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What's going on everyone, welcome back to the game.

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Where today I have a special co-host,

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depending on where you look at the internet,

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my daughter, my sister,

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distant relative, or for those of you who know the truth,

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my wife, Layla Hormuzzi, is here with me.

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So for those of you actually knew who didn't know that,

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we still get probably like one comment a day.

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It's like, waiter, you guys related.

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I have her here today because I'm recording this podcast

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on a Sunday.

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We've been working this morning since about six.

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I wanted to talk about something that I feel like

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will be a meaty subject for both of us

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with regards to business,

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but it probably does have some tendrils

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that extend to regular life.

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And that single prompt or word is standards.

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The reason I thought it'd be really good topic

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is because as a business owner,

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I have a few themes of lessons

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that I have to continue to learn over and over again.

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Like I feel like the concept of the lesson stays the same,

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but my understanding of it deepens.

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You see the zillionaires on stage saying,

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hey, you just have to hire great people.

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And then the local barber shop guy is like,

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yeah, sure, you got to hire great people.

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But there's just so many levels to great people.

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For standards, it kind of works the same way,

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which is in a lot of ways you get the business you tolerate.

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Layla made this tweet earlier today,

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and I think in seeing that tweet, I thought to myself,

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you know, I think it'd be fun if we did this together.

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So I will read you the tweet that you had.

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The reason your business is shit

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is because you are comfortable with a shit business.

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If a shit business made you uncomfortable,

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you wouldn't stop until it was fixed.

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Hmm, yeah, that was really on my mind

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because people tell me all the time

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how desperately they wish to have a great business.

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But the truth is is that I know the way we are,

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which is like, I will not stop and you will not stop

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until we don't have a shit business.

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Or, and I wouldn't say any of our businesses are shit,

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but I would say a decade ago, maybe.

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And so it's just a matter of like,

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are you willing to put in the work it takes

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and run your head against the wall a million times

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or, you know, fail 10, 15, 20 times to figure it out.

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And I think a lot of the times building a great business

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is just failing over and over and over again,

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just figuring out what works.

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Because learning how to lead people,

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learning how to build a culture, learning how to build a team,

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it's not like any of that is like one skill.

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People like, tell me how to lead people.

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I'm like, yeah, let me give you 50 skills

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in one conversation, like write a book on leadership.

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Okay, I could write you a fluffy bullshit book,

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but it actually is so many micro skills

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that bundle up into this one word.

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The concept of holding standards for ourselves,

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I think a lot of people in the beginning,

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it's really easy because you see, oh,

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I have nothing, these people have something,

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I need to raise my standards to get that something.

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And then when you're making a million dollars,

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you're making two million, five million,

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10 million, 20 million,

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so you keep raising your standards.

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And then as you get further along,

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I think a lot of people tend to plateau.

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And I think a lot of the reason that they plateau

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is they don't know who to look for

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to set the new standard for what's required to grow.

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And the reality is, is that in a business,

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people always ask, well, why is it that, you know,

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you need to continue to set the standard higher and higher?

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It's because as your business grows,

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you at the top have to be the most potent source

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of those standards because as more people get on your team,

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as you have more people under you,

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those standards only dilute, they only get worse.

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And so if you don't continue to raise the bar

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and to raise the standards of who comes in

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and what the standards are, then they dilute even more.

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And so it's like fighting natural inertia

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of like if we're not trying to make things better,

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things will get worse.

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Two things.

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So first off, I've been spending a lot of time

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thinking about motivation, Dr. K,

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who's my very close friend,

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basically brother at this point.

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We talk about this a lot

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because it's kind of one of these quintessential concepts.

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And you're like, how does motivation have to do with standards?

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Well, let me explain.

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If we define motivations, the equal opposite of deprivation,

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meaning if you are, if you have not eaten in a while,

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you have great motivation to eat, you are hungry.

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If you haven't slept in a while,

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you have great motivation to sleep.

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And so you will be more likely to go to sleep.

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The issue with motivation is that you cannot measure

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an action until it is taken.

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So you don't know how motivated someone what is

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until after they take action.

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And so I think the reason that standards are so important

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and so amorphous for entrepreneurship is that they are the thing,

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they are the line in the sand that separates you

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from where you want to go.

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And the further you are from your standard,

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the greater the deprivation and the greater that deprivation,

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the higher the motivation to fix it.

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The reason I think standards are so important

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is because they actually are the seed,

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they're the catalyst for the actions that we have to take.

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And so I have this theory on business in general,

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which is that within any team, the person,

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the individual who is the highest standard,

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should be the one who makes the decisions.

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And so if there's ever a day where there's someone

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at acquisition.com who has a higher standard of excellence

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for this business than Laila and I have,

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then that person should run it and not us.

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And so I think it's a wonderful limit test

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to also identify like up and coming leaders in the business.

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You look at it in a part and you say,

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who here in this department has the highest standard?

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Who here raises the bar?

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And who here says we are deficient compared to this ideal?

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I think the reason that I have gotten more value

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in terms of changes in my life,

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like I can almost mark the huge material changes

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in Laila and I's income through interactions

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that we have oftentimes with people ahead of us

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or ahead of us within a function, right?

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And so I mean, when Laila and I wanted to get on YouTube,

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we went to this little meetup with these YouTubers

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that I think the smallest person there

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had like 20 million subscribers.

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But the thing is is that they reset our standards

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for how much more work we could be doing on the YouTube side.

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And I think we had a lot of takeaways from that.

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I think our YouTube performance tremendously increased

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as a result of that.

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Not even from any of the tactics,

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but simply from an understanding of how much more work

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was required.

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And it's very difficult to translate that via a podcast

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or a blog article or something like that.

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But seeing it in person in the flesh,

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and I'll tell one little story

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and I know Laila is gonna jump on this.

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But we had a team that came, that came to the building

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and we talked to some of the teammates

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in this particular company.

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And immediately afterwards,

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Laila and I both met and we're like,

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that is a higher standard than we have

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in this particular field.

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And it created tremendous change in terms of our

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thinking process around who, what, how,

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for how we were going to ex you to now resolve

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this much larger discrepancy between where we were

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or even the discrepancy between our ideal

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and what supposedly or what at least looked like their ideal.

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And so they created more motivation

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by showing us what was possible.

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And I think that's actually the biggest gift of like

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being in the room with people who make significantly more

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than you, more than any tactic will ever give you.

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I agree.

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I also do think that like some people use it as an excuse,

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which is like, I hear it's all the time.

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They're like, well, I can't get in a room with you.

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I can't get in a room.

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It's like, okay, well, look at the internet.

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You and I send each other snippets from Elon Musk,

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from Steve Jobs, from Jeff Bezos all the time.

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And we don't need to sit in a room with them.

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Just we can just say, you know what?

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I'm just gonna take the fact that they are that much more

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ahead of me that I'm gonna apply that as truth

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and I'm gonna see how it goes.

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We don't have to necessarily, it is easier

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to be in the room with the person,

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but you can see something they say,

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you can read something in an interview

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or you can watch a video on YouTube

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and you can raise your standards right then.

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You know what I actually think it is,

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is that people don't believe it until they see it often.

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When you have insurmountable proof,

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like Elon Musk or Jeff Bezos or somebody like that,

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then it makes it easier.

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And we also just know that there's just no effing way

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that they got there by having the same standards

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as other people.

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And so it's easier for us to do that.

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I actually wanna read an email that we got from somebody

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who spent some time with Alex the other day

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because I think this demonstrates, you know,

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people hear us talk all the time about, you know,

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working hard and putting in the hours and this and that.

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And I think until you work in acquisition.com

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and you see that we are here both for you every day

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and that we leave after pretty much most people every day,

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then you don't really know what it looks like.

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So this email, hey guys,

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as I'm heading home from the airport on my way home,

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I wanna take a moment to express how much I personally

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appreciate the experience with acquisition.com team

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and everything you've been creating.

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Seeing Alex yesterday,

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delivering at the highest level nonstop

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for nine hours straight without literally leaving the room

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has completely reset the bar for work,

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ethic and dedication for me.

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I recall Layla's post on his birthday

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where she praised his work ethic and commitment,

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something few people get to witness.

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Now witnessing myself and knowing that I only caught a brief glimpse,

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it really hit home on an entirely different level.

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I've attended quite a few business workshops

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and I know many are successful

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and many high performing entrepreneurs as well.

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But nothing has even come close to Alex's delivery yesterday.

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I genuinely don't know if anyone else could sustain

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that level of focus and excellence.

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Thank you for all you do.

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And a special thanks for Alex for raising the standard

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and demonstrating what's truly possible,

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what one of zero looks like in real life.

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Dana, I'll get all choked up here in it.

