
I think one of the best things that I have gradually discovered, I would say very gradually is that, for example, if my energy feels slow, then slowing down is the right thing to do because it’s actually going to produce better results in that moment than trying to go fast when I feel slow. And that if I feel for example, like very efficient to go with that, being efficient, but don’t expect it to be like that all the time. It’s almost like the rhythms or the feelings that we have in life are actually the right thing. If you’re in touch with them, they’re the right thing for what you need in order to get whatever the results are you’re looking for.
Matt:
Yes, true. But then I can’t help think about the fact that, you know, I was talking to another business owner today and basically they’re saying it’s frantic, I can’t get resourcing. It’s a big issue for us in Australia at the moment because of the pandemic and you know, we don’t have a lot of international travelers coming into Australia to support the demand that we currently have at the moment coming out of the pandemic. And we look at that and some of this sort of is forced on us, not just, you know, we don’t have necessarily the control or feel like we’ve got the control over what’s happening to us. And therefore, you know, how much of it is us influencing it and how much of it we influence because of what’s actually going on in the world. So it’d be nice to be controlled, but a lot of time I don’t think we have that luxury.
Sarah:
Yes, I mean I think if the situation like that, that’s more of a situation that probably pushes you to come up with new solutions. You have to be creative in that kind of situation and think differently. So when there’s pressure, when life is putting pressure on you, in a way, I would say it is actually another example of the same thing. If there’s pressure, it’s almost like a pressure to make you grow, to make you look at things differently. So again, if you can go with the pressure, if you fight the pressure, it just, it’s much more painful. It takes a lot longer. But if you can recognize, okay, there’s pressure here and actually, really allow yourself to open up like, how could we organize our people or our business in a different way so that we can work with the resources that are available rather than wishing we had resources that simply aren’t available. Because we have to do that as human beings.
Matt:
And that was exactly the conversation and where it went to as I said, well, you know, you don’t have it, so you got to find a creative solution. So I went to that exact point, the creative solutions. And then the other bit was just, well, you just have to manage expectation. You have to manage other people’s expectations and get alignment and you have to manage your own expectations and get alignment with yourself and not just keep thinking you can deliver on the same outcome and the same basis without necessarily having the same input. So it was a very strong conversation around saying, Hey, you just need to calm down yourself and then calm the people around you down too, to ensure that your energy is in line with your ability to deliver. And that’s also another thing too.
Sarah:
Yes, because I watch people work and work and work and I understand the pressure they’re under. I understand the deadlines and the things that have to be done and they’re the only person who can do it. But I also watch what’s happening to them as they do that. And the warning signs are really tangible and I just ask myself what’s the point? I really understand. I’ve felt those pressures and I’ve worked really hard and I’ve done all of those things, but honestly, I look at it and I ask, what’s the point? And then I wonder, could there be a better way of doing it? And you’re just not even looking for it. You’re just making assumptions that this is the way it has to be. But if you looked at it differently, if you said, I really don’t want to be like this, I really don’t want to be working until midnight every night, seven days a week, I’ve had enough, I have to find another way. That’s when things begin to change. I think we tolerate the machine mentality barely. We tend to complain about it. It’s like, oh, I’m working like a machine. Oh, I’m working 80 hours a week. We complain, but keep doing it. So if instead of that we could say, no, I don’t want to do it this way anymore, I must find a better way, then we begin to be able to go with our natural energy more, but without sacrificing the outcomes or the results. Because very often there really is a way that you can actually do what you are always wanting to do and you really don’t have to do nearly as much for it, but it won’t show up if you’re not looking for it.
Matt:
But it’s interesting, what I find is that usually there is an event that occurs in somebody’s life that actually has to hit them over the head with it like a hammer, which is, you know, in this situation, the family, the kids are starting to go off the rails a little bit in this particular circumstance because there wasn’t enough time from parents supporting the children through what they were doing. And so, you know, they recognize us spending too much time not focused on the balance of the family as well as the business. And so that’s the forcing bit that says, well, you know, that’s a big reminder that if that’s occurring because you talk about what’s the point? I think one of the biggest points about life is when you give life and you’ve got children and making sure, you’ve got a responsibility around those and those people in your family. And so from that perspective, or you get unwell or you burn out or all those sorts of things, is that they’re the signs, but you want to be able to, as you say, choose to actually change before those signs and events turn up. And that’s the point, what do I choose?
