Synergy IQ: 0:01

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Daniel Franco: 0:20

Hi there synergizers and welcome back to another episode of The creating synergy podcast. My name is Daniel Franco and today we have a very highly regarded and respected individual on the show, head of health that ends at Bank, Mr. Brendan Rinaldi Brendan is an Executive leader at the ends at managing the health sector portfolio, and he's focused on creating high quality leaders managing their well being, which he believes leads ultimately to high performing cultures. Brendon is a mentor to many i Father and grew up on a farm which is still in operation today and something he's very very passionate about. With a background in accounting and restructuring, banking and finance. Brendan previously worked for PwC and KordaMentha. Before joining the AI and Zed he now leads large national and state teams and has done over the past eight years with a real focus on creating a world class culture with a values based approach. Brendan is always keen to develop and expand on leadership skills and bringing the best out in others particularly with a passion around well being and performance. And he's put a lot of time and effort into his own leadership and development in this area. He is a highly sought after speaker and asked to discuss the great well being initiatives that he and the team have implemented at the ANZ Bank on top of this. On top of this Brendan was one of the masterminds behind the very well regarded Anza Community ball which raises hundreds of 1000s of dollars each year for charity. In this episode, Brendan and I talk about his journey from early in his career in sporting days to becoming one of the youngest executive leaders of the N Zed. We also deep dive into his learnings about building a team from scratch, diversity and inclusion, his background in sport and how it helped him succeed as a leader, the importance of connecting with clear and constant communication, how he managed an Australian wide team from the distance, the benefits and return on investment when focusing on the well being of the team. He's non formal approach to his personal development, life after the pandemic risk of burnout and why it is important to focus on the well being element he's involved in in the einzige community Bo, and we both love reading a lot. So we spoke a lot about some amazing book recommendations. I know you're absolutely going to love this episode. And if you would like to learn more about some of the other amazing leaders that we've had on the creating synergy podcast then be sure to jump on our website as synergyiq.com Or you or check us out at the creating synergy podcast on all the podcast outlets. Cheers. So welcome back to the creating synergy podcast. My name is Daniel Franco. today. We have the great man Brendan Rinaldi, thank you for coming on the show. Brendan.

Brendan Rinaldi: 3:09

Thanks me, Daniel. It's great to Great to be here.

Daniel Franco: 3:12

So Brendan, you are touted as one of the youngest executives in the banking as a banking history to one of the youngest people who have made an executive role within a and Zed in the in the history of the bank. Can you tell us a little bit about your journey to where you came from, from youth football to transitioning into the corporate life to become a consultant to where you find yourself today?

Brendan Rinaldi: 3:38

Yeah, sure. I'm not sure. In history, but I was recent years. Yeah, I mean, I was quite young, obviously going into into a leadership journey with ANZ. And yeah, I guess my background is accounting. I started at PWC and worked in sort of audit and tax for a while hadn't got my CI ticket and then went overseas and traveled as all young people do, and, and got back and it was middle of GFC. And I didn't want to work in in audit anymore. Now I was quite quite dry. So I spoke to the audit partner who originally hired me and I said, I want to try something differently. So we'll cover recovery, a hiring. So I did did about 12 to 18 months in corporate recovery, we would PWC and I was at an event. And I know you're big on networking. So. So yeah, I was at a networking event. And I ran into a couple of guys who were ex Anderson and we're working at KordaMentha. And my sister actually started at Anderson and before she went to invest in young and I was having a great time with those guys. And they said well, what are you what are you working for PwC for you guys, you need to come and work for us. So So I went and worked well. A couple of coffees later went and worked for KordaMentha and did that for four years. And then I ended all the banks wherever biggest clients back then. And because you'd typically be appointed as a receiver of a company, and, and I always when I was at PwC, I wanted to make partner when I was a quarter mentor I want to make partner and I thought the best way of getting there would be to put yourself in the client's shoes. So as part of my development, spoke to the leaders there and said, I'd like us to comment at one of the banks, unfortunately, through through another connection at ANZ. And I guess, I guess building that over time, they called one day and said, Could I go on secondment there and it was a 12 month secondment, which turned into a full time role. And I really enjoyed it. So I guess my step into leadership there was, I'd only been there for about 1212 months, and was actually just coming up to the birth of our first child. And it's one of those things where I think I actually worked good Friday at Easter, just to get everything off my clear the decks and send him off, I've got everything under control. I don't need to do anything for the next couple of weeks, everything's under control. So I can really just embrace the birth of their first job. Anyway. Yeah, so he was born. And then the following morning, I got a phone call from the boss saying, Can you come in for breakfast on on Monday, I want to chat to you about something. Suddenly, it was from the guy who was ultimately reporting reporting to we sort of had just had a restructure. So we had a new boss, and he was just changing, changing the decks a little bit. And so I went for breakfast with him. And he just said, you know, talked me through your strategy around agri in particular, which was kind of the area that I was working in and talked him through that strategy and said, I want to set up a dedicated division, this is in the risk area, and I want you to run it. And I said, I've only been at the bank 1212 months, I don't even have any direct reports. Like you're sure you're gonna run a table, he sure I'm qualified for this. And he said, Yeah, we back you, we think you've got what it takes. And we'll make sure we've got the right support around you to make make sure you're successful, which was, you know, when I look back on it, it's so good to have someone like that put so much faith in Yeah. And so I had to build a team of 22. Nationally, it was in the distressed area. So this we're talking customers that are at risk of default. And particularly in the farming side, it's very stressful, obviously, for people. So it was there's a lot of empathy and compassion required. And for me, it was less about numbers, I'd obviously been an accountant worked in banking. And so I turned to sort of self study in psychology, and because it was all about just, you know, helping people through those times and helping them get out the other side. And I think just leaning on my sporting career similar to yourself, I played a lot of well football growing up, but you know, not at AFL level, but at reasonable levels that next level down and, and was always sort of part of leadership team. So I sort of leant on that sort of team approach. And I guess everything you learn in that environment and and a lot of the teams I was part of were quite successful. So I think you sort of gather that recipe for success is a team that that's really cohesive plays well together as a team and, and all those one and not so much. A team of great individuals, I've been part of one of those teams before and should have won the grand final but didn't even make the prelude final just because too many champions instead of the tip champion team

Daniel Franco: 8:28

Exactly.

Brendan Rinaldi: 8:28

And are really right, the work sort of shown a cause done on on that around, you know, realizing your big potential. And I think Google's done some studies on that to to show that it's not necessarily the survival of the fittest anymore. It's the survival of best fit, because it's how you've best fit into a team to make that team perform. So I guess a lot of that was sort of my approach to leadership. And I guess that's how I got into leadership. And since then, I've had I've moved on to this is my fourth leadership role. So I moved to Adelaide in 2017, which was the big leadership roles. So that was becoming state general manager of SA and NT, which I did for for three years. And then sort of internet threes, I took on who as well. So at sa NT and WA, and more recently, I've just been appointed, you know, about five months ago to the head of health through our corporate institutional business. So that's really working with our private hospitals, our large aged care providers, retirement living, and that sort of thing. So all the community stuff that you love, all the community stuff. That's right, there's,

Daniel Franco: 9:36

there's a lot in that journey. Obviously, sport will touch on sport. He committed the cardinal sin of leaving, leaving the consulting firm that you're working for and for the client that you're working for. How did that go down in its in its first moment, did you discuss that with you or your ladies at the time?

Brendan Rinaldi: 9:55

Yeah, it was a tough, obviously tough decision. I really enjoyed working with KordaMentha the culture there was sinsational obviously had a great relationship with the owners of the business Mark corner and Mark manthra. And going from a big organization like PWC, where you don't really have that sort of connection with with an owner. Obviously, it's a big partnership practice, but it was just great to be able to have that ability to, to talk to them one on one. And decisions were made really quickly because they are in the business so they can make decisions. very swiftly. So look, it was an eye opener, an honest conversation I went back to, to both of them and probably the leading Melbourne partner, a guy called Craig Shepard at the time and, and just said, Look, ANZ it's made me really good offer. And I really enjoy what I'm doing there. And the insolvency business was quite was, which is where I was working most of my time at KordaMentha was was pretty quiet at that time in 2013. So So yeah, it was Yeah, I had the blessing and KordaMentha is one of those companies that that sort of still supports their people once you go on. I think that's yeah, I've still got incredible support from from those guys. Yeah, mock mentors, a great mentor. And he's actually the the godfather of my my daughter and things like that. So I've still still got the benefit of leaning on them. But their approaches is that once someone's worked for KordaMentha, they've always got the KordaMentha brand that they carry with them. So they really want to support people even once they go on. So it's it's a great, well, it

Daniel Franco: 11:20

works in roundabouts. Right? If you ever need help, give them a call.

Brendan Rinaldi: 11:23

That's right. Yes, right.

Daniel Franco: 11:25

It's a good attitude to have.

Brendan Rinaldi: 11:26

And okay, even if customers find themselves in trouble, it's good to be able to help them talk to someone to say, Yeah, I know someone in this space in who's worked in corporate turnaround for a long time, there might be just worth a discussion. And you know, things can always come out of that. So

Daniel Franco: 11:43

how did you? How did you find the the working to basically let's start back where we jumped into the NCAA role? Yeah, in creating a team? Yeah, scratch, first real major leadership role. Really large learning curve? Yeah, what were some of the practices that you put in place early, or learnings that you sort of sought after early?