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No, but it's one of these things where like,

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there's a short last 30 seconds or some Instagram reel.

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And to be really clear, I'm not saying,

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because I think either of us is saying,

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hey, go sacrifice your life, do something you don't want to do.

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I think that if you happen to be fortunate enough

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to have a big goal that propels you,

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then I think a lot of it's just basically ignoring

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everyone who tells you that there's something wrong with it.

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And I think that it's okay to behave differently than most people.

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Like I had my father call me today

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and he said, hey, don't forget to take some time off.

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And I was just like, why?

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And he said that right after saying like,

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it's so cool what you've accomplished and all the stuff

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and blah, blah.

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But it's like, they go together.

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And also, when I have a day off,

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and I'm not gonna go to work ethic stuff with this,

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but I'm just making this point is that like,

259
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we take rest when we need to rest,

260
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there's this idea that there's something wrong with

261
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not having a hobby, or there's something wrong with,

262
00:10:04.000 --> 00:10:05.440
not taking vacations.

263
00:10:05.440 --> 00:10:07.880
And the things if you want that, then do it.

264
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But you do not need to command other people to do it

265
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or say that there's something wrong

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or someone who doesn't.

267
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Actually, I would like to go in that direction for a moment

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because I actually think that the standard is low.

269
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And that's the issue is that the standard

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for what excellence looks like is low.

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And then people throw rocks at people like you and me

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who are actually trying to fucking make the world

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a better place and actually produce jobs

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and actually help people.

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And so I would like to ask everyone who's listening,

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the people that tell you that you're too obsessed

277
00:10:32.400 --> 00:10:34.320
to that you work too hard, that it's not normal,

278
00:10:34.320 --> 00:10:36.920
that it's not healthy, what have they produced for the world?

279
00:10:36.960 --> 00:10:38.960
Like for real, anybody that we know,

280
00:10:38.960 --> 00:10:41.240
we know people who really make this world a better place

281
00:10:41.240 --> 00:10:42.800
and they work their fucking ass off.

282
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And none of them have ever talked smack

283
00:10:45.360 --> 00:10:46.880
or been like, you guys are working too much,

284
00:10:46.880 --> 00:10:49.760
like don't forget to, like every single one of them's like,

285
00:10:49.760 --> 00:10:51.200
dude, keep crushing.

286
00:10:51.200 --> 00:10:54.000
Anyone who's below is the ones who have something to say.

287
00:10:54.000 --> 00:10:56.040
I made a tweet the other day, actually, though.

288
00:10:56.040 --> 00:10:58.520
And I was thinking about this because it was really bugging me.

289
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What has become normal in the last few years

290
00:11:01.440 --> 00:11:03.160
is just unacceptable.

291
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Most people just tried to distract themselves

292
00:11:05.320 --> 00:11:06.920
with useless activities until they die.

293
00:11:06.920 --> 00:11:08.440
Don't apologize for attempting to make

294
00:11:08.440 --> 00:11:09.760
something useful with your life.

295
00:11:09.760 --> 00:11:10.920
It's funny that you bring that up

296
00:11:10.920 --> 00:11:13.920
because I also had a tweet that I have written

297
00:11:13.920 --> 00:11:16.080
and rewritten multiple times and I haven't gotten it

298
00:11:16.080 --> 00:11:17.080
to hit the way I want.

299
00:11:17.080 --> 00:11:19.560
So maybe I'm gonna try and do this on this podcast live.

300
00:11:19.560 --> 00:11:22.520
If there were an immigrant who came here

301
00:11:22.520 --> 00:11:24.840
and was working three jobs, right?

302
00:11:24.840 --> 00:11:26.840
And basically put everything on the line

303
00:11:26.840 --> 00:11:29.520
in order to make his family successful and set them up.

304
00:11:29.520 --> 00:11:31.400
And he barely saw his kids.

305
00:11:31.400 --> 00:11:34.800
He barely saw anything just to help his family survive.

306
00:11:34.800 --> 00:11:37.920
Everyone would be like, man, that's so great.

307
00:11:37.920 --> 00:11:41.240
Then if an entrepreneur who happens to, let's play it out.

308
00:11:41.240 --> 00:11:43.200
Let's say that guy keeps working his three jobs

309
00:11:43.200 --> 00:11:45.040
and then all of a sudden he does set his family up

310
00:11:45.040 --> 00:11:48.280
and his business does grow and he does make it work.

311
00:11:48.280 --> 00:11:50.600
Then what is that person supposed to now stop

312
00:11:50.600 --> 00:11:52.080
successful actions?

313
00:11:52.080 --> 00:11:54.640
Are they supposed to do something entirely different

314
00:11:54.640 --> 00:11:55.960
as a result?

315
00:11:55.960 --> 00:11:58.160
And then all of a sudden they go from being the underdog

316
00:11:58.160 --> 00:11:59.160
to the man.

317
00:11:59.160 --> 00:12:02.440
And I always wondered about this, like at what point

318
00:12:02.440 --> 00:12:04.320
do you become the man?

319
00:12:04.320 --> 00:12:05.680
And I say the man for those of you who are younger,

320
00:12:05.680 --> 00:12:07.560
like it's kind of like a, it's a, you know,

321
00:12:07.560 --> 00:12:11.200
a pejorative term for like corporate man in the sky.

322
00:12:11.200 --> 00:12:14.160
But that everyone's like, man, you're a big boss man now.

323
00:12:14.160 --> 00:12:16.080
You know, like when you become the man,

324
00:12:16.080 --> 00:12:17.320
like where's that transition?

325
00:12:17.320 --> 00:12:18.600
And my opinion of that transition

326
00:12:18.600 --> 00:12:19.680
is when you do better than the person

327
00:12:19.680 --> 00:12:21.480
who's making the judgment.

328
00:12:21.480 --> 00:12:24.240
If we look at the behaviors, the immigrant

329
00:12:24.240 --> 00:12:26.360
who's trying to set it their family up

330
00:12:26.360 --> 00:12:29.520
versus the entrepreneur who's trying to set the world up,

331
00:12:29.520 --> 00:12:31.040
the actions are the same.

332
00:12:31.040 --> 00:12:33.440
And so it's this whole fallacy of intention

333
00:12:33.440 --> 00:12:34.920
is that people want to somehow like say

334
00:12:34.920 --> 00:12:36.680
that there's something wrong with the intention

335
00:12:36.680 --> 00:12:39.520
behind something and all you and I at least obsess over

336
00:12:39.520 --> 00:12:42.560
is we, just for those of you don't know us that well,

337
00:12:42.560 --> 00:12:44.720
we completely disregard intention.

338
00:12:44.720 --> 00:12:46.600
It's a relevant, completely irrelevant.

339
00:12:46.600 --> 00:12:48.080
We only focus on behavior.

340
00:12:48.080 --> 00:12:50.200
Yeah, if you accidentally kill somebody,

341
00:12:50.200 --> 00:12:51.600
like, or you purposely kill them,

342
00:12:51.600 --> 00:12:53.880
as far as I'm concerned, you kill them.

343
00:12:53.880 --> 00:12:56.840
Now that has lots of tendrils attached to it

344
00:12:56.840 --> 00:12:58.600
and I'm not going to get into that.

345
00:12:58.600 --> 00:13:00.760
But the reason this is that we focus on behavior,

346
00:13:00.760 --> 00:13:02.800
we focus on the actions that people take.

347
00:13:02.800 --> 00:13:05.720
And do these things propellers towards our goals.

348
00:13:05.720 --> 00:13:08.520
And I think that having standards to circle the wagon,

349
00:13:08.520 --> 00:13:12.640
having standards will create a larger deficit.

350
00:13:12.640 --> 00:13:14.600
And so the reason getting around people

351
00:13:14.600 --> 00:13:18.160
who are way ahead of you in a function or in general

352
00:13:18.160 --> 00:13:20.600
resets the standard and what's often happens is,

353
00:13:20.600 --> 00:13:21.800
and this is, I mean, this has happened

354
00:13:21.800 --> 00:13:24.000
multiple times in my life, when I see someone

355
00:13:24.000 --> 00:13:27.000
who's far ahead of me and then I end up finally meeting them,

356
00:13:27.000 --> 00:13:30.680
I find out that they're not working twice as hard as me.

357
00:13:30.680 --> 00:13:34.600
I found out they're working 20 times as hard as I am.

358
00:13:34.600 --> 00:13:36.280
And that was like the example with the YouTube guys.

359
00:13:36.280 --> 00:13:37.520
When we met them and they're like,

360
00:13:37.520 --> 00:13:38.800
oh, we'll send me your brief and I was like,

361
00:13:38.800 --> 00:13:39.640
what are you talking about?

362
00:13:39.640 --> 00:13:41.400
They're like, you know, all the pre-production

363
00:13:41.400 --> 00:13:42.400
for the videos that you make.