Sarah:
Yes, I really would like people to discover that place where it feels safe to listen to yourself, where you don’t feel that you are risking your business or everything will fall apart and it’s almost like a feeling that life is on your side. It’s not against you and it does actually work. And that if you need to slow down or you are slowing down, for example, you just are slowing down and you find yourself trying to resist that, which is very difficult to give yourself permission to slow down in that place and recognize that what will happen as a result of it will be better not only for you, but it will be better for the business. And no one can say in what way. It could be that somebody else steps forward and shows a skill that you never knew they had and everyone feels great about it. It could be that the business actually needed a bit of space. Everyone needed some space, everyone needed to slow down and as a result, they’re refreshed or they have a new idea or like no one can say because each situation is unique. But I know from working with so many people that if we can allow ourselves to listen and that’s not always easy, listen to life, listen to the signals that are coming through us, it works better.
Matt:
I one hundred percent agree with that. And it’s something that we’ve discussed and you know, you’ve taught me around, you know, trusting that the universe is not necessarily against you, but it’s on your side. So there’s a trust element for that. The other thing that came up when you were talking about then is this concept of permission. Because one of the things we also feel as business owners is being judged constantly. And so therefore it’s like, okay, if I take the foot off the accelerator a little bit, somebody’s going to go, oh, what’s he doing? He’s a bit lazy, you know, he is not necessarily pulling his weight at the moment and you know, I’m working hard and he’s not, if you’ve got a business partner or if you’ve got senior executives in your organization and so, therefore, you’ve had a fear that other people are going to judge you around your performance and your levels of input and output from that point of view. So I wonder whether, you know, the answer is around creating an environment where you seek permission or you talk to people and say, Hey, at the moment right now I’m probably not a hundred percent feeling like, you know, I want to work at this particular pace. I’m just gonna work at that particular pace for a period of time because the energy feels right. That’d be a very difficult conversation to have with people that aren’t aligned and in tune with that. But I wonder where that sort of fits into the cultural element of the way that we are as business owners.
Sarah:
Well, I think if you wanted to do that other people would need to have permission to do that too. It would need to be across the entire culture and most people probably can’t even begin to imagine how that could work. It’s like, well, you know what? Nobody will want to work. Nobody will show up, though I can just imagine the ridiculous conversations that would be had. I don’t know. I have a bit more faith in human beings on the whole, but I don’t run a really large organization and I don’t have the problems other people have but actually what I do experience is that generally speaking, if you trust people, if you give them responsibility, genuine responsibility, where it’s not you taking the responsibility and then pretending that they have it, you give them responsibility, you give them respect, and you listen and you treat people well. People will be mostly generous in what they want to give and they’re also very reasonable and very human. And I really feel that we could make far more human organizations by allowing ourselves to be human but not, it’s never can be just you. I do have this picture that somebody could come along, it’s like, oh yeah, I’ve discovered my way of leading, but everyone else still has to work like a machine to support their way of leading. I don’t think that that would last for long.
Matt:
No, absolutely not. That’s why I’m saying it probably has to be a cultural change in an organization, around giving people acceptance and permission around, Hey, I want to work this particular way and at the moment this is what my outcome is going to be based on where I’m currently at the moment from an engineering performance perspective. And it is built on trust. Because there’s a lot of people that will or won’t be the right people, that will abuse that particular trust if we have it. And this is the fear too. It’s people abusing the trust that we give and that’s another concern that we have typically as business owners around, well I’m very happy to trust, but a lot of people are actually not necessarily in the right mindset where they actually will be responsible with that trust and therefore abuse that trust. And that’s the other thing that we’re constantly fighting as well.
Sarah:
Well, that’s putting a bit of a red flag in front of me. I would challenge anybody, if you have that problem, I would really challenge you to look into yourself honestly. I think it’s very easy to say, oh, I’m willing to trust, but people abuse my trust. But if you’re experiencing that kind of thing, there’s always a reason for it, which lies within you. Now that’s a bit of a deeper thing on the whole, but at least to know that if that’s happening to you in my language, that’s happening because of your energy, that’s something that emanates from you at a certain deeper level. And, it doesn’t work to walk around saying, oh yeah, well look, I’m fine, but nobody else is fine. We are much more connected than that.