Brendan Rinaldi: 12:09

I think it's a, it's a so when I say I built a team, I guess I was given around 10 or 12 incumbents from the bank and then had to recruit the rest. Yeah. It's a bit of a help and a hindrance, you've got this amazing ability to build your own team, because on the other hand, you can walk into a team that's already built, and you have to inherit that and they have to inherit that culture and then change it, whether it be good or all bad. And change things. When you build it from scratch, you can actually target the people you want. So we had quite a, an aggressive, or I had quite an aggressive strategy around diversity. Also, I've always been a big believer in diversity of all thought of all parts, not just not just gender, but that background and thought, the cognitive diversity that you need in a team. So yeah, together with the, I guess my two, I say, at the time, we sort of put our heads together, alright, who's, who are some of the best bankers, we can target to get into our team, who are some of the best, you know, consultants or insolvency practitioners in the market externally, that we can go and target and who are some of the better lawyers that we can go and target so we can actually bring this team together with all these different skills that can all leverage off each other. Because I think when you hire people, you've got I've got to identify three or four competencies, and I've kind of got to tick off at least three of those four like it, sometimes there's too big a gap for people to come up to speed in a row. But for the accountants and the lawyers coming in there big gap. So approach to customers would be right there, their knowledge of process, and insolvency or accounting would be really high. Where they'd be lacking is banking. So if you had a good team of bankers around them, you'd get them up to speed for the bankers, if they were lacking around broader knowledge around how how the whole process works from a legal perspective, then they've got lawyers around them to talk to as well. So that diversity, just drive a really strong, cohesive team from the start. And you know, I've got my favorite photo is the day I actually left that team. And the gender split was around 5050 was probably more in favor of women, which, you know, running an agri business, and we started I think we're 20% women. And like I said, Good luck trying to attract women into an agribusiness team. Well, we soon proved him wrong, but I think we had people of all different backgrounds in terms of, you know, multiculturally, like where they came from in terms of legal profession or accounting profession, in terms of age group, we had people really young people in the team and we had some people that had been very progressed in their careers. So I think just creating that really diverse group and we're just not, you know, I guess we were very close and I think Yeah, creating that team environment, we did the BMW triathlon together as a group we did we enter the, to the ions, Id staff ball together as a group, we just did stuff together. And we all enjoyed each other's company. And I think we genuinely came into work every day to see each other. Like, that's how close we were. And that's. And I think that was just that the whole thing from the start was just creating a close knit group of people with diverse backgrounds that would complement each other and just create a really great team. And because we're working in a distressed environment, you needed people that could, could lean on each other. And some of the friendships that were formed in that groove are still really strong today. And that was, yeah, that was sort of seven years ago. So

Daniel Franco: 15:43

if you could pinpoint one reason that why you were such a tight knit group. Yeah. Could you pinpoint what that would be?

Brendan Rinaldi: 15:55

I think it was, I was very lucky that. So I had a team in Melbourne team in Perth, in a team in Brisbane, and we sort of managed nationally from those three key centers. But I think the great thing was, was that the leaders that were in those, I particularly the one in all, actually all Melbourne, Perth, and, and Brisbane, were all great as well, and they sort of drove just drove that culture really strong. So I think picking those sort of direct reports, right, with similar sort of values, and that similar, you know, team approach really drove that connectedness and cohesion as well. Yeah.

Daniel Franco: 16:36

Did you? Did you enforce behaviors? Like, did you create expectations? Did you say these are the values that we work to? And we're going to hold each other accountable? What was your way of creating that culture where a these leaders felt empowered to continue and work to create, you know, a better environment for all? Yeah, do you set some direction for them?

Brendan Rinaldi: 16:56

Well, I guess as an organization, we set we set our values, we've got our core values that I answered. But I think it was this more probably the level of communication, like even though we were scattered around the place, like we would talk a couple of times a day on the phone, and we'd always be talking about what's happening. And and I think that this high level of communication created clarity, and we could always vent to each other if we Yeah, cuz sometimes is certainly, certainly times of conflict when you don't agree with an approach taken to handling matters when you're in distress. And you might get tired by saying you're just, you know, to do something in terms of let's just resolve it this way, when you want to resolve it another way. And somehow, and I think just that communication gives you the ability to bounce stuff off of each other and not sort of build it up.

Daniel Franco: 17:49

Yeah. That level of communication creates trust, isn't it? Yeah. And then with trust, it creates the ability to engage and work well together.

Brendan Rinaldi: 17:58

Yeah. I think it's one of those things that first is on itself. I think once you build a good culture, with good leaders in place, you naturally attract the good talent as well. So it's, it's self fulfilling, you just keep you keep building on it on a good team. And so we Yeah, I mean, some of the talent that were attracted to our team that's sort of going on through the organization, it's probably the proudest things I look back on. And I did send it to my boss the other day, I sent him a note to say, and I was in Brisbane, the other day, and I saw, you know, I listed off three or four people that have progressed through the organization. I said, you know, we recruited these people in and it makes me really proud to see their progression. That's probably the best thing. The best thing ever as a leader. Yeah, back in a grade. So it's

Daniel Franco: 18:39

brilliant. Yeah. Your career in sport. We just jump back into that. Yeah, I'm really, I'm one that pushes is quite a fair bit, actually. I believe, fundamentally, sport, specifically team sport creates a really great foundation for people who want to move on into the career into the corporate world or into business in general. Yeah. Do you believe that your background and you know, obviously, playing high level and it was a VFL? Yeah. And the waffle player? Yeah. That the high level of football AFL football that you played, contributed to your success as a leader? Yeah. And managing your team?

Brendan Rinaldi: 19:21

Yeah. 100% otherwise, probably similar to yourself. I've always been always just watched leaders really carefully and just wanted to pick the best parts out of out of them and why they're successful. So I guess I wasn't heavily involved, but I was on Collingwood's VFL list in 2010, which is probably just in the lead up to when I took my first leadership role. And Mick Malthouse was coaching Collingwood at a time but what Mick was really well known for is that he knew the individuals in his team really well like, and he knew how to make them fire so like he'd know exactly what triggered he'd know your interest and what triggered you and how to make sure you could perform as an individual he spent as you spend time with you, like, not me directly because I was on the on the VFL list, but this is just what I'd heard and the way I saw him interact with players. So, you know, one of the first things I did as part of my first leadership roles, I sat down with every individual team and I had a list of questions. How long have you been in the bank? What's, what's the background of the career? What's your family situation? Where do you live, so I knew how far they were from the office to home. So I got an idea of their commute time and their pressure and just what they're working like their home environment was as well as their work environment. What sort of motivated them what they wanted to do next? So just getting to know the person and how to make them perform. And I think, yeah, when I look back, a lot of that did come from, from sport. And I just think that whole doing the right thing for the team and my people I've worked with, actually, in the past probably get sick of the sporting analogy. But you know, it's true, like if everyone plays a role, and you do the right thing for the team, the scoreboard takes care of itself.

Daniel Franco: 21:07

You could not get a more cliche,

Brendan Rinaldi: 21:10

you cannot get more cliche, but we get I guess, in corporate world, sometimes you get so focused on the numbers. Absolutely, you get so focused on the surveys and the outcomes. But you've just got to focus on doing the doing bit by bit, right, and everyone playing their role, right, and all that other stuff just takes care of themselves like so, you know, definitely focusing on our people first, which I think is another thing that gets missed by a lot, we sort of focus more, I guess, on the customer and the outcome. But if you don't focus on your people, they won't service your customers, as well as they should, and you won't have as happy customers, and then your results won't be as good as well. So I think there's a process that you need to follow to get to the outcome, not not focusing on the outcome. And I get very critical of, of leaders who put their priorities up and I'll have customer financials, yeah. Compliance, and then people and sometimes I don't even have people on there, hang on you people should always be at the top. Yeah, it's the same in sporting life. If unless you've got people on the field, you can't, you can't perform. So you've got to start with your people and their health and making sure they're at the best fitness they can be making sure in the best mindset they can be when they take the field. Otherwise, your chance of winning is slim, right? So why wouldn't you focus on from an organization perspective, making sure our people are in the best environment they can be when they come to work. And I guess in this environment at home as well, making sure their home setups well, but also making sure they've got the capability to execute on their role really well. And then I get that anxiety in terms of am I doing this? Right? And I guess just building that. That other piece, which you would know well is it's not just always up to the captain, you need a number of captains on the field and a number of people to speak up and give you feedback. So creating that culture is really important as well. So

Daniel Franco: 22:59

yeah, doing the one percenters is

Brendan Rinaldi: 23:01

doing the one percenters, right, all that. But I think there's so much that sport can learn from the corporate world and corporate can learn from

Daniel Franco: 23:10

vice versa. You know, just on the one percenters that my coach drummed into me. Time and time again, football coach Creek coaches, was always about doing a one percenters was doing the little things. Yeah. And they accumulated in the big things. Yeah, there's even talk and my coaches didn't go to this extreme, but I think it was the name of the Chicago Bulls coach that took them all to Jackson. Yeah, it was it Phil Jackson, it was NFL can't remember which one it was, but it was his number one rule was have to wear good socks. Right. And we were great socks that were made properly and your feet would feel comfortable. Because if you didn't wear the right socks that could crease up. You get blisters and you will less spend less time off the on the court. Yeah, right. So the 1% is then a little things everyone so he ordered good socks for the whole team. Yeah, to make sure that they didn't get blisters, which meant they make more court time. Yeah, those sorts of things really stuck with me in my career pay for the preparation point of view doing doing the right things. Time and time again, you

Brendan Rinaldi: 24:18

know, as well, is it I think it's James clear in atomic habits or building sustainable habits that talks about one percenters as well and a little things he spoke about. I think it was a cycling team who, even through pillows, pillows and they they design their their trucks so the dust could get into the gears and things like that. So they did all these one percenters? Yeah. And, and obviously, the performance came through as well. But yeah, absolutely. And we're not when we translate that into into numbers and doing the one percenters and actually treating our people, right. Yes, you. What I'm really interested in is did you focus on that when

Daniel Franco: 24:58

growing your team or is that Something that you've developed and grown into over time, or is it just sort of give give our people the right environment for themselves to flourish?