364
00:13:42.400 --> 00:13:45.360
And I was like, ah, you know, we kind of,

365
00:13:45.360 --> 00:13:47.600
you know, I have a couple of bullets, you know?

366
00:13:47.600 --> 00:13:50.040
And he was like, well, yeah, no, I mean, obviously,

367
00:13:50.040 --> 00:13:54.000
like we spend an entire week, like five guys in a room

368
00:13:54.000 --> 00:13:56.120
to figure out every single frame of what we're going to do

369
00:13:56.120 --> 00:13:57.120
and how it's going to transition.

370
00:13:57.120 --> 00:13:59.240
And what first, five seconds are going to all the props

371
00:13:59.240 --> 00:14:00.240
and then we source it all.

372
00:14:00.240 --> 00:14:03.400
And I was like, wow, well, it makes sense

373
00:14:03.400 --> 00:14:06.160
that your videos get 20 times more views than mine do.

374
00:14:06.160 --> 00:14:08.200
It's funny you say that because it's like another one

375
00:14:08.200 --> 00:14:10.320
that I think about a lot because obviously I focus more

376
00:14:10.320 --> 00:14:14.040
on like the people culture stuff meetings.

377
00:14:14.040 --> 00:14:16.040
People are like, well, I don't know why my meetings are so bad.

378
00:14:16.040 --> 00:14:19.840
I'm like, I spent today two and a half hours

379
00:14:19.840 --> 00:14:23.240
prepping one fucking meeting because I want to make sure

380
00:14:23.240 --> 00:14:26.480
that I have outlined everything so that if I pull 15 people

381
00:14:26.480 --> 00:14:28.880
into a room, it is worth the money.

382
00:14:28.880 --> 00:14:30.880
But does anybody else spend two and a half hours

383
00:14:30.880 --> 00:14:32.320
to prep one fucking meeting?

384
00:14:32.320 --> 00:14:33.200
Probably not.

385
00:14:33.200 --> 00:14:34.960
Same goes for planning for a company.

386
00:14:34.960 --> 00:14:36.800
People like, how does the company grow so fast?

387
00:14:36.800 --> 00:14:37.640
I don't know.

388
00:14:37.640 --> 00:14:41.680
I've probably spent two months planning, two months planning

389
00:14:41.680 --> 00:14:43.880
what a year of growth is going to look like.

390
00:14:43.880 --> 00:14:46.400
Every weekend, every Saturday, every Sunday,

391
00:14:46.400 --> 00:14:49.160
every morning, going through every model,

392
00:14:49.160 --> 00:14:51.400
talking to every person on the team, talking to you,

393
00:14:51.400 --> 00:14:53.840
talking to all the executives, talking to the front line,

394
00:14:53.840 --> 00:14:56.320
making sure that this plan is going to fucking work.

395
00:14:56.320 --> 00:14:57.680
And it's like when people like, I don't know why

396
00:14:57.680 --> 00:14:58.520
my business is growing.

397
00:14:58.640 --> 00:15:00.320
Do you put two months into planning

398
00:15:00.320 --> 00:15:01.440
what the next year is going to look like?

399
00:15:01.440 --> 00:15:02.280
I doubt it.

400
00:15:02.280 --> 00:15:04.640
Well, I'm going to piggyback one that I'll shout you out on this.

401
00:15:04.640 --> 00:15:07.240
Layla is militant when it comes to, again,

402
00:15:07.240 --> 00:15:08.480
standards, but for people.

403
00:15:08.480 --> 00:15:10.240
So, you know, standards has lots of different functions

404
00:15:10.240 --> 00:15:11.800
that you can relate it to.

405
00:15:11.800 --> 00:15:14.600
But standards with regards to bringing people in.

406
00:15:14.600 --> 00:15:16.760
And so I'll give you a tactical example of this.

407
00:15:16.760 --> 00:15:19.640
You know, we're hired for a senior director of marketing

408
00:15:19.640 --> 00:15:22.280
at acquisition.com to take some stuff off my plate.

409
00:15:22.280 --> 00:15:25.400
When the candidate got on with Layla for her interview,

410
00:15:25.400 --> 00:15:27.040
or for his interview with her,

411
00:15:27.080 --> 00:15:30.680
he said he was shocked that both you and I

412
00:15:30.680 --> 00:15:33.600
had watched the recordings of all the other interviews

413
00:15:33.600 --> 00:15:35.280
that he had had prior.

414
00:15:35.280 --> 00:15:38.800
And so at this point, I think you'd had three other interviews

415
00:15:38.800 --> 00:15:40.960
full, you know, 30 or hour long interviews

416
00:15:40.960 --> 00:15:42.480
that had happened prior to that.

417
00:15:42.480 --> 00:15:44.920
You might be thinking, well, wow, what a waste of time.

418
00:15:44.920 --> 00:15:46.640
It's like, well, the thing is, is that if you listened

419
00:15:46.640 --> 00:15:49.080
all of those, one, oftentimes you can just not have

420
00:15:49.080 --> 00:15:51.000
the interview that you were going to have with them.

421
00:15:51.000 --> 00:15:52.160
And just cancel it because you're like,

422
00:15:52.160 --> 00:15:54.000
no, I don't want to do, I don't want to do it this guy

423
00:15:54.000 --> 00:15:55.160
or this guy.

424
00:15:55.160 --> 00:15:58.080
On the other hand, you can also create a significantly

425
00:15:58.080 --> 00:16:00.320
better experience for that candidate

426
00:16:00.320 --> 00:16:02.600
because they're not being re-asked the exact same

427
00:16:02.600 --> 00:16:04.080
questions yet again.

428
00:16:04.080 --> 00:16:07.040
Okay, so actually this morning I spent again two hours.

429
00:16:07.040 --> 00:16:09.200
I watched every interview of somebody who's coming

430
00:16:09.200 --> 00:16:11.800
into a very high level senior role in the company,

431
00:16:11.800 --> 00:16:13.080
who everyone said that they love

432
00:16:13.080 --> 00:16:14.720
and I have the next interview with.

433
00:16:14.720 --> 00:16:17.560
And so my goal is I'm going to watch every interview

434
00:16:17.560 --> 00:16:19.200
because guess who has higher standards

435
00:16:19.200 --> 00:16:21.400
than fucking anybody, me.

436
00:16:21.400 --> 00:16:23.320
And so the reason really is actually it comes back

437
00:16:23.320 --> 00:16:25.360
to this video, which is there might be something

438
00:16:25.360 --> 00:16:27.400
that they say to someone else on my team.

439
00:16:27.400 --> 00:16:28.720
But if I have the highest standards,

440
00:16:28.720 --> 00:16:31.480
I'm going to catch that thing better than anybody else will.

441
00:16:31.480 --> 00:16:32.880
And so basically what I come up with

442
00:16:32.880 --> 00:16:35.880
and then every candidate is what's the one thing

443
00:16:35.880 --> 00:16:38.120
that I'm not sure if it's up to standards.

444
00:16:38.120 --> 00:16:39.680
And so for this person at speed,

445
00:16:39.680 --> 00:16:41.240
I don't know if they're going to be fast enough.

446
00:16:41.240 --> 00:16:42.480
And so that's why I'm going to hammer home

447
00:16:42.480 --> 00:16:43.320
on the interview.

448
00:16:43.320 --> 00:16:45.080
I'm going to see, I'm going to test them on speed.

449
00:16:45.080 --> 00:16:46.760
But again, it's just like a matter of standards.

450
00:16:46.760 --> 00:16:48.160
And it's, again, it's funny.

451
00:16:48.160 --> 00:16:49.480
People ask all the time, they're like,

452
00:16:49.480 --> 00:16:51.200
I don't understand why I hired the wrong person.

453
00:16:51.200 --> 00:16:52.480
Well, did you watch every interview?

454
00:16:52.520 --> 00:16:54.280
Did you listen to every single interview they had

455
00:16:54.280 --> 00:16:55.200
with your team?

456
00:16:55.200 --> 00:16:57.840
And did you take the time to distill five questions

457
00:16:57.840 --> 00:17:01.000
to review over an hour that you're going to deep dive into

458
00:17:01.000 --> 00:17:03.560
and like really understand who this person is?

459
00:17:03.560 --> 00:17:05.600
But that's how you uphold a strong team

460
00:17:05.600 --> 00:17:08.320
and the standards of it is you don't let the wrong people in.

461
00:17:08.320 --> 00:17:09.440
I think Layla and I right now,

462
00:17:09.440 --> 00:17:12.360
like there's a big theme, like internally,

463
00:17:12.360 --> 00:17:13.880
I mean, I'll say this, is that like right now,

464
00:17:13.880 --> 00:17:15.520
we're definitely in a season of standards.

