David Ko
speaker
161 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
David Ko’s voice in public audio — every appearance, attributed to the second.
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Appearances
I mean, and they're like, oh, it's fine. You know? And for some people it works, right? For me, that doesn't work. I'm plugging in that battery every night and I'm going to make sure I charge that battery up. Others will let it go pretty low. Everyone's a little bit different. That works for them. I've asked some of my friends who charge it, go really low.
And they're like, well, if I charge it too much, I get stressed. I'm like, oh, okay. It can work the other way. Interesting. So it's got to kind of work for you and how you want to recharge and different techniques that you want to do.
I've learned to like... take the space to give them space so we can actually have a proper conversation. If you find someone at a really low percentage, and I may ask that person, like, how are you doing? How are you feeling? And they, and most of the time you just want a, I'm good. Because then you just want to keep going.
And I find that often in the business world as well, not just in the personal world, but in the business world, we don't want a response that Or sometimes we don't have the time to be like, if that person who you're asking the question to says, I'm not doing so hot and I'm not doing so well, then what do you do?
So I'm very intentional when I ask some of these questions to individuals so that I'm ready for that response if it's I'm not doing well, like a 5%. So I kind of want to frame it there. I love that, yeah. I think sometimes you rush through these conversations. Yeah. And then when they do tell you they're a five or a 10, I think the best things that I have found is you have to be present for them.
You have to listen. You do such a brilliant job at that, Jay, because even in this type of environment, we know as we have this one-to-one conversation, if I was telling you I was a five or a zero, you'd be all in on this and you would hear me out. And then you would start to tell me, okay, let's talk about what's causing that.
And I've had at times where family members have come to me and said, hey, I'm out of five. And we start to break it down. And I said, let me put it in another way for you. Think about your phone. And we do checks on our phone. And there's things on your phone that drain your battery more than other applications.
And they're like, yeah, it's like when you go and Apple shows you what's draining or taking up all your memory. And what happens when you start to delete some of those things? Or what happens when you start to recognize what's causing it? They're like, oh, my battery is much more efficient. And I'm like, yeah. So what's causing that in your personal life right now?
And we try to create analogies of different things. And so it doesn't become a space where all we're doing is talking about all the negativity. We're trying to draw parallels to different things in everyday life. And so that it doesn't become such a charged conversation. And that's kind of the recharge concept as well, where we're like, let's talk about your mental health.
Because sometimes some people don't want to talk about their mental health. But when we bring up the battery conversation or how to recharge, it's just a different framing. And again, this is something I think you just do brilliantly to bring everyone in. And I try to do the same thing there as well.
And that's part of being a lot more present and intentional. As leaders, and I'd be curious now for you as CEO as well, we're expected to have all the answers. We're expected to make many different types of decisions. We're expected to play roles in HR, but also company strategy. And when you take a step back, you can't make every decision. And then there's always things that are the unexpected.
Take your car analogy. So when you had your car and you were at 30%, you were probably with someone, but in the back of your mind, you're going, how am I going to get home? Where am I going to charge? And you could do this probably better than most, but you still want to be present for that individual that you're with or your friends that you're with in those conversations.
And what I find is sometimes we as leaders have to make the space. Sometimes we as leaders have to show something that you do absolutely brilliantly is to show a vulnerable side to them and talk about our own stories. I find that many CEOs today aren't vulnerable. I, for one, was not very good at being vulnerable.
When I wrote the book, though, I was just taken back at how many people who I met for the first time were so open and honest and vulnerable with myself. And it got me thinking, well, if they can do it, why can't I do it?
And if I started to show some of that vulnerability at work, if I started to give a little bit of space and more time for that conversation, would that then make it just more open for others and more safe for others to have the conversation? Because if I'm not having that conversation and saying, here's my own journey, then they may feel that it's not okay for them to open up as well, right?
I'd just be curious, like you as CEO, right? I mean, you've got all these different businesses. How do you do that with your own employees?
So good. So true. Right? That's so true. There's a spectrum of stress.
In the book, actually, I interviewed Dr. Aditi Noorakar. And you met her. Yeah, she's wonderful. Fantastic, right? And we got into this whole conversation of good stress, bad stress. Use stress, good stress versus bad stress, distress. And we talked about how good stress could lead to resilience. It could lead to growth. It actually could lead to a stronger culture.
you're never really going to have a stress-free work environment. Agreed. We're always going to have stress at work. We're all going to have deadlines. We're all going to have things we're going to want to hit. But not everything has to be, just like you said, 24-7, 365. Because at some point, it's going to stack so much that you as a leader are realizing you're probably not being very efficient.
Your employees are probably not working super efficiently, not working well together. And they're probably, you've caused a lot of bad stress, distress in their life. That's leading to things like anxiety, depression, and then starts to lead to physical ailments. Because we know there's a linkage between your mental health and your physical health.
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