Brendan Rinaldi: 25:07

Yeah, I think there's, I think there's a bit of a natural way that that sort of evolved into my leadership. Or the way that I lead in terms of the first couple of teams that I lead, which were, which were different to, I guess, coming to Adelaide and leading a bigger team that I couldn't necessarily say as much the first two teams, I lead, obviously, the first one was Melbourne, Perth, Brisbane, I could get to see all those staff quite regularly. And I was in touch with those leaders every day. In those offices. The second leadership role I heard was just Victor's role leading corporate agribusiness and emerging corporate in in regional, but there was a smaller team and are all we were together all the time. So you could you could lead face to face. And then when I came, so it was a while. So when you there, I think that collaboration and cohesion is a lot easier to drive. Yeah, you get that instant feedback. You talking all the time, so you can be really clear. But when you go to lead a team that's very vast and and I remember talking to a good friend of mine shine Macquarie who's, who does a lot of work with a lot of organizations, but but mainly probably known for his work with Richmond footy club when he went there in 2017, around culture, and I'm like, I just need to get my head around trying to drive this workforce that I can actually see, like, like they're everywhere, all through South Australia, Northern Territory. And you know, I can't do that some of that sometimes it's just one person in one office in a narrow court, for example. So I guess I had to build on communication strategies around a weekly email or weekly video to the team and, and the team here, were really a group of great experienced bankers who knew what they were doing. But our growth was just flat, like we weren't. So and there was a, there was a severe lack of just engagement. Like I think people are doing what they've done for a while, and yeah, and and good at what they did. But I guess the key thing to me was I was at a leadership conference, with ANZ it in 2018. So I was only sort of probably five months into the role. And the boss asked the question, the first day of the conference, we all had to split up, I think we're in about 12 or 13 groups, there's probably about six or eight to a group. And he just said, if there's one thing you could focus on to drive performance in your business, what would it be? And we sort of went down the path of processes and policies and things like that. And that's the discussion that our group got into, and I just said, Iran, how about what if we just focused on the well being of our people? And yeah, well, beings a bit of a buzzword now. But it wasn't that long ago, when it was sort of that sort of fluffy word that people was like I Yeah. And we sort of fleshed it out. And I just sort of said, look, I think the team that that I have is highly capable, I just think the engagement needs to lift and we just need to show a bit more care and just, you know, make a positive change for our people to make them feel better about coming to work and focus more on their well being and being the best versions of themselves. Another cliche there, but But it's funny, because we actually picked that as our group to mention. And we were the only group out of the 12 or 13, to mention well being, and we spoke about it. The following day was this was pre pandemic, he said, This is pre pandemic. Yeah, this is early 2018. Yeah. But the following day, we came back, and you had to do the exercise. Again, about 10 of the 12 groups said we want to focus on well known people so you plan at the start was kind of just and then for me that was validation to go. Actually, this is on the minds of Iran, people just haven't been talking about it.

Daniel Franco: 28:59

So we what was it? Sorry? What was it about the well being was like the lack of engagement that sort of threw you off? Yeah. And like seeing some distress in your team? Yeah, obviously with the type of work that

Brendan Rinaldi: 29:09

you do, and I just think they were just going through the motions like girls just like Holly capable, but just turning up going through the motions No, no excitement, none of that sort of silly team. cohesion and and yeah, I take it Tiger strategy day. The first one that I attended, was just all about we had all our product partners come in, it was all about just products, policies, procedures. And then the next one that actually ran as the leader which I had some control over. We had we had we had like Tom naming come in and talk about his seven seven secrets to well being we had James Morrison come in the world's best trumpet player, come in and talk about you Culture he does a brilliant talk around the wire like similar to I guess Simon cynics will no injuries places around the wire, but James Morrison's a brilliant motivational speaker as well. He's one of the cleverest guys you'll ever meet. But he came in and we talked a lot around community culture well being all this sort of stuff. And at the end of it, people were just weigh out, I guess they came up and said, We've never seen anything like yeah, it's there's never been so much of a heavy focus on us. And I guess the radical part for us was, I don't think it was that radical. We always have promoted flexible working, but we just said, We want everyone to spend four hours of their work week dedicated to their own health and well being whatever that means to you. Like, there's no nothing specific around doesn't mean you have to go for a run or walk. But the team actually did catch on, people were doing some amazing things. And I'd get feedback, people go for a walk at lunch and said, Oh, my Oh my God, I've come back, I'm so much more productive. Now that I've done that I've cleared my head. If I had been at the desk all day, I would have been just going through the motions, groups were going for runs together at lunchtime, one guy moved out and the whole team went and helped him out for afternoon. I think we had about six people quit smoking. Well, it was just just that just fed through. And I guess where that came from was a good friend of mine shine, who I mentioned earlier in the piece was it was at Richmond in 2017. And he came and spoke to our group early on, and he spoke about how one of the things I didn't at the start of 2017, I looked at the training program of the group. And I actually cut the training program down by 20%. And gave it back to the players and said, Here's your own, this is your own time. Now, if you need to do a top up session, you do a top up session, if you need to focus on, you know, go and get a massage or well being or recover you do that. So it's your it's your time, it's your well being. And I thought well, 20%, that's a that's a full day, it's probably a bit much. But I can probably do 10% for hours, if you sort of work to a 40 hour week, which a lot of people wouldn't but that's the old pace. Did

Daniel Franco: 32:07

you do it over? It was a four hours in one hit? Or was it four hours? I

Brendan Rinaldi: 32:11

spread it over the way?

Daniel Franco: 32:12

What if someone had five like we monitoring that? No, no,

Brendan Rinaldi: 32:15

no, no, it was just a message. It was a pure message were set yourself a target to sit for hours out of the week, dedicated to your own well being some people you know, but I think the flow on effect even just even in some parts of the community talking about well, one guy going coaching his his son's Junior football team. So he leaves twice a week at four o'clock or something. So and and he was nine in this. He's in doubt. And he was nine in that community as the as the banker up there and they said are you get time off to how do you get the time off to come and do this? He said, Well, you know, we get told we get promoted to take for four hours a week to dedicate to our well being. So I do this as part of my well being I coach my son's football team. And they're like, well, that's, that's very good at the organization to do that. So that sort of starts to feed through Well, the community community as well. Yeah. And it's Well, obviously, its benefit to the community as you get people going to do that sort of thing as well. So

Daniel Franco: 33:13

there's a, you know, you talk about the 8020 rule, not so much. From a well being point of view, but the Googles, the Atlassian, the Microsoft, these sort of companies, they do allow that one day away, but more for more from the point of view of the staff, being able to spend it on the work that they enjoy doing. Yeah, right. And you get things like Jira, and Gmail, and all those sorts of creative ideas come from the day where it's like, you can move away from your everyday work. Yeah, and do something that you love. And then all these great ideas. Yeah, come out of it. And the health and well being aspect is the same thing. It just adds so much more benefit to their own lives and being able to connect with family and being able to go home is as a more mentally fit going home as opposed to being rundown and drained all the time.

Brendan Rinaldi: 34:01

You know yourself from going for a run, how many ideas go through you? Oh, and you go around, especially in? Exactly.

Daniel Franco: 34:10

Yeah, no, you're right. Do you place a lot of emphasis on your on your health? I mean, you're obviously good looking strapping young man, that means you put a lot of time and effort into your unhealth

Brendan Rinaldi: 34:20

I have this year. And look, it's been up and down. I mean, I always when I'm when you're playing sport at a high level, even at a local level, and you'd leave where you know, right at 430 or five to get a training on time, you'd find you're always getting the work done, and sometimes a lot more productive. So that's I guess the other thing in the back of my mind that's validated that when when you stay fit, and you actually dedicate time to that, and you put deadlines in place in your calendar to get stuff done. You actually do get get things done and but look, I guess the first year I became a leader, I was the same year. I quit football. Sorry, the second year I was late it was the year I quit football. I didn't do anything for that entire year and that's probably the worst of felt ever and I just said to my boss, I'm just running 100 mile an hour, I'm not dedicating any time, I've just had my first child as well. So you know, that's like you interrupted. So then that, you know, went through that for 12 months period got back into my health and fitness. Another point of interruption was probably you know, every time you have a child, I think when you get this disrupted sleep, it does impact your, your routine, so. So I guess there's when I talk to people about well being sometimes it's circumstantial in life as well, sometimes you can't help what happens. So you can always be dedicated to going to the gym, but this year in particular, I've focused a lot on it. And for me, it's been three or four times a week at the gym every morning. So just get up and go at six o'clock, from six to seven, I'll be at the gym, three to four, four morning's a week, always have a really healthy breakfast to start with, whether that's a sort of veg fruit sort of smoothie, and, and something pretty basic for breakfast, but I'm sort of always thinking about it from that perspective. And it's interesting, what probably keeps me in the gear and was thinking about this was there was a book that I read at Christmas that my mom gave me called can't hurt me by David Goggins.

Daniel Franco: 36:14

There we go good, and changed my life as well. Yeah.

Brendan Rinaldi: 36:19

And I know others have said the same thing like that. He's an interesting guy, if you're listening to him on a podcast very often. But I just think the power in his mind to do some of the things that he's done correct. And when he talks about those, the lengths that he's pushed his mind to, to build resilience and he sort of references that to like when you go to the gym and you get the calluses on your hands or he's talks about you know, getting the calluses in your in your brain so that you can push yourself harder and I just think he probably made me reflect and go Yeah, I need to do have a bit more discipline get back into what works best for me. Yeah. And not Yeah, he's a no excuses sort of guys. And he and and he was brutal. Like for a guy to go through seal. The seal trip? Yeah. Three times or something. What was it called? Hell Week. Oh, we got through Hell Week Three times, which is probably the plus he did. Was it rangers and then Delta Force. Yeah, he's

Daniel Franco: 37:18

on broken shins. Yeah, that was I had to use duct tape. Yeah, so like it just? Yeah, he's almost stupid. Yeah. When you talk about calluses on the mind, I think that was the one thing out of that book that really stuck with me. How do you build those calluses on the mark on your brain? Yeah, the callus has been, you know, obviously, the grit and resilience that you can build by by pushing yourself. That book was the reason why I decided to run at the start of the year, I listed that book late last year, I decided to run 1000 kilometers for the burger. And you know, then coupled with atomic habits, which you mentioned, I thought, what a better way I'll 1000 kilometers. It's 3k day, 15 minutes, 1516 minutes a day. Yeah, I can hit that not a problem. And I started doing it. And now I think, well, I'm probably sitting at about 13 1400 kilometers, so far this year. So I've eclipsed the 1000. I'm trying to get to the 1500 mark. I don't think I'll get there. But by the end of the year, but that has built so many more cars. And I've felt invigorated coming back into work every single day, you do have more energy might sound silly, 15 Kilometer runs now. And if you've got more energy, it doesn't make sense. But it actually does work.