465
00:17:15.520 --> 00:17:16.920
We've just grown really fast.

466
00:17:16.920 --> 00:17:18.440
Yeah, which is great.

467
00:17:18.440 --> 00:17:20.280
The types of videos that Layla and I passed each other,

468
00:17:20.280 --> 00:17:21.640
like the little reels are,

469
00:17:21.640 --> 00:17:23.440
I mean, she said the names earlier, like Jensen Wang

470
00:17:23.440 --> 00:17:26.600
from the video, we still looked at lots of job stuff,

471
00:17:26.600 --> 00:17:28.760
some stuff from Almond, lots of stuff from Elon,

472
00:17:28.760 --> 00:17:29.800
basis.

473
00:17:29.800 --> 00:17:32.840
And more recently, I've had this like this,

474
00:17:32.840 --> 00:17:34.320
this very short sentence in my mind

475
00:17:34.320 --> 00:17:35.560
that's kind of been like front and center,

476
00:17:35.560 --> 00:17:38.360
which is fewer, better people.

477
00:17:38.360 --> 00:17:41.000
And the thing is that like as a company grows,

478
00:17:41.000 --> 00:17:44.640
you inherently add head count, right?

479
00:17:44.640 --> 00:17:49.200
But what I want to do is add IQ per capita.

480
00:17:49.200 --> 00:17:52.960
I want the average IQ of the company to go up.

481
00:17:52.960 --> 00:17:54.640
And if you know that you're hiring frontline roles,

482
00:17:54.640 --> 00:17:55.760
it means that you have to really,

483
00:17:55.760 --> 00:17:58.400
one, the frontline roles in general have to get better.

484
00:17:58.400 --> 00:17:59.880
And then the people were coming up,

485
00:17:59.880 --> 00:18:03.720
you know, at the top, like even higher level than that.

486
00:18:03.720 --> 00:18:07.160
And companies dilute, I think Layla said it earlier,

487
00:18:07.160 --> 00:18:09.480
like your culture dilutes, your standards dilute,

488
00:18:09.480 --> 00:18:12.000
as it grows, unless you are incredibly forceful

489
00:18:12.000 --> 00:18:12.840
and intentional about it.

490
00:18:12.840 --> 00:18:14.520
Partially because people hire people

491
00:18:14.520 --> 00:18:15.400
who are not as good as them,

492
00:18:15.400 --> 00:18:18.960
because they feel safe in their roles.

493
00:18:18.960 --> 00:18:21.840
And that's a huge, a huge risk to a business.

494
00:18:21.840 --> 00:18:24.440
But fewer, better people also require significantly less

495
00:18:24.440 --> 00:18:25.960
overhead in terms of management.

496
00:18:25.960 --> 00:18:27.640
And so if you think about the perfect company

497
00:18:27.640 --> 00:18:31.560
in terms of effectiveness as 100% individual contributors

498
00:18:31.560 --> 00:18:32.960
that had zero management,

499
00:18:32.960 --> 00:18:36.280
that would be the perfect organization of human beings.

500
00:18:36.280 --> 00:18:39.520
Now, the difficulty would be aligning their actions

501
00:18:39.520 --> 00:18:40.880
and aligning goals and then, you know,

502
00:18:40.880 --> 00:18:42.280
aligning resources across departments.

503
00:18:42.280 --> 00:18:43.400
And that's why, you know, these,

504
00:18:43.400 --> 00:18:44.800
these lines of communication exist,

505
00:18:44.800 --> 00:18:46.600
but fundamentally in a perfect world,

506
00:18:46.600 --> 00:18:47.480
and this is a hypothetical ideal

507
00:18:47.480 --> 00:18:48.480
that would never get achieved,

508
00:18:48.480 --> 00:18:51.000
you would have people who just work all the time

509
00:18:51.000 --> 00:18:53.560
and don't spend any of their time needing to communicate.

510
00:18:53.560 --> 00:18:57.080
Finding people who require less communication

511
00:18:57.080 --> 00:19:00.560
and less accountability and less repeating yourself

512
00:19:00.560 --> 00:19:03.200
and less having to explain down to a two year old,

513
00:19:03.200 --> 00:19:06.440
what has to occur in order for their job to be successful

514
00:19:06.440 --> 00:19:08.320
or for them to be successful at their job,

515
00:19:08.320 --> 00:19:09.480
makes such a big difference

516
00:19:09.480 --> 00:19:13.360
when you multiply by 100 or 200 or 500 across an organization.

517
00:19:13.360 --> 00:19:15.040
Yeah, and I would say this probably applies mostly

518
00:19:15.040 --> 00:19:17.760
to like knowledge workers in companies

519
00:19:17.760 --> 00:19:19.320
because there are some companies where I think

520
00:19:19.320 --> 00:19:21.440
that's tough for somebody with a high level

521
00:19:21.440 --> 00:19:22.840
intellect to want to keep doing.

522
00:19:22.840 --> 00:19:25.640
Well, look at Chick-fil-A's employees versus like McDonald's.

523
00:19:25.640 --> 00:19:28.160
100%, but they're not directors at average.

524
00:19:28.160 --> 00:19:29.000
No, for sure.

525
00:19:29.000 --> 00:19:30.480
But standard relative standards.

526
00:19:30.480 --> 00:19:32.240
So we'll say shoulder to shoulder standards.

527
00:19:32.240 --> 00:19:34.760
Yeah, have higher standards than your competitors.

528
00:19:34.760 --> 00:19:36.800
Yeah, actually easiest way to win.

529
00:19:36.800 --> 00:19:39.440
Yeah, if you have low standards for employees,

530
00:19:39.440 --> 00:19:40.280
then you have a lot of them

531
00:19:40.280 --> 00:19:41.600
and if you have high standards for employees,

532
00:19:41.600 --> 00:19:43.280
then you don't need as many of them.

533
00:19:43.320 --> 00:19:46.360
Even further, what's the elephant in the room,

534
00:19:46.360 --> 00:19:47.840
at least when I think about this conversation,

535
00:19:47.840 --> 00:19:49.800
is that people rise to the standard

536
00:19:49.800 --> 00:19:51.240
that you set with your actions,

537
00:19:51.240 --> 00:19:54.360
not the standard that you request with your words.

538
00:19:54.360 --> 00:19:57.360
And the difficulty of everything that we talk about right now

539
00:19:57.360 --> 00:19:59.120
is that if somebody's listening to this podcast

540
00:19:59.120 --> 00:20:00.080
and then they go to their team

541
00:20:00.080 --> 00:20:02.280
and they say, I want you to be doing this all weekends.

542
00:20:02.280 --> 00:20:03.240
I want you to be warnings.

543
00:20:03.240 --> 00:20:04.000
I want you to be nights.

544
00:20:04.000 --> 00:20:04.840
I want you to be this.

545
00:20:04.840 --> 00:20:06.640
I want you to do this like, well, if you're not doing it,

546
00:20:06.640 --> 00:20:09.600
I can guarantee you that they're not going to do it either.

547
00:20:09.600 --> 00:20:12.080
Or they might do it once and then never again.

548
00:20:12.080 --> 00:20:13.200
Or they'll resent you.

549
00:20:13.200 --> 00:20:15.000
That doesn't create loyalty.

550
00:20:15.000 --> 00:20:17.360
You know, I talked about it with the team when I said,

551
00:20:17.360 --> 00:20:19.560
I said, our culture, competitive greatness,

552
00:20:19.560 --> 00:20:21.160
what does that mean when it comes to how we treat

553
00:20:21.160 --> 00:20:22.520
our office building?

554
00:20:22.520 --> 00:20:25.160
I said, listen, if I walk in and the coffee machine

555
00:20:25.160 --> 00:20:26.520
doesn't have water,

556
00:20:26.520 --> 00:20:28.000
that does not show competitive greatness.

557
00:20:28.000 --> 00:20:30.000
Refill it after you're done.

558
00:20:30.000 --> 00:20:31.840
If it's low on water and you walk away,

559
00:20:31.840 --> 00:20:32.880
I was like, competitive greatness

560
00:20:32.880 --> 00:20:34.960
is being the type of person that you refill it

561
00:20:34.960 --> 00:20:35.800
before you walk away.

562
00:20:35.800 --> 00:20:36.640
And so if you don't do that,

563
00:20:36.640 --> 00:20:37.760
you're not upholding our standards here.

564
00:20:37.760 --> 00:20:39.040
It's the shopping cart test.

565
00:20:39.040 --> 00:20:41.440
It is and it's funny because what happened

566
00:20:41.480 --> 00:20:43.600
was about five days after that.