Matt:
We’ve certainly learned that over the years as well as whatever’s actually happening in an organization is usually being projected by your own energy as the leader of the business, so to speak. So certainly agree with that concept.
Sarah:
And there’s a simple way maybe that I can open that up. It’s quite deep stuff. This, and it’s not always easy to explain in a podcast, but there is a place where you can look if you think, oh, I don’t know quite what she’s talking about, you know, I’m really willing to trust people, but people abuse it. The place you can look is really how you treat yourself. This is where it shows up. And what I find always in that kind of case is there will be a way in which you are abusing your own trust of yourself. You may make yourself super trustworthy to everybody else, but how do you actually treat yourself? How do you treat the inner self, the real you? And if other people are abusing your trust, you will be doing that to yourself. And that’s important.
Matt:
Absolutely. And I find that especially with the way that there’s a real secret, or not really a secret, but there’s an indication about that with the way that you physically talk to yourself, you know when you actually berate yourself. I see people, it’s funny, if you’re on the golf course and you’re playing with people and they abuse themself, you wouldn’t talk to anyone the way you spoke to yourself. And usually there’s an indicator that if you call yourself an idiot or stupid or whatever when you’ve done something wrong or made a mistake, usually it’s a good indicator as to the way you’re treating yourself <laugh> and therefore you know what you’re reflecting upon other people.
Sarah:
Yes. I remember doing a session with a fellow accountant, not from your company, when he woke up to that, you know, very, very kind, very, very nice person in every way that you can imagine. And yet when he started reflecting on how he spoke to himself, it wasn’t just, you’re an idiot, but there was a lot of swearing. It was like extremely abusive actually, and abusive of his own natural trust as much as anything else. And that’s such a good example and what you said because that’s exactly where you see it. And if you treat yourself that way, other people will treat you that way too. That’s just the way that it works in life. That’s the pattern of energy.
Matt:
So if I think about, you know, where we started the conversation today around sort of, you know, energy and sort of the flow of movement of energy and the resistance against that natural flow and then what we just spoke about then in terms of self-talk. And it really does, there’s just a really strong theme for me coming into this conversation around trust, you know, is trusting the energy, trusting yourself, trusting other people, you know, there’s a really strong sense of being able to, and if you’re able to do that successfully, you can quite easily see how much of a better life that you’ll be able to live in that because you’ll just trust that you’ll know you’ll be doing the right thing at the right time. That the people will also be doing the same thing and there’ll be just this nice flow. It sounds very idealistic, but you can kind of feel it from the conversation we’ve had today.
Sarah:
Yes. And you know, the other thing is that these are things we learn, we get better at. Sometimes I think when we talk about something like this, it feels like, oh, I should be able to do that right away. But what I find with all of this stuff is you get better at it and every step you take is better than where you were before. So you don’t lose by giving it a go. You can make mistakes here and there, but you were going to make mistakes anyway. You might have made bigger mistakes. We make mistakes all the time, so that’s not a big deal. So let’s make them. But beyond that journey of making it better, because that trust that you’re talking about is really, it’s a trust in life. It’s a trust in the natural rhythms and patterns and experience of life. And that’s something we can’t get away from because we’re alive. And so it’s much better to be in alignment with it.
Matt:
And I think you make a very good point around that, you know, we try things and then if we don’t do so well with them, we can be quite harsh on ourselves again. And then we think we’re not moving forward. But, fundamentally we are moving forward just because we’ve learned a new thing from applying that particular principle and I think, okay, well I’ll change that bit. So it is about once again, being kind when you are going through change too.
Sarah:
Yes. We started talking about protecting your energy and in a way what we’ve talked about is a lot of different ways of protecting your energy. It’s important to protect your energy.
Matt:
Well, it’s been another great chat Sarah so thank you very much.
Sarah:
Thank you. You’ve been listening to the Spirit of Business with Matt Murphy and Sarah McCrumb. If you’d like some insight into the spirit in which you do business, a great place to start is by looking at your relationship with money. Find out more by taking the Money scorecard@moneyscorecards.app and we’ll be back next week.