Brendan Rinaldi: 38:37

Yeah. I think. Yeah, I'm not. I don't, I haven't followed Tony Robbins a lot. But he's, he has something about the guru or something on Netflix. And I did watch that one just out of interest, but not your view. Yeah. But he was very big on just finding the energy. And I think that is the key to a lot of things, finding your energy. So it does come with, like I said, going for a run helps you find the energy. I know he does a lot of sort of that cold therapy as well. It's got the plunge pool. And you know, that's something that I've got involved in the last 12 months or more thanks to actually Alex laws and I'm not sure whether you know, but she's a local as well. He used to be I think she competed in the Commonwealth Games and was a sport like a personal sort of sports coach in the in the US but she's now based in Adelaide, but she she's big on cold therapy. So I've been doing the cold showers for 2012 months and I find that helps. Well,

Daniel Franco: 39:31

you read the Wim Hof cool.

Brendan Rinaldi: 39:32

I haven't read that. I've heard a lot about Yeah, that sounds good. The breathing the breathing yes with the cold but I think just finding those elements to just give you energy like even I try and time my coffees at the right time during the day to make sure that that gives you that little bit of kick when you need it as well but I think that is critical finding the energy and but also with that getting the right making sure you get the right rest and recover it nice

Daniel Franco: 39:58

question for you In this not not anywhere in the notes already we spoke about but do you find that the just getting older you start noticing because when you're young playing footy cricket, whatever it might play sport, you have so much energy you just have there's always this sort of pocket spare that you can get on. Yeah. As you get older you realize no, I really need to concentrate on eating the right foods sleeping, maintaining this vessel, which is carrying my brain around the whole Yeah, it becomes so much more important. The only yet

Brendan Rinaldi: 40:32

yeah, I think you have to be more deliberate around it. I think you I read another book I'm sort of writing at the moment is fearless by Pippa Grange. And I guess as you get older, you sort of understand things a bit more on how your body works. And I think obviously, your metabolism does slow down. Yeah. You know, you're not as strong. So when you go to the gym, you can't think you're 20 anymore, otherwise, you will just do an injury. So I'm very conscious of not trying to lift too much, because then you get you'll get tight through the neck. And then when you're working at a desk all day, that just builds into more problems.

Daniel Franco: 41:05

And then you walk down the street and all of a sudden you're back go. Yeah, exactly.

Brendan Rinaldi: 41:11

But I think you know, particularly as you go through, I guess the middle of your life, you are having kids, you're getting more disrupted sleep, you know, that's also a time when you're probably taking on, you buy your own home and all this sort of stuff. So you're taking on debt for you, it's like starting a new business. For me, it's taking on a different leadership role and moving state. So you've got all those pressures that you didn't have when you were younger, either. I think it does disrupt your sleep, you know, you're taking clients out, so you won't, you might not eat as healthy if you're traveling. You know, having traveled recently, like it does take it out. If when you go to person, there's a three, two and a half hour time difference from here, and you leave at seven and you land at seven and then you you go out for dinner that night, like it's a huge day, it actually does start to take it out of you. And we probably don't you notice that once you pick it up again. But I think when you're in that rhythm pre COVID, you just sort of took it for granted. But they're the sorts of things that would run you down. I think that's where you just have to pause and take note of it a bit more, make sure you're looking at yourself. So yeah,

Daniel Franco: 42:14

going back to the well being stuff that you're doing. we digressed and went down a rabbit hole. So we'll come back up, which is great. That's good. the well being of your team, you said that they were flat, they weren't getting the results as being stagnant. Whatever it might be, once you introduce the four hour rule, yeah, not rule or way. Did you see improvement in the team? Did you see improvement in results?

Brendan Rinaldi: 42:42

We saw a huge improvement. And I think it's probably we can't put it down just to that individually. I think there was a moment in August, there was that moment. But there was also, I guess the way the beauty of it was, again, the leadership team that were underneath, underneath me, all resonated with them. So they all went pretty hard on it as well. And we're sending go ahead WhatsApp groups with our teams, and we're sending stuff around what we're doing. So take a video at the gym or something like that and start to promote it. But we also changed our structure a little bit. So. And I think that that also helped us. We changed our structure. So we had a bit more of a focus on building capability of our team, and being faster for our customers as well. And just creating more support for our team. So there's a few little structural things we changed as well within the business. So I think well being was a big key part of it. I think also just changing the structure a little bit helped as well. But yeah, we saw a huge uplift in in numbers like I think, yeah, the KPMG report that was done around well burning that said, you get a for every dollar you spend on wellbeing, you get $1.30 backs, that's a good return on investment. But, you know, the results that we saw far outweigh that. And I think the the key thing for us was it always thought getting a result on other blocks would be easy. The hard part's always sustainable results. And I think initiatives like that around well being if you bring it in the danger is it sort of wears off on people are getting very enthusiastic about looking after themselves and doing something different, but then it dies off. So you've got to actually come up with new ways or new people. One of the keys for me has been I'm certainly not an expert in this space. But we've got some amazing resources locally here in Adelaide, and they would be in every every state but you know, so may it's been Tom Namie of Healthy Minds. It's been back Smith from Samory. People like that just getting them in to do might only be a 30 minute talk or just educating people on the neuroscience of the mind and how your brain works when you're feeling this way or that way. And particularly when we're going into lockdown. We had bet come in and do a session around here you might be feeling and stuff that I think that all helps helps people just educate our people on the way they might be feeling and thinking so But yeah, I think I'll ultimately, if you are creating, as we said, at the start the best environment for your people the capability that will being placed around making sure that they bring the best version. And so ultimately, what drives businesses productivity? So if your people are feeling good, they'll be more productive. Yeah. When you're more productive, you're going to get results. So I think it's about balance. You've got to go on a journey. It's not just, we'll introduce this and your job's done. Yeah. It's like culture. It's ever it's forever evolving. And you got to change with

Daniel Franco: 45:30

and as part of an ecosystem. Yeah. Both Beck and Tom. Yeah, I've seen no back end of spoke, not having never spoken to Tom seen him speak. I should say, both targets for these podcasts are actually organizing catch up shortly. The pace that I'm interested in that, because I was that was a question that I was going to ask you, as you introduce for for our idea of spending that time on your health and well being it can become stagnant over six months, you introduce new people, these sort of things can fall away. Yeah. Is there? It means you hold people to account to that as a leader. So you say, have you done you for hours? Like what what do you do to make sure that people are? Yeah, putting time and effort into some, you know, some might not see the importance, or the younger folks that are coming through might think I'm fine, I've got enough energy, I can keep pushing, I can burn the candle at both ends and get through. What do you do as a leader for for people who are in that way?

Brendan Rinaldi: 46:34

I think ultimately, you have to get them to be self driven around it, you can't actually force people, I think it's the ability to, to offer it, to educate people. And to try and get others to embrace it around them as well. And then naturally, I'm not wonderful stuff on PayPal. So I won't just go Yeah, you've definitely got to do this, I'm going to hold your account to your for hours, it might be something that pops up in conversation, if I was having a coffee with one of my team and say, here's you, here's your health and well being What are you doing, you're spending four hours and just in casual conversation like that. But then I guess they'll they'll sort of notice it because you you are bringing people in every couple of months to talk around a well being toddler and things like that. And it just starts to get embedded in the organization of it. So the problem with that is a lot of apps coming out around the well being Yeah, you'll find and a lot of challenges and things like that, you'll find that they and I even involved in it before so we can get your views as well. But you find that people does a huge spike in uptake at the start. And then it just Peters off. So the key and whoever finds it's probably going to do extremely well. But the key is to try and find that that uptake, and of course, it's going to come off a little bit but to keep that engagement at a reasonably good level. But ultimately, it's got to be has to be self driven at the end of the day. I don't think people can, you know, I think for leaders, you offer the education you put on the agenda. So I think one thing that we did do as a business we had on the agenda for every meeting that we had, what has the well being of our people, do we need to be doing more? Or is there anyone in particular, we need to be concerned about those sorts of conversations? Which which drive other conversations, but But I think ultimately, you've just got to create a platform where people can drive it themselves. You have to as a leader lead by example. Yeah, right? Exactly. A lot of the petering off that we see is purely and it comes from, yeah,

Daniel Franco: 48:30

this is what I want. Because I've heard it's a good thing to do for the team. And this might get me more productivity, and it's introduced for the wrong reasons, and, uh, might be some uptake. And you might have some, you know, early adopters that jump on and go, Yeah, this is great and bring people along for the ride. Yeah, but if leadership is, and this goes with anything, right, this goes with culture, this goes with business improvement, this goes with well being, if leaders aren't on board, and they're not acting, or they're not contributing to the everyday success of what they're actually trying to achieve, yeah, leading in a way where people can look to and say, actually, you know, what, this is something I am seeing improvement in his or her attitude. Therefore, that might be you know, and I'm getting the benefit from that. Maybe that's something that I can do. And, you know, people, people do have the tendency to look up and say, What the what their leaders are doing. Yeah. And if they're not doing it, then if it's not good enough for them, then why don't want

Brendan Rinaldi: 49:27

that's where those Yeah, and I think there's so many avenues to tackle like, fitness is one thing as you know, yeah. Diet is as a as a society. I think we don't understand food well enough. And as you know, I'm a massive fan of James Miyuki in the world. Yeah, he's doing and he says he pointed a few things out to me. James's

Daniel Franco: 49:44

podcast blew my mind when we sat down with just some of the work he's doing is amazing.

Brendan Rinaldi: 49:49

Yeah. So it's food. And then the other thing I mentioned, like them around that rest and recovery, I don't think isn't enough emphasis around, rest and recovery as well, making sure Yeah, I think Shawn a core in his podcast around around big potential talks about Yeah. So him something he does is just create that. Yeah, he finds the times of the day when he's, he's at his most vulnerable. And he says it's the first half an hour when he wakes up and the first half an hour before he goes to bed to make sure he starts the day well, but also finishes the day well, so you can get a good rest. And so he calls it creating a moat around his day, and the first 30 minutes of the days for him and the last 30 minutes of the day is just for him to unwind as well. So finding things like that. So yeah, I mean, there's so many facets like tiny habits again. Yeah, exactly. Like Tom with these seven secrets to well being. Yeah, he's got seven elements of the wheel. So there's always different elements you can focus on as well. So there's plenty of training to to be delivered.