567
00:20:43.600 --> 00:20:45.240
I was refilling the coffee machine

568
00:20:45.240 --> 00:20:48.320
and one of our teammates walked in and she was like,

569
00:20:48.320 --> 00:20:50.040
fuck, I was by myself.

570
00:20:50.040 --> 00:20:52.040
It was like, you know, six something here.

571
00:20:52.040 --> 00:20:54.120
It was like the end of an event, whatever.

572
00:20:54.120 --> 00:20:56.320
And that was when I was like, damn, she really means it.

573
00:20:56.320 --> 00:20:58.920
Another guy who's taping the event, he came over,

574
00:20:58.920 --> 00:21:01.120
somebody had thrown a doughnut into the trash

575
00:21:01.120 --> 00:21:03.480
and it had like hit the trash, sprinkles everywhere, right?

576
00:21:03.480 --> 00:21:05.240
I was there picking up little sprinkles.

577
00:21:05.240 --> 00:21:07.320
He walked in, he taped it and he came to me.

578
00:21:07.320 --> 00:21:08.640
He was brand new and he said,

579
00:21:08.640 --> 00:21:11.120
I just want you to know everything that you have said

580
00:21:11.120 --> 00:21:12.560
and everything I've ever heard you say

581
00:21:12.560 --> 00:21:14.600
just became validated in that moment

582
00:21:14.600 --> 00:21:16.640
because I saw you picking up the fucking sprinkles

583
00:21:16.640 --> 00:21:18.480
from the floor around the trash.

584
00:21:18.480 --> 00:21:20.280
So it's like, if you guys are listening to this

585
00:21:20.280 --> 00:21:22.000
and you're thinking like, how do I raise the standards?

586
00:21:22.000 --> 00:21:24.040
Like you must be the standard.

587
00:21:24.040 --> 00:21:27.080
It's like you have to be almost an exaggeration

588
00:21:27.080 --> 00:21:28.360
of the standard.

589
00:21:28.360 --> 00:21:31.400
Everyone is going to be a delusion of that standard.

590
00:21:31.400 --> 00:21:33.680
If you want everyone to be a 10 on something,

591
00:21:33.680 --> 00:21:36.760
you have to be a hypothetical 21 out of 10.

592
00:21:36.760 --> 00:21:38.800
Like if you want everyone to behave a certain way

593
00:21:38.800 --> 00:21:40.400
and I think one of the tough parts for entrepreneurs

594
00:21:40.680 --> 00:21:43.320
is that in order to embody that, yes,

595
00:21:43.320 --> 00:21:44.560
that means that your standard for yourself

596
00:21:44.560 --> 00:21:45.440
always has to be hired.

597
00:21:45.440 --> 00:21:49.280
No one has an issue with a boss who asks something of them

598
00:21:49.280 --> 00:21:52.040
that they clearly demonstrate in excess of the ask.

599
00:21:52.040 --> 00:21:53.040
Like just really think about it.

600
00:21:53.040 --> 00:21:54.960
Like, man, I can't get my team to shop on time.

601
00:21:54.960 --> 00:21:56.640
It's like, well, are you on time?

602
00:21:56.640 --> 00:21:57.480
Yeah.

603
00:21:57.480 --> 00:21:58.760
Hey, I can't get my team to follow up.

604
00:21:58.760 --> 00:22:00.240
Do you follow up?

605
00:22:00.240 --> 00:22:02.080
Hey, I can't get my team to be more logical.

606
00:22:02.080 --> 00:22:03.280
Are you logical?

607
00:22:03.280 --> 00:22:04.960
And how logical are you?

608
00:22:04.960 --> 00:22:06.200
So it's not just, yes, no are you,

609
00:22:06.200 --> 00:22:07.520
but to what extent, to what degree?

610
00:22:07.520 --> 00:22:09.680
Is it something, is it, is it wow worthy?

611
00:22:09.840 --> 00:22:11.360
Is it something when they get home

612
00:22:11.360 --> 00:22:13.360
after they have their first week at the job,

613
00:22:13.360 --> 00:22:14.600
they tell their wife, they tell their, you know,

614
00:22:14.600 --> 00:22:16.120
they tell their spouse, they're like,

615
00:22:16.120 --> 00:22:17.720
dude, these guys are insane.

616
00:22:17.720 --> 00:22:19.080
Like these guys work, I think it's nuts.

617
00:22:19.080 --> 00:22:20.320
Like man, they're attention to details.

618
00:22:20.320 --> 00:22:21.800
I've never seen people with higher standards.

619
00:22:21.800 --> 00:22:23.400
The coolest thing about getting the office,

620
00:22:23.400 --> 00:22:27.840
the headquarters has been seeing how people watching our,

621
00:22:27.840 --> 00:22:31.520
how we actually work in person has changed the work,

622
00:22:31.520 --> 00:22:33.680
the standards of the teams.

623
00:22:33.680 --> 00:22:35.280
I think that's the one advantage that we have

624
00:22:35.280 --> 00:22:36.800
of the in-person teammates that we have

625
00:22:36.800 --> 00:22:37.640
because we're hybrid,

626
00:22:37.640 --> 00:22:39.200
we have some people who are fully remote.

627
00:22:39.200 --> 00:22:42.560
But I think that the people who really want to learn from us

628
00:22:42.560 --> 00:22:44.240
and that come into the office get to see

629
00:22:44.240 --> 00:22:47.040
because they walk in at seven or at eight or whatever

630
00:22:47.040 --> 00:22:48.440
and they're like, they've been here.

631
00:22:48.440 --> 00:22:50.600
At seven or eight, I'm darn good.

632
00:22:50.600 --> 00:22:52.360
You know, and then they leave before we leave,

633
00:22:52.360 --> 00:22:53.320
you know, it's just like,

634
00:22:53.320 --> 00:22:55.240
it's setting the standard for everybody else

635
00:22:55.240 --> 00:22:58.200
and I think about that all the time, every single day.

636
00:22:58.200 --> 00:23:00.040
You know, our team knows if they come in on a Sunday,

637
00:23:00.040 --> 00:23:01.720
they're gonna see us, if they come in on Saturday,

638
00:23:01.720 --> 00:23:02.560
they're gonna see us.

639
00:23:02.560 --> 00:23:05.160
Like, if you get here at six, you're gonna see us.

640
00:23:05.160 --> 00:23:07.160
I mean, we're here, we're here for it.

641
00:23:07.360 --> 00:23:08.760
I mean, that ties back around to like,

642
00:23:08.760 --> 00:23:11.280
I think that the issue has been for a long time.

643
00:23:11.280 --> 00:23:13.160
I think a lot of people are too apologetic

644
00:23:13.160 --> 00:23:15.800
about raising the standard because the reality is,

645
00:23:15.800 --> 00:23:18.320
is if you raise the standard, you are the few, not the many.

646
00:23:18.320 --> 00:23:19.880
And therefore, other people tell you

647
00:23:19.880 --> 00:23:21.600
there's something wrong with you.

648
00:23:21.600 --> 00:23:22.800
And if other people are telling you

649
00:23:22.800 --> 00:23:23.760
that there's something wrong with you,

650
00:23:23.760 --> 00:23:25.040
you're probably on the right path.

651
00:23:25.040 --> 00:23:27.760
And it feels tough because you will be, again,

652
00:23:27.760 --> 00:23:29.080
in the minority.

653
00:23:29.080 --> 00:23:31.560
And so it's very hard for like, I think humans,

654
00:23:31.560 --> 00:23:32.600
like cognitive programming.

655
00:23:32.600 --> 00:23:33.920
If the majority of people are telling you

656
00:23:33.920 --> 00:23:35.480
that something's wrong,

657
00:23:35.480 --> 00:23:37.600
you have this very deep desire to change it.

658
00:23:37.600 --> 00:23:40.280
It just takes, eventually though, I feel like you and I,

659
00:23:40.280 --> 00:23:42.040
like we reprogrammed where it's like,

660
00:23:42.040 --> 00:23:43.320
if people are telling me I'm obsessed,

661
00:23:43.320 --> 00:23:45.280
something's wrong, I'm like, oh, I'm on the right path

662
00:23:45.280 --> 00:23:47.200
because whatever one else is doing,

663
00:23:47.200 --> 00:23:48.280
I don't wanna be like that.

664
00:23:48.280 --> 00:23:49.600
It's clearly not working.

665
00:23:49.600 --> 00:23:51.400
What happens though is you raise the standard

666
00:23:51.400 --> 00:23:52.520
and this is where it gets really tough.

667
00:23:52.520 --> 00:23:54.400
So I'm, you know, rubber hitting the road here.

668
00:23:54.400 --> 00:23:58.120
Is that as the company grows, whatever stage you're at,

669
00:23:58.120 --> 00:24:00.640
the bar will always have to get reset.

