Podcast - Paul Tran: “I think Covid has really thrown a spanner in the works. It was an unforeseen force that we had to readjust to.”

Podcast episode in the series of “Peeps of 2021” hosted by Adam Terrey.

I’ve known Paul since studying at university. Additionally we both worked for the University in the marketing department, and then later graduating as registered nurses. Whilst Paul went into working in hospitals and aged care I went into software development. Later we would work together again founding multiple businesses. Paul is a founder and an owner of Olive Link and also manages a dental (Family Focus Dental) and medical practice (Family Focus Medical) in Sydney.

Transcript

P

00:00:00 - 00:00:41

Welcome to the Olive Link podcast. Our series at the moment is “Peeps of 2021”- A

reflection back on 2020 and looking forward to insights we can have about 2021. I'm joined

today by Paul Tran. I've known Paul since studying at university. Additionally, we both

worked for the university in the marketing department and then later graduated as registered

nurses. Whilst Paul went into working in hospitals and aged care, I went into software

development. Later, we would work together again, founding multiple businesses. Paul is a

founder and owner of Olive Link and also manages a dental and medical practice in the

evening.

A

00:00:41 - 00:00:57

Paul has taught me much about the value of networking and connecting with people on

building relationships. However, the defining thing about Paul is his love for the Lord Jesus

and the faith that we share and the ambition to have that worked out in all of life. Welcome,

Paul.

P

00:00:58 - 00:01:03

Thank you. That was an outstanding introduction.

A

00:01:03 - 00:01:53

You are an outstanding man and it's a pleasure to have you on our podcast. Now this series

is called “Peeps of 2021” there are two parts to that. So in the first part of our interview, we

will look back at 2020 and look in at our experiences and how they have changed you. And

in the second part, we're gonna look forward and out. So 2021, looking at the people around

you, the needs that you see and the insights about what's coming. So you ready for this?

Yep. Cool, so 2021 reflections. So this time last year, it's December it at the moment. What

had you hoped and planned for for 2020

P

00:01:54 - 00:02:58

December? Last year was a big year for me and my family, I think we were in a, from a

business perspective, I'm just referring to the dental December last year we were just in a

sticky situation where our business was capped. And in order for us to move forward, we

had to kind off expand in both kind of relocating and increase our staff capacity as well. So I

remember it was around this time that we were looking at a different premises. Um, and we

were on our sixth one and it was just random that I think it was around later December that

we found a new premises and then we able to acquire it in January. And then Covid

happened. And then renovations happened as well. So at this point in time last year, which

is hoping things that happened, but it didn't really. It is of a nervous wait.

A

00:03:05 - 00:03:19

So intentions to grow your business in terms of location and staff and overcoming a limitation

on where you were. Like unable to grow beyond where you were.

A

00:03:19 - 00:04:26

Well, as you know, anything in life in terms of personal business, there's no such thing as

stagnant likes technique. Being stagnant is actually you are being unhealthy or you’re

actually losing ground. So I guess a tree would not remain. It's same height or the same

leaves, it withers by default. So our business was at a point where if it wouldn't grow, we

would be withering away, so yeah, but then our restriction was the actual physical

restrictions and also staffing issues as well. So like most other small businesses, so you

either grow or you're dying. And I think we were in a forked road whether we either closed

one of the practice or expanded. So I think we were thinking of expanding But I think there

was a lot of anxiety about purchasing or acquiring new buildings as well.

A

00:04:27 - 00:04:35

So moving forward to the actual year, then what have been some of the bumps in the road

and significant challenges to you in 2020?

P

00:04:36 - 00:05:45

Like any other small business, I think Covid has really thrown a spanner in the works. It was

an unforeseen force that we have to readjust from policy from making financial investment

decisions and even trying to get people on board. I think that period of time is where were

you were meant to get more staff in, um April and it was just in a smack middle of Covid.

And as a group, we had to close down or really scaled down to about 10% of our capacity

just merely for emergency cases. So that brought a lot of uncertainty. But I think we were

just pushing through and just making a decision calculated decision that we’d continue with

the expansion the renovation, which it was costly. But it was probably the best move that we

could do during that time as well.

A

00:05:45 - 00:05:46

So what? Why do you say that?

P

00:05:46 - 00:06:39

I think it's the best decision. In a sense off, it allowed the team to have a lot more confidence

in the management team or the leadership. I think in any small organization when you're

able to carry people through uncertainty and coming over the other side, people

acknowledge or realize, yes, that was a good idea. Then as a team, there's a greater trust

for them to follow or persevere. So in the midst of everyone being at home, we were kind of

able to kind of just push on in a sense of. It's like the very fact that we continue with the

renovation. It gave people a lot of confidence that we would continue to employ them, we

would continue to remain operating when the restrictions lifted. So it allowed our staff to

have some certainty that they would not lose their job permanently. But it's just a very

temporary thing. So after six weeks, the restriction was eased for medical and dental. So the

staff was able to go back to work and with a lot of following all the policies and all that,

there's new things to learn. But people were happy and keen to go back to work

A

00:07:14 - 00:07:33

So through through the year. I remember one of our conversations. You were saying that

during the season of Coronavirus that there was a really big need and called for business

leaders to have courage. Can you expand on that? Perhaps talking about why you saw that

need.