Daniel Franco: 50:50

Yeah, correct. Yeah, I think as leaders when when you're not going to get it right. All the time, right. At least we can show that we're giving it our best. Yeah, yeah. We, we have to be vulnerable in that moment, too. Yeah, we're not always gonna get it right. And we're gonna make mistakes, and we're gonna have ups and downs. But as long as we're saying to be looking to improve, we're trying to improve every day. Yeah, it's pretty cool. Yeah. What you've you've mentioned a lot of books. Reading, he talks about your research the psychology a lot earlier in your leadership career. How much emphasis and obviously seems like a lot, but how much emphasis Have you placed on your own personal development? I asked the question from the point that I feel like, you know, as part of synergy, IQ in the work we do with businesses, we go in, and we work with leaders, right, and we help them so we've got coaches in our team who can come in and look at their behavioral aspects, look at the way their brain works all the above. Yeah, help them through their leadership journey. The big part of me that always really tries to drum home is that you can do all the leadership coaching you want, you know, you get an hour or two with a coach, you might see him once every month or every three months, or however the sessions. But if you're not going home, and spending time in yourself, trying to develop yourself, whether it is in your in with health, whether it is with your fitness, whether it is with your mindset, whether it is your communication, whatever it might be if you're not trying to improve yourself every day. Yeah, driven individually. Yeah, then I believe you you're actually almost putting pushing it uphill. I believe it's a really tough gig to prove without actually. So the question of how much emphasis do you place on your own personal development?

Brendan Rinaldi: 52:47

Structurally, not a lot. Like I don't do a lot of courses or anything, but probably similar to yourself I and I haven't, I do enjoy writing. I'm not a huge reader because I you know, you read most, most the day you're reading stuff. So sometimes we get to bed, kind of want to switch off all I do try to get in the habit of just going just do one chapter of something or just do something. But even if I'm if I want to sit down and relax at night, even to watch a Netflix or something, I'll try and find something that's of interest. But even if it's something different, I'll try and take out the key point. So yeah, I'm not a I've never been a Formula One fan but watching f1 drive to survive on Netflix. I mean, it's amazing. It is amazing. And what I got out of it was the leaders of each team and the team principles. Yeah. And there's a Mercedes who've won. Yeah, the last seven championships in a row potentially get knocked off by Red Bull this year, but but their team principal toto Wolff is just yeah, there's some he's just he's a he's just an amazing leader. By the looks just looking watching that show. And yeah, there was one. There was one particular episode where Mercedes had a shocking day, something happened with the car and and yeah, Netflix are in his face. You know, what do you think about this? And he's just gone. You know, no, blame. No one. We have a no blame culture here. We just diagnose the problem. We learn from it, we'll fix it and we'll be better next time. And and if you YouTube him on no blame culture, like he's just an incredible mind. He's obviously been incredibly successful at venture capital, or whatever he did before. He was team principal aside, he's but and then there's Christian Horner of red ball, and you sort of just watch all these team principles and how competitive they are. And so I think, even if, if I'm just watching something, I always try and take those bits out of it around leadership, as we as we spoke about,

Daniel Franco: 54:49

but I think that comes from the simple fact that you have put time and effort into your growth. Like, there are so many people that would watch that and I'm just saying this off The catheter and actually no, there are I believe there would be so many people who would watch that and not even pick up those words. Yeah, you know, it wouldn't even be part of the thing. It'd be just watching the TV show to go straight over the head. Yeah. And then that would carry on. And like the excitement that comes with the TV show. So yeah, I'm the same as you like, I watched it. I too, you've got three young kids. They were our kids are about the same age 110 and nine, but when they're growing up, they used to love that movie Sing. Yeah. Yeah. And he started a business and fell hit the like, he lost all the money and whatnot. Yeah. And then he reached out to me. And he said, this line, like the number one thing about hitting rock bottom is like those kids movie, right? So I am the same as you I very much try to pick out the opportunities to learn and grow and everything that I watch. Does that come with the years and time and effort that you've put in to? Or is that just something that everyone does? Yeah. Yeah,

Brendan Rinaldi: 56:00

not sure. I mean, like I said, I've always observed leaders and always wanted to pick out the the best parts of the people that I've enjoyed working for and also seen their bad habits. And so I need to avoid that. Yeah. But yeah, I'm similar to you. Like, I read books to the kids every night as well, and watch the movies with them. And I think some of the key messages. You know, funnily enough, I spoke about showing the Richmond Football Club earlier, I think, yeah, he does introduce some of the kids books into into their things, just because of the key messages in there. There's some powerful messages when you go back to some of those books. And yeah, and I love writing some of those books to the kids and taking away some of those key messages. And in fact, just recently, so you know, The Good Dinosaur as well, yeah. And so in the bottom of the movie, but I was watching, I was reading the book the other night, and, and our theme for this year for our team, because we got lots of new people in our team is all around collaboration and bringing them up to speed and making sure that we collaborate together as a team, but also with our stakeholders and customers and, and really drive that. And I sort of said, and also making your marks really important. And from The Good Dinosaur, there's a passage that says, you know, making your mark is doing something big for something other than yourself. I just thought it was really powerful. Because if you're always thinking about doing something for someone else, how good that makes you feel, but also how how that can help you progress as well. And, you know, those, they've got their mark on the on the silo that their dinosaur footprint. So So you know, I guess as long as just like making making your mark, that's, that's sort of, and that's just kind of that kids will.

Daniel Franco: 57:41

Absolutely, and that analogy is kind of where this podcast was born from. I mean, what In what world? Or what realm? Can you connect and collaborate with people learn about their lives? So they're sharing? Yeah, they're giving back they're learning their experiences, but then in the same token, you're learning. So that's why they This podcast is just amazing. I get some amazing people in the show like yourself, you're telling me about your experiences and your learnings in your, in your everyday occurrences in your workplace? That? Yeah, the giving back pieces is the reason why you do this, because yeah, wants to everyone wants to sort of share their story. And yeah, other people grow. I think it's fundamental and everyone.

Brendan Rinaldi: 58:22

Yeah, yeah, definitely. And there's plenty of there's plenty of content out there. I think that's the beauty. You can you can pick up a good book, you can listen to a podcast these days, you can watch, you know, a good documentary on on Netflix, you know, we're talking even earlier around, you know, World War Two, and just, you know, whilst it's there's some good learnings just to come out of what happened through through those battles, and how those particular leaders lead through that. And whilst it's obviously, you know, was not something that's, that's nice at all. But I think you can take some key learnings out of the way that people lead

Daniel Franco: 58:59

through that. And the ego Buddy was involved with it. Yeah, exactly. That Stalingrad before. And,

Brendan Rinaldi: 59:05

yeah, I was really interesting, because, obviously, taking Stalingrad wasn't part of the plan of the Nazis. But Hitler's ego got the better of him and wanted to take Stalingrad, because it had Stalin's name in it. Yeah. And I think the other interesting part of that so that the Germans put so much effort into that battle, which they ultimately didn't win, but they were completely on top because the Luftwaffe had bombed Stalingrad, and then they had the heavy artillery. That interestingly, the the leader that style and put in on the Russian side, to lead it after, I think after a few months and things weren't going well, he put a new leader in there. The leader actually based his his quarters right in amongst with the troops. So he could be really close and was known to be very accessible for the troops and he was getting the feedback. And he introduced close quarter combat, because he knew that the Germans couldn't use their artillery if they are close, close quarter combat, so they'd only be me, me and your wife. and sort of willing, within the realms of just throwing a grenade, but that sort of helped help them win. But you had a leader that was really close to the ground got really close to his troops. I guess some of the criticism of leadership is it's too high up, and you're not close enough to your to your table and you miss, you know, you're missing the key point. Yeah, well, you're going in the wrong direction, and you're not listening to what your people are actually saying. The other one we spoke about was the Battle of Vi obviously, where the Japanese were well on top there and should have won but the guy was so procedural. This Admiral Agoura was so procedural that, you know, he ordered the planes to get ground artillery get weaponized with ground artillery, which took two hours to do. And they did that and then they realized that the US fleet, as in their aircraft carriers were actually within range or something. So they had to flip back to torpedoes for to try and bomb the, the aircraft carriers. But he wanted to wait until the whole squadron was weaponized with this, rather than just sending them off once though, you know, sending off a smallest squadron once they're all good. But ultimately, that allowed the time for the US to sin there. Yeah. Squadrons and ultimately, but yeah, but if he hadn't been so, I've learned in this book that you have to send the whole squadron as one right. And he had just sent off smaller ones that probably would have been success

Daniel Franco: 1:01:29

being agile, right? Exactly. This is the thing. I love the world war two analogies. I don't love the concept of war at all. But the analogies and the strategies that come out of it, and you just see the mistake for me the whole world war thing like you talk about, you know, there we say his name on this podcast. Yeah, yeah, sure not be named Hitler. It I, for me sending in the way. You and I have spoken about the happiest man on earth, which is the Jedi jacket jacket which, you know, rescue. So he's passed away recently. Yeah. If if you think about the way they were treated? Yeah. So the leadership was saying we're going to put you in concentration camps. And we're going to expect the one thing that blew my mind in that whole piece was when he went after the war. Yeah. And then he went back into the real world. Yeah. And he's communicating with some of these people who treated him incorrectly or following orders. And how and he's question to them was, how do you actually live with yourself? How do you for me those crimes. And so what I took, you know, try to piece all the puzzle together. And you know, what it means to me, and it's who in their right mind, in this day and age would listen to a leader like that? Yeah. And I wonder about the time and why they did. Yeah, if a leader ever asked, and if I only know the people within my circle, and that's those within Australia. But I could almost guarantee that anyone in my circle, if I had leadership instructions to do that sort of stuff would all just walk away and go, Yeah, I'm not doing that. I wouldn't treat another human being that way. Yeah. So that's the whole bit of that. That really, really fascinates me about the world. The war. However, we could get could go that far. I could go that far. Yeah. And the power and control. Yeah, that they needed and the ego that was floating around and just think, wow,