670
00:24:00.640 --> 00:24:03.200
And if you don't reset it, you will eventually dilute,

671
00:24:03.200 --> 00:24:05.480
you will bloat, you'll get too many, you know,

672
00:24:05.480 --> 00:24:07.600
unintelligent people, people who don't work as hard,

673
00:24:07.600 --> 00:24:09.000
who don't share the values to the degree

674
00:24:09.000 --> 00:24:11.000
that you need them to or want them to.

675
00:24:11.000 --> 00:24:12.400
You know, it's kind of like an accordion

676
00:24:12.400 --> 00:24:14.240
or kind of like a tree where it grows

677
00:24:14.240 --> 00:24:16.480
and you have to prune the tree to keep the tree healthy.

678
00:24:16.480 --> 00:24:19.840
Like you have to keep the most concentrated version of it.

679
00:24:19.840 --> 00:24:21.040
And I like accordion as a visual.

680
00:24:21.040 --> 00:24:22.920
It's like it goes in and then it expands out

681
00:24:22.920 --> 00:24:24.360
and then it goes in and then it expands out.

682
00:24:24.360 --> 00:24:26.720
And it's this distillation process.

683
00:24:26.720 --> 00:24:29.120
I mean, I think about this with jobs a lot

684
00:24:29.120 --> 00:24:31.760
because I think about what people he had

685
00:24:31.760 --> 00:24:33.160
in his immediate vicinity.

686
00:24:33.160 --> 00:24:35.640
Like who are the people that really drove things?

687
00:24:35.640 --> 00:24:37.920
And what's interesting is that like Gmail, for example,

688
00:24:37.920 --> 00:24:39.760
was like a team of five.

689
00:24:39.760 --> 00:24:41.480
And you know, the team that built the original iPhone

690
00:24:41.480 --> 00:24:43.040
very, very small team.

691
00:24:43.040 --> 00:24:45.200
Now you have these, you know, huge, huge organizations,

692
00:24:45.200 --> 00:24:47.760
but they're still these very small teams

693
00:24:47.760 --> 00:24:50.560
that are incredibly effective of highly intelligent

694
00:24:50.560 --> 00:24:53.800
and motivated people who have leadership

695
00:24:53.800 --> 00:24:55.920
that just simply aligns the vision

696
00:24:55.920 --> 00:24:57.600
and then more or less gets out of their way.

697
00:24:57.600 --> 00:24:59.640
And I think this is something that I've been using

698
00:24:59.680 --> 00:25:01.360
as my own personal witness test

699
00:25:01.360 --> 00:25:03.800
for the people that are in my vicinity.

700
00:25:03.800 --> 00:25:05.840
I will hold people accountable through the standards

701
00:25:05.840 --> 00:25:07.800
that I uphold for myself.

702
00:25:07.800 --> 00:25:09.600
If I have to keep moving a task along a,

703
00:25:09.600 --> 00:25:10.480
hey, man, where are you out there?

704
00:25:10.480 --> 00:25:11.760
Hey, where are you out with that?

705
00:25:11.760 --> 00:25:15.480
That's not the caliber of person at this level

706
00:25:15.480 --> 00:25:16.320
that needs to be here.

707
00:25:16.320 --> 00:25:19.720
Accountability, which I've, I've made a little formula.

708
00:25:19.720 --> 00:25:21.480
I don't know if you know this or you've seen my YouTube channel.

709
00:25:21.480 --> 00:25:22.320
Yeah, yeah.

710
00:25:22.320 --> 00:25:23.320
Yeah, YouTube channel.

711
00:25:23.320 --> 00:25:25.320
Yeah, expectations.

712
00:25:25.320 --> 00:25:29.240
Expectations plus measurement times reinforcement.

713
00:25:29.240 --> 00:25:32.560
Set the expectation, put in a tool to measure

714
00:25:32.560 --> 00:25:34.760
if the expectation is being met

715
00:25:34.760 --> 00:25:38.520
and then your job as a leader of a manager is reinforcement.

716
00:25:38.520 --> 00:25:41.280
I call it like reinforcements the only multiplier.

717
00:25:41.280 --> 00:25:43.600
So for me, when I talk about accountability,

718
00:25:43.600 --> 00:25:46.360
I'm talking about it because I know that if I reinforce

719
00:25:46.360 --> 00:25:47.920
the activities that somebody does

720
00:25:47.920 --> 00:25:51.160
to uphold those expectations, then I get even more.

721
00:25:51.160 --> 00:25:54.120
They'll be an 11 out of 10 or 12 out of 10.

722
00:25:54.120 --> 00:25:56.040
If somebody, and this is actually what I was talking about

723
00:25:56.040 --> 00:25:57.960
the other day, I was like, oh man,

724
00:25:57.960 --> 00:26:00.280
I really worry about like people taking all the things

725
00:26:00.280 --> 00:26:02.960
I talk about and applying it to shitty teammates.

726
00:26:02.960 --> 00:26:05.600
Nobody who reports to me is someone

727
00:26:05.600 --> 00:26:07.560
I have to ride their ass about something.

728
00:26:07.560 --> 00:26:09.680
And I promise you, if it's somebody who I have to ride

729
00:26:09.680 --> 00:26:11.960
their ass, then they're gone.

730
00:26:11.960 --> 00:26:13.280
I'm kind, I'm not nice.

731
00:26:13.280 --> 00:26:15.200
I'm not gonna keep someone as ineffective on my team

732
00:26:15.200 --> 00:26:17.760
because that actually just screws up the whole thing.

733
00:26:17.760 --> 00:26:21.400
And your job as a leader is to protect the entire company,

734
00:26:21.400 --> 00:26:23.680
not one person's feelings.

735
00:26:23.680 --> 00:26:24.880
You know, that's just like one thing

736
00:26:24.880 --> 00:26:27.040
that I keep thinking about with the accountability piece,

737
00:26:27.040 --> 00:26:30.840
which is like what people miss is they think that one

738
00:26:30.840 --> 00:26:33.840
that setting expectations, I have a whole video on that

739
00:26:33.840 --> 00:26:35.080
on my YouTube channel, but like they think

740
00:26:35.080 --> 00:26:37.120
that setting expectations means constantly

741
00:26:37.120 --> 00:26:38.680
giving someone instructions.

742
00:26:38.680 --> 00:26:40.800
Two, they think that measurement means that

743
00:26:40.800 --> 00:26:43.320
they are measuring the person, whereas all the examples

744
00:26:43.320 --> 00:26:45.800
I give are how that person measures themselves.

745
00:26:45.800 --> 00:26:48.280
And then three, they think that constant feedback

746
00:26:48.280 --> 00:26:50.160
means that that person's probably fucking up

747
00:26:50.160 --> 00:26:51.320
and you're having to constantly tell them

748
00:26:51.320 --> 00:26:52.240
what they're doing wrong.

749
00:26:52.240 --> 00:26:54.480
It's like no, I'm trying to get winners

750
00:26:54.480 --> 00:26:56.600
into my accountability formula.

751
00:26:56.600 --> 00:26:58.200
I'm not trying, I'm not I'm losers.

752
00:26:58.200 --> 00:27:00.920
If I have to constantly tell somebody what they're doing wrong,

753
00:27:00.920 --> 00:27:03.440
if I have to repeat myself three or four times,

754
00:27:03.440 --> 00:27:05.680
if somebody is unable to do something,

755
00:27:05.680 --> 00:27:07.680
sometimes it's just not worth the return.

756
00:27:07.680 --> 00:27:08.760
And you have to ask yourself that,

757
00:27:08.760 --> 00:27:10.960
which is like is this worth my time

758
00:27:10.960 --> 00:27:13.400
as the CEO or the founder of the company?

759
00:27:13.400 --> 00:27:15.920
Should I be spending hours and hours a week

760
00:27:15.920 --> 00:27:18.120
trying to train one customer support rep

761
00:27:18.120 --> 00:27:20.480
on how to manage tickets?

762
00:27:20.480 --> 00:27:21.520
Probably fucking not.

763
00:27:21.520 --> 00:27:24.640
I'll read this tweet that I wrote the other day

764
00:27:25.160 --> 00:27:26.960
and of course anything that's like

765
00:27:26.960 --> 00:27:30.360
the operational higher value gets zero reach.

766
00:27:30.360 --> 00:27:32.760
But a lot of young leaders think that the point

767
00:27:32.760 --> 00:27:35.560
of their job is to keep everyone on their team happy.

768
00:27:35.560 --> 00:27:37.600
When in fact, it's to keep the best people

769
00:27:37.600 --> 00:27:39.120
on their team happy.

770
00:27:39.120 --> 00:27:42.040
That means that you have to allow the rest

771
00:27:42.040 --> 00:27:45.000
to rise to the occasion or weed themselves out.