P

00:07:33 - 00:08:36

I vaguely remember our conversation, but I guess I was referring when there's a time of

uncertainty in any organization, there needs to be a a clarity that we can overcome

adversity. And I think that aspect of leadership, if anyone who is listening and whether you're

leading a small family, small business or or church or organization, your members, will

always be looking to you in terms of uncertainty to see how you respond. And I think with

about time and during the covid thing, I I know that a lot of our staff were very fearful of how

bad is the pandemic? And I guess, of course, there are people who have elderly family

members where it's pretty much we can understand that if they get over, they have covid

and then bring it home and that will be a lot of burden on them. So a lot of our staff were

scared, and I guess it's understandable. But we also have a duty of care in kind of continuing

our service for the community. So during that time instead us closing down completely. We

just had an assessment who's able to work, who is considered to be the lowest risk. And we,

um, we continued to push through, and we kind of made it like two teams. It was at a cost

from a business perspective for us to continue. There was no money to be made during that

time. But I felt that as a team week, we decided that even though there is no financial gain,

there's a really benefit of gaining just the brand

and the genuineness that we we do care. And we do want to provide a genuine service, uh,

whether relieving truth, pain or actually seeing patients and needs a GP as well.

A

00:09:49 - 00:09:58

In the in the year where the things that you could you can recognize that were a joy or, uh

aspect that you could celebrate?

P

00:09:59 - 00:10:47

Yeah, I mean, we got a huge we've got a there's a lot of joy, I think the top of my head, my

mind is just seeing patient happy with the dental and medical service. Staff also felt that they

have been well supported, and something that I've learned from business is that the

currency of money is not sufficient to motivate your staff, and I can see that paying your staff

on time is actually not enough to maximize them coming toe work. You also need to have a

sense of a healthy environment where they actually can learn and grow as an individual

person at work. And thirdly, that there is a clear career pathway, whether in the industry or

outside or transferrable skills such as a customer skills or leadership skills. So it was a joy to

implement those aspects through the whole organization and go look, paying your staff is not

enough. You have to kind of ensure that the environment that they’re working in is healthy

and there's a clear career path. So within our appraisal, we really want to address that, you

know? Okay, a fortnight pay is very straightforward. Now, how can we improve our working

environment, our workflow? What makes you want to come to work? What makes you know,

work more meaningful, And then what is the transferrable skill you can bring to the industry,

or how can you see yourself growing the next four or five years? So I feel like I want to

encourag business leaders to really utilize their staff. And I think staff are underutilized.

Because those are the conversations we as an employer are hesitant to engage in. Like I

know payment is not enough. How can I as employer do more so that you can maximize

your talent, not just for the organization during this short period of, whether it's 2 to 5 years?

But how do you I equip you for a lifetime of influence and impact in the community? And I

think that's a joy to come to that place off realization that when we implement them, I think

there's a tremendous growth and compliance, and people really wanting to work for you.

A

00:12:37 - 00:12:52

Mhm, turning to priorities. How has your sense of priorities changed? Things that turned out

to be less important than you thought? Or things that turned out to be more important than

you thought?

P

00:12:54 - 00:14:03

Yeah, that's a really good question. I think instead of trying to do everything, I think

nowadays, I just try to do two things. Get two things done a day, and I realized that trying to

do everything in one day is overly ambitious and utterly disappointing by the end of the day.

And then not to do things perfectly, but just to start doing things in a a perfect way. If that

makes sense, meaning that the result it doesn't really matter as long as you’re consistent

and persevering in your in your productivity. So I guess that's just from a priority of working.

But overall, I think the biggest priority shift. I thought in a strange way that I need to kind of

being, I myself need to be in a constant place of, able to give, and I think that's probably the

most important things. Um, when I'm thinking about this year that when I either get cranky or

getting emotional or getting burned out or getting drained, I think that's a state that is not

helpful for my family, for myself, or in business, I think, allowing to prioritize yourself. Either

to have that quiet time, meditation or time with God to really stabilize yourself in a place

where you are able to constantly pour out, and I know that’s easier said than done for most

people. But I think that's my highest priority at the moment that you show up with a small

show up with your best work. And at the end of the day, you're thinking, How can I do it

better tomorrow?

A

00:15:03 - 00:15:23

Okay, moving to 2021- there are three categories here that I'm thinking about. One is

people. Second is technology, and the third one is community or business. So people first,

how are you going to relate to people differently in 2021?