Brendan Rinaldi: 1:03:30

yeah. Well, the other thing I learned, which I didn't know, through the documentaries recently was, yeah, they called them the super army, but they're all hot. They're all on crystal meth. Yeah. Which then has an effect of reducing your empathy level as well. So I think I didn't didn't appreciate that until I watched it. I was watching some of these documentaries. I can't remember the actual name of the drug. But yeah, obviously, you go well, that sort of makes make sense as to why they're all slightly a bit crazy. But But yeah, I didn't get your head around that. But the other after reading Edie jakka. His book, which was phenomenal, actually use one of his quotes at the ANZ community bowl earlier this year, in terms of the way he said, the gift of giving, and how powerful that is, and he couldn't understand why he's dead would say that when he was young, but yeah, as he became older, he could really appreciate the ability of giving, but also read Victor Frankel's book, who was very, which is Yeah, Man's Search for Meaning, which was very similar to Aries, but he went through those concentration camps from a psychologist perspective and told the story, one of my favorites, I think, yeah, I think you and I might have spoken about this over coffee. But the interesting part for me in that and as, as my team are sort of coming out, have come out of lockdowns in Melbourne and Sydney is yeah, the spike of the issues people had once they left the concentration camps, when are in there, they sort of lived in hope of the war ending hope of getting to the other side. But when they actually got out, and they they'd sort of known that what For so long, they didn't know how to adapt back to society. And a lot of them actually suffered severe depression and things like that. So. So I think that sort of makes you think, Well, you know, when there is a significant change in people's lives, or routines or things like that, that's when you really have to focus on that well being piece as well. So

Daniel Franco: 1:05:19

finishing point, do you believe, coming out of the pandemic that we might see, when it doesn't become a thing? Right, right. Now everyone's like, can't wait for it to get back to them.

Brendan Rinaldi: 1:05:32

I think the big risk is, the risk is burnout. For those for Sydney and Melbourne that have been in lockdown, the risk is burnout. And I think that, you know, they've all been quite busy, there's been a lot of change through organizations, through the pandemic, most people most organizations are going quite well and have been quite busy. Aside from obviously, you know, small businesses that have suffered into dentistry, exactly. But you know, you come out, you're going to feel the pressure, and people are going to want to do events, lunches with clients, travel back to the office, all this stuff takes up time in your day, and the work doesn't go away. So they're going to have the work to do. But on top of that, the events, so there is a, there is a shift, and I think there is I think there is a risk of burnout, which is something you just got to keep front of mind. So I think that makes the either step off around focus on well being even more important during this time, just as people change their routines. And just to say, hey, you know, just be mindful of, of your own well being and making sure you don't feel as though you have to be entertaining all the time over these periods important. But just make sure you're looking at yourself, and

Daniel Franco: 1:06:42

have you got any strategies in place for the next 12 months of what your team will like from a wellbeing point of you Yeah,

Brendan Rinaldi: 1:06:50

I guess the pleasing part about it is the boss and the boss's boss in my organization's very focused on well being. So it's being driven from the top, which is excellent to see. So I think it's it's good that you can just sell, you know, promote that consistent message from the top, which is really good. So it will be a focus on the we're certainly doing a lot of things around it. But again, I think it comes back to the discussions with your team and the communication around it. So we will certainly be on the agenda a lot over the next 12 months.

Daniel Franco: 1:07:19

So moving on from the wallbang stuff, and we went down another rabbit hole there. And we made we got out of it, which is great. Did you well, you are very involved with community. Yeah, you do a lot for the community. Obviously being in the room head of health. That's your big part of your role working with the Health Organization's Yeah. Is it Australia wide? Yeah. With Yeah. So the the community or the Anza bowl is interesting when you've mentioned it a few times, how, what is your involvement there? And I know you're heavily involved. But can you explain to the what the idea is and what you're actually hoping to achieve through the red ball, which is March March 5 next year? 2022?

Brendan Rinaldi: 1:08:04

Yeah, look, obviously something I'm very passionate about close, close to my heart, I guess. I really love the Lionshead purpose in shaping a world where people and communities thrive. I love that slogan. And I think with any purpose of an organization, you've got to take that back to what it means to you and how you get energy from it. So when I spoke earlier, and leading a large team that was, you know, that was in different different areas that you couldn't actually see. We'd always start with community, what are we doing for the community, and then and then people and then well being and then and then and then a bit on the business. So community was a was a heavy focus. And what I found in the first year of the role was that we were supporting so many organizations that felt like we're doing something different. Every week like we we do badge day for all Flying Doctors, which is, which is one that we're very close to, but you and you give people for a day to sell badges, but you'd raise like $1,000. And we do the walk with heart straight and you'd raise a few $100 Or that so we're doing something often every week or every second week, I'd put in my my note to the team. We're doing this or someone's doing that. And I just felt we just weren't making an impact. We're doing a lot of little things but not making an impact. Like it was all great. But yeah, one or two grands not going to shift shift the dial. And I guess the other part was we're also a major sponsor of generations in jazz down in Mount Gambier, which I hadn't heard of before I came to South Australia. It's an amazing event. We're about 6000 Kids come together and it's run by James Morrison and he brings in these international artists and it's an amazing weekend the only man Gambia and funnily enough, and just by pure coincidence, Mark, Mark mentor, who I mentioned before, was was chairman of well, he was on the board and then became chairman of generations in jazz because I rang up one day and said, do you know about this general reactions in Jersey City I'm on the border. So we're a major sponsor and and so the enemy Gambia on that weekend and then a couple of months later I rang him and said, I'd love to do something big from a charity perspective that would involve bringing Jenner a bit of generations in jazz to the to Adelaide have seen James Morrison is Motown band play live love it. But rather than supporting one charity, could we support a number of charities and Max was just it was all ideation and maksud. Yeah, and you could get the band who wins the big band down there, which was merrickville that he said you could get them into play over maybe on try and minus? Yeah, that's a great idea. Yeah, what a great opportunity for the kids to play in front of 800 people with their idol, James Morrison. And then, so you put the idea to our leadership team locally, that probably thought I was a bit crazy, we had to find a way to do it. We're obviously not a charity. So we couldn't run the charity event, we found a way to actually get a charity to be the host charity, and then we become the major sponsor. And we effectively underwrite the event for the cost, and then actually managed to get a few sponsors on board the first year and so that, the beauty is, is that all the other sponsors, whatever they contribute, go straight to the bottom line, because our sponsorship covers the cost of running the event. So we had, you know, first year I think, in Daly, or a major sponsor, Kaizala wines or seitan scholar provided all the lines and a big package. So it's your typical night where you can come together. And we didn't want to make it like any charity event, like it was something different, where you can come and it's called the Community bowl, because we want to showcase all aspects of the community of South Australia and it's obviously an amazing place. So we've got amazing food for some of the best wine in the world. Obviously, a lot of craft beer for Jason. And now a lot of gin producers. This year's event we had southern Rock Lobster from down the Limestone Coast on the menu, Spencer golf prawns and smokey Bay oysters like and then some of the wines that were on the on the list were were next level as well. We had local beer house beer as a craft beer option. We had the guys from Hills distillery, donate gene to Gene bar, we had a couple of huge packet winery packages, and the art. So the idea is people get a dining experience, they get an entertainment experience, because we've got the big band winners from generations in jazz, which has played a bit like jazz over on Tremayne, we get James Morrison, he's big tip, big Motown band in concert after after mine. And we also do a big live auction style auction and a car raffle. And all that goes to the charity. So we were usually put in 12 charities and there's six majors or six major charities or participate in the pool. And the other six charities walk away with a guaranteed $5,000. So this year, we raised 335,000. So the major charities walked away with 50,000 each. And it's not just the money because on the night, we also do a short video that goes for about five or six minutes where the charities can actually talk to the audience about what they do. showcase their purpose. And yeah, exactly. So and look, to be honest, there's probably there's over 100 businesses likely that get involved in it. Now in both events we've had we've sold out so we had 840, the first year about 750. This year, we had a scale of it back because the COVID next year's events strictly limited to 760. And I think we've almost sold we've got capacity for 32 corporate tables, which we sort of that's sort of a level of sponsorship, we've only got five, five to sell and we still got a few months to go. So I think it'll sell out easily enough. But there's an amazing additional sponsors on issue like channel 10. So they will they'll do all the filming. We've got LMS energy, so the events going to be carbon neutral as well. They're going to provide enough carbon credits to make sure it's carbon neutral. The guys at Hills distillery I think you're going to provide a whiskey bar as well. We're looking at a champagne bar as well. Callum Han from Master Chef and he's got his business live and spray out here. He's going to work with Gavin Robertson, the head chef to create a pretty cool menu. So so it's a bit of fun, like yes, it's one of those nights where Yeah, Marty partner. I'm not sure if you know, Marty, but he's famous for you know, the pubs around town that he owns. But I loved his comment when it came to the first one later that night. He said, you know, getting the suit on for another charity ball. He's like, do I need to go to another charity? Well, I feel like I'm going to these all the time. He said that. Right. That's one of the funnest nights overhead. No, I'll say that's the biggest compliment. If you get people to turn up and say this is fun. And yeah, I know that they're getting that charity connection. I think the beauty of supporting a number of people Is that you would hope that at least everyone in the rooms got a connection with one of those charities, at least. Apart from variety, which obviously supports a variety of charities, there's not too many other opportunities where you can go to a charity ball. And, and you've absolutely got a connection or you think everyone in the audience got a connection with that charity. And I think for the event, that for the community ball, I think everyone can get in that room and go, Yep, I've got a connection with at least one of those charities, which is a brilliant piece. And it's diverse as well, in terms of the major charities for next year. Backpacks, sorry, last year, operation, Flinders are the host this year. So that's teenage wellbeing, effectively. Summary, which is obviously famous for the research. They're doing. Zoos Si, so the conservation arm, so focusing on on, I guess the Environment and Conservation love align, we've had like, yes, you have two loans. Brilliant. And I think, you know, the, the live auction will have some sort of Manado package with the accommodation and glamping sort of offering up there with the whole safari experience. That'd be amazing. We've got the Jody LEAF Foundation. So they were the host last year as sorry, the huddle the host issue. So obviously, they're focused on cancer prevention, which is the second largest cancer killer. And we've got hot straight center as well. So we're supporting the homeless. So it's a great variety of charities. And then the second the, the minor recipients with the guaranteed five grand is backpacks for kids, which are now about supporting kids that get displaced from homes and life change of foundation and other teenage well being. Sorry, the other major I didn't mention was Royal Flying Doctors. It was the other big one. Yeah, it's been in sight for all which is James. So I'm gonna say make sure James is in there generations in jazz, like so we do support a vast variety of organizations that do amazing work in the community. Look at TED, Ted great feedback. And, you know, your lumbers, another big one that's come on board as a sponsor for next year. Pretty, pretty famous local winery. Andrew kiddo from Kindle, Todd is just I mean, those guys are amazing. But yeah, he provided a Corolla hybrid this year, and he said, he's going to go on better next year. So I'm looking forward to seeing what he's going to throw in the car. Because that is all part of the auction, or is that raffle? That's a cart, that's the major raffle. So it's always exciting when someone wins a car on the night. So. So yeah, like I said, it's something that's been close to my heart, it's been, you know, had some great success. We've raised whatever $560,000 with two events. So it's actually had that impact on the community that we want. And I think it's the beauty beauty of it is that is a community event, everyone comes together. We support various causes in the community. And it's, I think, when we touch on the well being peace and purpose, I think that also, you know, creates the better well being, for our staff, the community and just sort of feeds into all that as well. So