772
00:27:45.000 --> 00:27:48.040
And that means that low performers will wine

773
00:27:48.040 --> 00:27:49.720
and then leave.

774
00:27:49.720 --> 00:27:52.600
And so when I say wine, it's easy to hear the word wine

775
00:27:53.440 --> 00:27:56.400
but you have to think about them like you raise the bar.

776
00:27:56.400 --> 00:27:57.880
Like if a new sheriff's in town,

777
00:27:57.880 --> 00:28:00.720
let's say you want to take over underperforming team

778
00:28:00.720 --> 00:28:02.680
like the first thing that's going to happen

779
00:28:02.680 --> 00:28:03.800
is you reset the standards.

780
00:28:03.800 --> 00:28:06.400
If the new like every single sports movie

781
00:28:06.400 --> 00:28:08.400
where the new coach comes into town

782
00:28:08.400 --> 00:28:11.600
and it's the loser team, what do they do?

783
00:28:11.600 --> 00:28:13.640
They reset the fucking bar.

784
00:28:13.640 --> 00:28:14.920
It's the number one rule if you're taking

785
00:28:14.920 --> 00:28:16.080
over to the department.

786
00:28:16.080 --> 00:28:17.320
You have to be better.

787
00:28:17.320 --> 00:28:18.960
If you're not be better, don't take it over.

788
00:28:19.520 --> 00:28:23.240
And I think right now many, many businesses,

789
00:28:23.240 --> 00:28:25.320
and many business owners for listening to this,

790
00:28:25.320 --> 00:28:26.600
it's either the entire business

791
00:28:26.600 --> 00:28:30.720
or function within the business has a leader there

792
00:28:30.720 --> 00:28:33.080
who is two lakhs.

793
00:28:33.080 --> 00:28:35.120
They are not strong enough.

794
00:28:35.120 --> 00:28:36.640
They are people pleasing.

795
00:28:36.640 --> 00:28:40.360
They are being nice, not being good.

796
00:28:40.360 --> 00:28:41.720
They're not being kind.

797
00:28:41.720 --> 00:28:42.720
They're being nice.

798
00:28:42.720 --> 00:28:44.440
They want to be liked by everyone.

799
00:28:44.440 --> 00:28:47.560
And that's not the way that is not the way.

800
00:28:47.600 --> 00:28:49.240
And the thing is, it's uncomfortable

801
00:28:49.240 --> 00:28:52.280
because you might find out that if you go take over

802
00:28:52.280 --> 00:28:54.160
a department or a function or whatever

803
00:28:54.160 --> 00:28:56.320
that maybe half the team isn't a standard

804
00:28:56.320 --> 00:28:57.920
or when Elon went into Twitter,

805
00:28:57.920 --> 00:29:00.760
80% weren't to his standard, right?

806
00:29:00.760 --> 00:29:01.920
Yeah.

807
00:29:01.920 --> 00:29:03.520
I think there's actually two things that I would give as

808
00:29:03.520 --> 00:29:05.720
like nice versus good.

809
00:29:05.720 --> 00:29:07.000
I would say nice versus kind

810
00:29:07.000 --> 00:29:08.400
that I talk about the locks.

811
00:29:08.400 --> 00:29:10.520
I think people, I wouldn't call myself nice,

812
00:29:10.520 --> 00:29:11.880
but I think I'm kind.

813
00:29:11.880 --> 00:29:14.800
Because nice is about avoiding conflict, right?

814
00:29:14.800 --> 00:29:16.440
And it's disguised.

815
00:29:16.440 --> 00:29:19.160
It's basically weakness disguised as being polite.

816
00:29:19.160 --> 00:29:20.000
Mm.

817
00:29:20.000 --> 00:29:21.200
But it's weak.

818
00:29:21.200 --> 00:29:22.040
It's weak.

819
00:29:22.040 --> 00:29:24.160
And kind is doing what's difficult right now,

820
00:29:24.160 --> 00:29:25.440
even if it's difficult.

821
00:29:25.440 --> 00:29:26.480
Because you love somebody,

822
00:29:26.480 --> 00:29:27.880
because you want to invest in somebody,

823
00:29:27.880 --> 00:29:29.440
because you believe in somebody.

824
00:29:29.440 --> 00:29:30.640
I am very kind.

825
00:29:30.640 --> 00:29:32.280
I am not nice.

826
00:29:32.280 --> 00:29:34.160
Because I am constantly telling people the truth

827
00:29:34.160 --> 00:29:36.560
about where they stand in the company.

828
00:29:36.560 --> 00:29:38.880
And it always means that it's uncomfortable in the moment.

829
00:29:38.880 --> 00:29:41.280
The amount of every time I see it,

830
00:29:41.280 --> 00:29:43.200
I have to say it because it's like if I don't

831
00:29:43.240 --> 00:29:44.280
and who else does?

832
00:29:44.280 --> 00:29:46.680
When people are looking at these within their departments,

833
00:29:46.680 --> 00:29:47.920
the question I ask myself with this,

834
00:29:47.920 --> 00:29:50.480
which is, I look at my leadership team,

835
00:29:50.480 --> 00:29:52.160
I look at people who report to me,

836
00:29:52.160 --> 00:29:53.960
I look at people in the company and key roles,

837
00:29:53.960 --> 00:29:55.400
and I just ask myself this one question.

838
00:29:55.400 --> 00:29:56.440
And this is honestly it for me,

839
00:29:56.440 --> 00:29:59.320
which is, is this person making it easier

840
00:29:59.320 --> 00:30:01.160
or harder to achieve our goals?

841
00:30:01.160 --> 00:30:02.000
Mm.

842
00:30:02.000 --> 00:30:04.280
And like at the end of the day,

843
00:30:04.280 --> 00:30:07.320
if somebody makes it harder for us to achieve our goals

844
00:30:07.320 --> 00:30:10.360
as a company, then either something has to change

845
00:30:10.360 --> 00:30:11.600
or they have to lead.

846
00:30:11.600 --> 00:30:15.600
And I think a couple of vectors to kind of measure this on

847
00:30:15.600 --> 00:30:17.840
mentally is if you look at someone and say,

848
00:30:17.840 --> 00:30:22.160
okay, do they meet my quality standard?

849
00:30:22.160 --> 00:30:24.240
Okay, maybe they meet the quality, maybe they don't.

850
00:30:24.240 --> 00:30:26.360
Do they meet my quantity standard?

851
00:30:26.360 --> 00:30:28.400
Are they doing, maybe they have quality,

852
00:30:28.400 --> 00:30:30.200
but they're not, they're not doing enough?

853
00:30:30.200 --> 00:30:32.520
Do they meet my speed standard?

854
00:30:32.520 --> 00:30:34.640
Do they do it fast enough?

855
00:30:34.640 --> 00:30:37.200
And so those are just some different vectors you can consider

856
00:30:37.200 --> 00:30:38.120
when you're talking to someone,

857
00:30:38.120 --> 00:30:39.240
when you're like, I don't know,

858
00:30:39.240 --> 00:30:40.600
is so and so up to standard?

859
00:30:40.600 --> 00:30:42.320
It's like, well, having different frames

860
00:30:42.320 --> 00:30:45.320
or lenses to look through can kind of guide that conversation

861
00:30:45.320 --> 00:30:47.040
if you feel like someone's deficient.

862
00:30:47.040 --> 00:30:49.000
And like I think one of the biggest things that I've,

863
00:30:49.000 --> 00:30:50.920
I've, I've got significantly better out over the years

864
00:30:50.920 --> 00:30:54.560
is being able to put words to discrepancies

865
00:30:54.560 --> 00:30:56.640
between desired and actual.

866
00:30:56.640 --> 00:30:58.800
And so I think like in the beginning, for example,

867
00:30:58.800 --> 00:31:01.640
when I would communicate, somebody was not doing a good job,

868
00:31:01.640 --> 00:31:04.040
I'd be like, hey, you're not doing a good job.

869
00:31:04.040 --> 00:31:06.800
That is actually very difficult for someone to hear

870
00:31:06.800 --> 00:31:11.080
because it's basically generic and not specific behaviors

871
00:31:11.080 --> 00:31:12.760
that they can change.

872
00:31:12.760 --> 00:31:16.320
In communicating a standard, having clear examples of,

873
00:31:16.320 --> 00:31:20.240
it is a standard that you work six days a week.

874
00:31:20.240 --> 00:31:21.240
That is a standard.

875
00:31:21.240 --> 00:31:22.640
But if you're like, ah, they're just not working.

876
00:31:22.640 --> 00:31:24.040
And if it's like translating to like,

877
00:31:24.040 --> 00:31:26.880
I need you to work harder, which no one knows how to do,

878
00:31:26.880 --> 00:31:28.760
to, I need you to show up earlier.