P

00:15:23 - 00:16:28

I actually was having this conversation today. That it doesn't matter how, how great you are,

whether you are a doctor or a specialist in whatever field. The reality is that you are needing

people, whether a cleaner, to do the cleaning or a receptionist or a supporting staff. The

realization is that your success will always be defined by the team that you have, whether

the team is immediately as your colleagues or people working for you or people

subcontracted to you, everyone to work well in order for you to succeed. So I guess in

relating to people is that you have to treat people and as your partners, as people you are

working to help you achieve in your dream or your vision. And then be there to support. I

guess the adverse view from that is that when you feel like I'm paying someone to do their

job is the opposite- a sense of entitlement. The reality I see is that paying someone is not

enough. Um, yes, you need to pay them. But also you need to understand that they need to

be able to work for you or with you in a healthy way, and this is also contributing to their

future career path. Whether a a university student who, is your receptionist and they're

getting paid $25 an hour or whatever, then you're still paying them $25 an hour, you’re still

giving them a good working environment. And you're imparting some of the skill that they

may go into engineering, teaching or in business that those skills are actually, um, helping

them to be transferrable into the industry as well. So yeah, I think in 2021 really seeing the

value of individual people as a, I think the Bible put it well, is value them because they are

made in the image of God. Even though people have different sets of skills. And in our

current economy or market, we pay people differently, but the intrinsic value are the same,

equal. So it's better to view your team members as a partners in this journey.

A

00:18:22 - 00:18:33

Um, okay, moving to technology. Do you have any insight on needs that you see or

problems that people have that need innovation?

P

00:18:36 - 00:19:43

You know, I think I've spoken to you before that the only problem that we I can see that we

ever have or 99.99% is people problems and then managing expectations and then platform

of communication. And then this clarity. Now, uh, if there's technology that comes, and I see

that the technology that are thriving in the next phase is to make things clearer, to make

things more understandable into having a platform to communicate that. And I guess that

always will be the case, meaning that I can see how useful, for example, Zoom during this

time is because during Covid we cannot meet face to face which I see is the best platform off

communication because you can. Here you can see you can pick up nonverbal cues. But

during covid, when everyone is kind of isolated, I think Zoom provided a platform where not

only you can hear people, but you can see people as well. So it's not as good as face to

face. But it does allow that interaction to be a lot more clearer comparing to speaking merely

on the phone. So I can see that the next phase where if a technology that helps

communicate clearer, then that would be a tremendous help. And I think I was talking to a

few people, including yourself, that, you know YouTube talks and presentation have really

helped in all industry, and I could see a refining in that is, illustrations of, um, of cartoons or

or sketches, where it is a supplementary between a manual book and a full instruction video,

where having a little figurine or cartoons that draw out instruction or illustration that draw out

instructions, that will increase, um, our clarity and communication from a, for example, a

training program where, uh, if you have a merely bunch of words, if you have illustration that

will help a greater audience to understand your message and able to apply it better. So I

think in our business, especially in the dental, where a lot of things we do are invisible,

meaning that people cannot see the damage of that tooth and all that. So we have invest in

a lot of things like X rays or cameras. Just to ensure that we captured those, um, images so

that we can present to the patient clearly what it is needed to be done. So the pain is not just

a feeling of pain, but we can visualise. We can present a picture either through X ray

intra-oral camera that this is the cavity. This is the problem. And if we can fix that, then they

will have a better or a hygiene and healthcare from that perspective. So I see the core issue,

um, is clarity within ourselves and having the clarity to communicate. And when people

would see even clearer, I see that's always gonna be 99% of all or our problems. And if there

is communication or platforms that minimize that, that will increase our oh, our connection

and our efficiency.

A

00:22:39 - 00:23:00

Mhm. Okay, so continuing on the clarity note and moving towards community and business,

what is too complex and needs to be made simple? Either in large scale, the whole world or

the business level, or even smaller at the family level?

P

00:23:02 - 00:24:10

Oh, that's not a simple question. I think when you're asking that question, it is almost asking,

what's the meaning of life or what is all this for? I see the complexity, in an ironic way. The

complexity of the world is that we have been brought down. We have broaden the

information systems where are receiving and are bombarded by information each day.

There's always more than enough information. I guess so. If you feel angry about certain

topics, it's so easy to find information that justifies those emotions. And and here is what is

complicating our lives is because we have bombarded with multiple issues, multiple

demands that we need to act now. I think there is no shortage of switching on the news and

then seeing what's happening in in Asia and Africa, in the Middle East, in the U.S. in

Australia, and they're just some problems that demand our input, whether through polls,

through making comments. But I think call for our inner call to contribute can be simplified by

actually seeing how you're doing with your life, your current circle of influence, and whether

you're looking after yourself. Are you looking after your family and you looking after your

current community, where you can see them? You can make an impact, whether through

your neighbor, through your church group or even through your workplace. I think there is no

shortage of call for us to act, but the major call for us to act is how it would be a better

version of ourselves each day, and I know that sounds so simplistic. But I think Jordan

Peterson and Scripture is often saying, Get your house in order first before you try to solve

other people's problems. And I think in the simplest way, um, just eat, sleep and then serve.

Yeah, to eat well, sleep well and serve others well instead of trying to serve the whole world,

and then the world will be impacted by hundreds and thousands or millions of people who do

that. Simple. Three things.

A

00:26:02 - 00:26:05

Um well, that's a good note to end on. Thank you so much, Paul.

P

00:26:05 - 00:26:07

Yep. No, thank you.

A

00:26:07 - 00:26:17

You've been listening to the Olive Link podcast. Thank you for joining us. If you'd like to

know more information about Olive Link, please visit our website at Olive link dot net.