Daniel Franco: 1:17:58

kudos, man, that's, it's an amazing, amazing work. You're doing it were the was it your ideas that it came from? I mean, obviously, you said there was a few that you weren't too particularly happy with? Is it? Did you work with anyone to come up with that idea? Or is it just yourself that was the brainwave

Brendan Rinaldi: 1:18:15

the first call was to mark [inaudible audio] to flesh out the second call was to James Morrison to see if he'd get involved. And then I guess after that, it was talking to our leadership group, because we had to just work out whether we it was almost a mini cap raising model for their funds together. And then it was talking to, you know, it's amazing support from staff that's made in daily to get behind it and really promoted last few years, but now sort of glam Adelaide involved as well. And still a bit shaky. So yeah, there's like I said, there's a huge amount of support around it now. But sort of, yeah, that's sort of how it all all came together. It was just, I guess, just an idea and saying, How can we how can we do this make an impact and have a bit of fun? So and I think, I don't know this for a fact. But I think, you know, the charity ball, the sorry, the community ball that we had this year on the 14th of March was probably one of the first charity balls, you know, post COVID. And, you know, we were, we came back from Christmas in January and went yet we're going to press go because we had to postpone the prior you actually got on the Wednesday, early March. It was yes, it's ago, Friday, we had word that the Grand Prix was going to be canceled. And our event was going to be on the Saturday. We can't We can't run it. Morrison came out that that afternoon and said from the Monday events over 500 Not allowed. So technically, we could have had it or we just said now for the for the safety and to curb the anxiety of guests. We just had to had to put it off so we pushed it out to the following URL to this year effectively. But people sort of forget pretty quickly that you know, we only we had people from nearly every state come into that and there and We only opened to Victoria like seven days prior to the event. So we weren't opened up long. But the other the other brilliant thing about that is that every supplier of the event knew that it was a charity event didn't just roll and roll everything sold as a credit. So yeah, the convention center were great to deal with all the sponsors were really supportive and right behind it's everything just rolled forward to the following year. Brilliant. Yeah, well done. Thanks, man. Thanks for allowing me to give that a plug.

Daniel Franco: 1:20:31

Get along. I'll be there with bells on just looking at the time we are well into the year and probably looking to wrap up now. Want to ask a just a quick question, what is the future for you look like you obviously achieved a lot in your career in life. And, you know, there's been conversations with maybe you're always trying to keep moving up the ladder and extending your output and value that you're adding to the world. What does it look like for you?

Brendan Rinaldi: 1:21:03

Yeah, um, it's good question. I think it's just progression. Like, I've always been quite competitive and, and love winning, but I'm not a win at all costs, sort of paper, I think the balance is got to be there. You know, first and foremost, I just want to be a good a good father. A good husband? Yeah. Yeah. So I mean, that's very important. And you know, you have to balance that out. Like I said, I want to keep progressing through the organization. As far as that'll take me.

Daniel Franco: 1:21:33

But CEO role touted as

Brendan Rinaldi: 1:21:40

I don't know about that, look, I think if you're growing and progressing, and you're getting that self satisfaction, that's really important. But at the same time, I've got an amazing network of people and some great mentors out in the community and, and, you know, who knows, one day could find myself in a role outside doing something completely different. And I'm open to exploring things at the moment, or worked for a great organization and happy where I'm at and, and like I said, keen to go as far as I can. But But yeah, we'll see.

Daniel Franco: 1:22:09

Is that leg gonna keep? Yeah, I think that's the main question.

Brendan Rinaldi: 1:22:13

Well, unfortunately, not I'm moving back to Melbourne, in the new year, heading back my roles, technically based at a head office, and we're expected to head back to the office in the new year. So be back in Melbourne, which will be good for a few days. I mean, obviously, the kids will be closer to their grandparents, which they haven't seen much over the past couple of years. And, and for me, I mean, I'm involved in the family exam, which is sort of three hours north of Melbourne side of the good to get out to the farm a bit more and get a bit more involved in that and, and look, if all else fails in the corporate world, I can always get back to being a farmer. It's my brother. So we've got a bit of fun. It's a passion project as well outside of work that I think you need those things to take your mind away. It was good when I was playing footy because he always had footy as an outlet. For me, I guess it's the family but it's also the farm as well. I probably talked to my brother for five or 10 minutes every day on the way to work or on the way home from work and just ask him what's going on and how he's going. And that's gives me great satisfaction as well. So brilliant. Oh, I feel as I can fall back on the farm if thanks.

Daniel Franco: 1:23:16

Thank you, I think I think you're heading in the right direction from corporate career and as looks anyway, me quickfire questions as we wrap up the podcast. We've talked a lot of books. What is one book that you are reading right now?

Brendan Rinaldi: 1:23:33

Still, yeah, I feel a spa. Yeah,

Daniel Franco: 1:23:35

it's a grind yet. She what pepper is

Brendan Rinaldi: 1:23:39

she's she's probably more known for her psychology in sport. But she's also done a lot of work with corporates. She's probably most famous for the work she's done with the English soccer team. Who, how might get this wrong, but I think they've had a bit of a voodoo around penalty. shootout. Yeah. And I think she, you know, she's worked with them to try and get their mindset, rightly, in the mind. But I think, again, it's more one of those books around psychology, I think when we boil things down to what a lot of a lot of the reasons why we act certain ways is because of an embedded fear. If you can get over that fear, you can handle yourself better. So I think I'm probably halfway through that book. But and that's she's explaining. I guess why fear comes about the next part of that book will be how to sort of overcome fear. So yeah, it's a really interesting book. And I, I just think she's a yeah, she's a great intellect. So I enjoy. I enjoy her work.

Daniel Franco: 1:24:36

We we just had a podcast released recently, actually, with Vinh Giang. And he's international keynote speaker. Yeah, we asked about imposter syndrome. Yeah, getting up on stage and he talks about fear along with a few little tips and tricks and methods, the way he overcomes these fear and getting up on stage. So it's worthwhile checking out that podcast.

Brendan Rinaldi: 1:24:58

Yeah, and the other one is The other podcasts I've listened to recently was how to develop confidence in 90 seconds by Dr. Joan Rosenberg. And she's, I really loved her concept. So the 90 seconds piece is that she explains that a few basically any last 90 seconds. So if you get up to speak or you get asked a question or something, there's like a toxin that gets released in your body. But she said, that goes away after 90 seconds. So if you can learn and you can sort of approach it from that perspective, you'll actually be able to be able to overcome your fears a lot quicker. So if you actually understand that, so I'm not giving that the full justice that no, no if you but if you listen more to her and listen to that podcast with her, it's off. I find that fascinating.

Daniel Franco: 1:25:42

For me, fees always been said this previously is the is the you it's the creation of something that hasn't happened. Yeah, we're fearing. And we're almost making assumptions, you know, talking about getting up on stage you making the assumptions that people aren't gonna like, yeah, it's all the above. It's things that that haven't happened actually venues in that podcast that we did with him use this really good analogy of it's one of those things if you if you look at like the horror movies, right, where you see the person running away from the murder, right? At that point, we as human beings are more fearful and more anxious at that point, when a person's running away, then when the person turns around and faces the murder, head on, it comes in alignment when we face our fears. Yeah, we are much more or less anxious than when we are when we're trying to want to run away from him. So that's, yeah, those little analogies are just just amazing. Yeah. What is one book that you've recommended more so than others?

Brendan Rinaldi: 1:26:49

Oh, this year, it'll probably be the cat hurt made by David Goggins. I think you've I think it's, you've got to have the right audience to probably recommend, I don't know if it's a book for everyone. I think it resonates with me and probably resonated with you because of our deep sort of sporting background and, and that sort of thing as well. But that's probably one. I've recommended a lot and I do the audiobook good or did you actually read it?

Daniel Franco: 1:27:13

You read it? Yeah. Audiobooks. Brilliant. Yeah. If anyone who doesn't want to jump into it, he does a podcast, five minute podcast at the end of every chapter. Yeah. He kind of give us a quick rundown and he's mentality into it also. Yeah. So

Brendan Rinaldi: 1:27:27

in the book, there's a probably the cheat sheet. And every chapter so it's probably similar, very similar. But certainly, yeah, the Eddie jet Eddie. Jackie was brilliant. I've recommended that to plenty. Plenty of faithful as well through Frank Victor Frankel's Man's Search. Yeah, like that's a bit deeper. I think. It is book you could read cover to cover? Yeah, I think Victor's book, you it's a bit slow and steady, you kind of get you sort of read a chapter or a passage and then sort of triggers your brain to think sometimes and you might have to read it again. So it's a pretty cuz he, he talks to it from, I guess, a psychologist perspective. So it's a bit deeper and harder to read. So it is for quick, easy read. And a great read. It is probably better.

