David Ko

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.

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.

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.

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?

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?

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?

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.

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.

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.

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.

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.