Daniel Franco: 1:28:12

Yeah. But it's also easy at times in the sense of the storyline. Yeah. So it's in your in your

Brendan Rinaldi: 1:28:18

pulls at the heartstrings. Absolutely. Yeah. Energy. Yes. Through.

Daniel Franco: 1:28:23

Yeah. What is one lesson, the second you the longest to learn

Brendan Rinaldi: 1:28:31

on lesson that's taking the longest to learn? Probably, to abandon your ego. I think that's taken, you know, I guess, for all of us was something was probably grappling with, and you see it every day. And we spoke about, you know, the Battle of Stalingrad, which is a big ego play, but you see it everywhere. And sometimes you just got to check yourself when you've got an opinion or something and go is this is this just my ego? Or am I sending it through the right lens? So

Daniel Franco: 1:29:03

one of the abandonment of the manager

Brendan Rinaldi: 1:29:07

Well, that's a good question. I guess I use that word abandoned because it comes out of the movie Seven Years in Tibet with Brad Pitt, I can easily is based on a true story with the Dalai Lama. Yeah. And and he sort of he says that in terms of key as part of one of the keys to life is part of their way is around abandoning your ego so I probably is managing it there's probably is a bit of benefit of having a bit of ego sometimes to help you manage but I think a lot of the times it can get in the way. That's

Daniel Franco: 1:29:40

is a book by Ryan Holiday. Yeah, egos your enemy. Yeah. If you haven't read that. Get onto it. I haven't

Brendan Rinaldi: 1:29:47

got. I do like her on holidays. Yeah.

Daniel Franco: 1:29:50

Is there anyone interested in that stoic philosophy? Ryan is a leader in that realm. Yeah. If you can invite three people for dinner. Who would they be?

Brendan Rinaldi: 1:30:00

Interesting. Right now, Ray Dalio would be interesting or so I've read his book all most of his book principles are fine. He's, he's very interesting to listen to. And you're outspoken about this too. But I love that he's analogy back to nature and understanding how nature works to understand just how life works. Yeah. I love his analogies around that. But also he's he's an amazing mind around the economy and what's happening and stuff like that. So I think right at this particular point, he'd be great to to have these radical transparency. Yeah, the radical transparency places. Really interesting as well. So he'd definitely be one. I think Tom Brady would be interesting. Oh, yeah. Just his.

Daniel Franco: 1:30:53

So for those who don't know, NFL, he's one of the best quarterbacks in history.

Brendan Rinaldi: 1:30:57

He's probably the greatest of all time. I think it's seven championships now. 14 still flying at his eyes. It'd just be great to have a conversation with him on air is he's more like and from all accounts. He's an amazing leader. And you know, he obviously went to the the Bucs Buccaneers and and won there, but I think, yeah, they came from nowhere, but I think a lot of it was the under his onto your leadership as well. So he'd be interesting. Maybe if I say and there was just to bring some diversity into this because I'm not a job automatic. Automatic and a third Interesting. Interesting, I'm gonna go with Roger Federer, just because I'm a big fan of

Daniel Franco: 1:31:53

Yeah, yeah, I have this lovely small obsession with Rogers. character, his the way he manages his family and his business, the way he goes about his application, cool, calm, collected care. Yeah. Yeah, this is what he doesn't. It doesn't do anything that's extravagant, that has people eating out the palm of his hand. And that's kind of the bit to me, which really showcases his behavioral and character, behavioral characteristics.

Brendan Rinaldi: 1:32:25

He doesn't with Grace, but I think if you watched him during them, early days, like I didn't carry himself very well as a junior. But that one, I guess, I guess, yeah, that's right, I guess. So you can see the learning. But you can see that you can see the journey that he's gone through, and I guess what he's become and yeah, yeah.

Daniel Franco: 1:32:43

On the on the cricket food, I was fast, the dumb fastball and I went back to the to is down at fine leg and kick the water bottle and swallow it. But yeah, I mean, you learn as you as you get older, and yeah. Yeah, that that type of behavior doesn't really get you far know, what some of the best advice that you've ever received.

Brendan Rinaldi: 1:33:16

That's an interesting one, actually. I mean, the first thing that popped off in my head was was something that I guess Yeah, Mark mentor had said to me, like I said, he was a mentor of mine was just in terms of, I guess, on the well being case. And that's probably where I learned a lot of trauma as well working for him. But, you know, he used to talk about the importance of the mind, body and the soul. So and making sure that you're balancing all those three things at any one time. So probably pretty good advice. Like I said, that was the first thing that popped up in my head. So it's sort of

Daniel Franco: 1:33:49

supposed to be especially if you had access to a time machine, where would you go?

Brendan Rinaldi: 1:34:00

That's a tricky question. Because I think it'd be fascinating to go back to a lot of different eras.

Daniel Franco: 1:34:07

Or forward right or forward.

Brendan Rinaldi: 1:34:10

Your choice? Yeah. I think I'd still go back just to oh, maybe not. But I think yeah, the game, I think. I guess back to sort of the early settlers sort of time and when things were getting set up, I just think that would have been really interesting time to be to be around

Daniel Franco: 1:34:29

I'd like to, I have always promoted that I would go forward. optimistic future future. So the above software geek Saqqara, they want to see where we end up and if we're all in robot being robots without me no brains downloaded into this computer,

Brendan Rinaldi: 1:34:47

or in some last time someone asked me that question. I didn't say go forward. And the reason I said go forward was so I could make sure I was educating my kids to this to the best of the ability knowing what was coming In the future,

Daniel Franco: 1:35:00

absolutely. Top of the key stocks at invest. Yeah. But the the idea of going back and really sort of experiencing the way people lived without electricity. Yeah, exactly. Yeah. Without Yeah, all the basics and how they manage it. Like, you know what goes through my head. I wish to an element that I lived through that time because at a time where books were prevalent to you just read so much. Yeah, because I think about how much what else we did or how much we get distracted today. Exactly. You know, and yeah, be interesting. Interesting. Time to go back to if you had one superhero power. Will there be?

Brendan Rinaldi: 1:35:52

No, I think everyone probably says to fly. And boring. Yeah. I think being invisible. Pretty cool. Yeah.

Daniel Franco: 1:36:04

You could literally do that. I see.

Brendan Rinaldi: 1:36:07

That fly on the wall. So that'd be pretty interesting. Yeah.

Daniel Franco: 1:36:11

Invisibility would be huge. Yeah, there's an element of me that isn't so comfortable.

Brendan Rinaldi: 1:36:20

That's right. Exactly. Exactly. I think I'll go with the first one. Yeah.

Daniel Franco: 1:36:27

Now you have listened to some podcasts, you know that you hopefully you know, this question was coming up. I didn't prepare for you. But you are a father father of three. Yeah, you've surely got a really good dad joke in the back pocket. I could tell

Brendan Rinaldi: 1:36:39

you. God don't use one throw off.

Daniel Franco: 1:36:45

Far away on a on a bad one.

Brendan Rinaldi: 1:36:47

I good dad joke. So my kids aren't at that age yet. Where there's a good dad joke how old? Seven, five and two.

Daniel Franco: 1:36:57

The seven year olds prime for good dad joke. Often rattle them off since they're like

Brendan Rinaldi: 1:37:04

Well, what's your favorite one

Daniel Franco: 1:37:06

Don't deflect this.

Brendan Rinaldi: 1:37:08

Give me some time to fix. You give me one.

Daniel Franco: 1:37:11

Oh I've said so many. I don't want to use the same ones. Oh, you know, the old if you what? If you walk away, walk out now. Hang on. I've lost it. Yeah. I'm normally a crowd.

Brendan Rinaldi: 1:37:32

I gotta go. I gotta go. What's your name?

Daniel Franco: 1:37:34

Daniel. What? Am I touching? Your nose?

Brendan Rinaldi: 1:37:38

What am I holding? Nothing. Daniel knows nothing.

Daniel Franco: 1:37:44

See? Well done. Very good. Thank you very much. I can't believe I stood on a dad joke. I'm gonna You put me on the spot. Now I know what it feels like. So thank you very much for your time today. Brennan, it's been an amazing chat. First and foremost, thank you for everything that you are doing in your role as a leader and you obviously leading, leading exceptionally well and getting results. And fantastic results with the simple fact that you putting a lot of emphasis on the well being. So thank you for everything you're doing there. And just with the community stuff, I mean, the amount of time and effort that must go into it and take you away from your family from your work from all the above. Yeah. Yeah. South Australia and Australia. Obviously, he's benefiting from from that ball in itself and all the good that you're doing from

Brendan Rinaldi: 1:38:38

think when you do something passionate and find that same energy and space, doesn't it? But no, thanks for having me. It's been a pleasure to be on. It's been great to get to know you through this journey. And thanks for everything you're doing for the community as well in terms of what you do with your business. And you know, this podcast is obviously giving people a platform to hear from Yeah, some of the great work that that people likely are doing. So it's great. So yeah,

Daniel Franco: 1:38:59

thanks. Hugs all round. Thanks, guys. We'll, we'll catch you next time. Take care. Thanks for listening to the podcast. Or you can check out the show notes if there was anything of interest to you and find out more about us at Synergyiq.com.au. I am going to ask though, if you did like the podcast, it would absolutely mean the world to me if you could subscribe, rate and review. And if you didn't like it, that's alright too. There's no need to do anything. Take care guys. All the best.

Synergy IQ: 1:39:29

Thank you once again for joining us here at creating synergy. It's been great spending this time with you. Please jump on to the synergy IQ Facebook and LinkedIn page where the discussion continues after the show. Join our mailing list so you'll know what's happening next at Synergyiq.com.au. And of course don't forget to subscribe to this podcast. And if you really enjoyed it, please share it with your friends.