879
00:31:28.760 --> 00:31:30.960
I need you to stay later and take more calls.

880
00:31:30.960 --> 00:31:33.960
I need you to, I need you to spend about twice as much time

881
00:31:33.960 --> 00:31:35.840
on these, on these shorts.

882
00:31:35.880 --> 00:31:38.440
I need you to make sure that these transitions

883
00:31:38.440 --> 00:31:40.360
are smoother than they are.

884
00:31:40.360 --> 00:31:42.000
Like I need them to take less time.

885
00:31:42.000 --> 00:31:43.800
I need you to send more out per day.

886
00:31:43.800 --> 00:31:45.040
Like again, you can think in quality,

887
00:31:45.040 --> 00:31:47.400
you can think in quantity, or you can think at speed.

888
00:31:47.400 --> 00:31:48.440
There's obviously other vectors,

889
00:31:48.440 --> 00:31:49.840
but those are the ones that come top of mind

890
00:31:49.840 --> 00:31:51.280
in terms of like large generic things

891
00:31:51.280 --> 00:31:52.480
that you can kind of zoom in on.

892
00:31:52.480 --> 00:31:53.320
Yeah.

893
00:31:53.320 --> 00:31:54.880
The last thing I'll say just in terms of like,

894
00:31:54.880 --> 00:31:57.760
where I see this go wrong is that I just feel like

895
00:31:57.760 --> 00:32:02.320
a lot of people are, as the company grows,

896
00:32:02.320 --> 00:32:05.880
they accommodate mediocrity and low standards

897
00:32:05.880 --> 00:32:08.240
rather than upholding the high standards.

898
00:32:08.240 --> 00:32:11.040
And because what happens is they start to question,

899
00:32:11.040 --> 00:32:13.800
maybe I was just, you know, too hard on them.

900
00:32:13.800 --> 00:32:16.840
Maybe I, this was unrealistic, maybe I,

901
00:32:16.840 --> 00:32:19.920
and like you kind of have to be a little unrealistic.

902
00:32:19.920 --> 00:32:21.120
You know, like the amount of times

903
00:32:21.120 --> 00:32:23.120
that a final candidate gets to me,

904
00:32:23.120 --> 00:32:25.520
and I'm like, I'm not taking this call.

905
00:32:25.520 --> 00:32:26.360
People are like, why?

906
00:32:26.360 --> 00:32:27.440
And I'm like, this is not the person.

907
00:32:27.440 --> 00:32:28.480
After all that work.

908
00:32:28.480 --> 00:32:31.280
Yeah, after all that work, this is the best we've got.

909
00:32:31.280 --> 00:32:32.880
That's not the best we need.

910
00:32:32.880 --> 00:32:36.720
I feel zero bad about that,

911
00:32:36.720 --> 00:32:39.080
because I know that my number one job

912
00:32:39.080 --> 00:32:42.240
is to be the steward of the company.

913
00:32:42.240 --> 00:32:43.080
No.

914
00:32:43.080 --> 00:32:45.400
And I think that if you are the steward of everyone's feelings,

915
00:32:45.400 --> 00:32:47.560
it makes being the steward of the company

916
00:32:47.560 --> 00:32:48.560
very fucking hard.

917
00:32:48.560 --> 00:32:49.640
There's a tweet in there.

918
00:32:49.640 --> 00:32:50.480
Is there a tweet in there?

919
00:32:50.480 --> 00:32:51.320
There's a tweet in there.

920
00:32:51.320 --> 00:32:53.360
I'm the master of not tweeting, so you can have it.

921
00:32:53.360 --> 00:32:56.360
No, no, there's something pithy in there of like,

922
00:32:56.360 --> 00:32:58.560
you need to be the steward of the company,

923
00:32:58.560 --> 00:33:01.080
not the steward of people's feelings.

924
00:33:01.880 --> 00:33:03.560
I think that's really good.

925
00:33:03.560 --> 00:33:07.280
I would say that when we first met years and years ago,

926
00:33:07.280 --> 00:33:10.800
I think you would have been very influenced by people

927
00:33:10.800 --> 00:33:13.360
having a bad day, people complaining.

928
00:33:13.360 --> 00:33:15.600
And I say, complaining isn't them generically saying,

929
00:33:15.600 --> 00:33:18.760
like, oh, this is hard or like, or I'm overwhelmed.

930
00:33:18.760 --> 00:33:20.240
I think you in the earlier days

931
00:33:20.240 --> 00:33:23.680
would have felt more empathy towards them

932
00:33:23.680 --> 00:33:25.760
and being like, oh, maybe I am overwhelming them.

933
00:33:25.760 --> 00:33:27.200
Rather than thinking like,

934
00:33:27.200 --> 00:33:30.840
they are just not at the standard of person that we need.

935
00:33:31.200 --> 00:33:32.800
And we would have then taken the overwhelm

936
00:33:32.800 --> 00:33:34.680
and said, oh, we're being too demanding.

937
00:33:34.680 --> 00:33:36.480
And so it's honestly, it's a little bit of push and pull

938
00:33:36.480 --> 00:33:37.600
because some founders are gonna hear this

939
00:33:37.600 --> 00:33:39.800
and be like, I'm going to immediately raise the standard

940
00:33:39.800 --> 00:33:40.640
on my entire team.

941
00:33:40.640 --> 00:33:41.480
But here's what happens.

942
00:33:41.480 --> 00:33:42.320
So this is what happens.

943
00:33:42.320 --> 00:33:43.840
You go run there, you hear this podcast

944
00:33:43.840 --> 00:33:45.160
and you have this, you have this, you know,

945
00:33:45.160 --> 00:33:46.880
come to Jesus with your whole team.

946
00:33:46.880 --> 00:33:49.040
And then here's the next thing.

947
00:33:49.040 --> 00:33:51.840
They just go back to living their lives

948
00:33:51.840 --> 00:33:53.640
because you don't enforce it.

949
00:33:53.640 --> 00:33:56.720
And so what you allow to exist,

950
00:33:56.720 --> 00:33:58.600
what you tolerate becomes the standard,

951
00:33:58.600 --> 00:34:00.920
it's the lowest thing, not the highest thing.

952
00:34:00.920 --> 00:34:01.920
That's what's crazy.

953
00:34:01.920 --> 00:34:03.960
Is the one time you let someone be late to a meeting

954
00:34:03.960 --> 00:34:04.960
and you don't say something,

955
00:34:04.960 --> 00:34:06.960
you have now demonstrated to everyone

956
00:34:06.960 --> 00:34:08.640
that that is acceptable.

957
00:34:08.640 --> 00:34:11.120
And so you have to pair it with likely,

958
00:34:11.120 --> 00:34:13.080
if you feel like you need to change the, you know,

959
00:34:13.080 --> 00:34:14.520
turn the tide or change the ship,

960
00:34:14.520 --> 00:34:16.120
is that if you do have a new standard,

961
00:34:16.120 --> 00:34:17.960
you set the standard and if people don't meet it,

962
00:34:17.960 --> 00:34:20.360
it means yes, you might need different people.

963
00:34:20.360 --> 00:34:21.920
And that means that you might have to go through a

964
00:34:21.920 --> 00:34:23.560
period of time where you're rebuilding

965
00:34:23.560 --> 00:34:26.120
because you have to basically cycle through a new team

966
00:34:26.120 --> 00:34:27.800
and bring in and reset the culture,

967
00:34:27.800 --> 00:34:28.640
reset the standards.

968
00:34:28.640 --> 00:34:30.880
And honestly, every single entrepreneur

969
00:34:30.880 --> 00:34:31.920
that I've heard has been in business

970
00:34:31.920 --> 00:34:34.440
for an extended period of time has had to do this.

971
00:34:34.440 --> 00:34:36.760
One, two, sometimes three times

972
00:34:36.760 --> 00:34:37.960
throughout the company's history.

973
00:34:37.960 --> 00:34:40.880
We were like, I just needed to set the bar higher.

974
00:34:40.880 --> 00:34:42.120
And I knew that the team that got me here

975
00:34:42.120 --> 00:34:44.000
wasn't the team that was gonna get to where I wanted to go.

976
00:34:44.000 --> 00:34:46.600
The play behind that is the you that got you here

977
00:34:46.600 --> 00:34:48.720
is not the you that gets you to the next level.

978
00:34:48.720 --> 00:34:50.920
You know, when you say me 10 years ago,

979
00:34:50.920 --> 00:34:52.840
you know, even six years ago,

980
00:34:52.840 --> 00:34:54.600
I mean, it's been my ongoing thing for me

981
00:34:54.600 --> 00:34:57.280
because and that's why I'm so vicious about making sure

982
00:34:57.280 --> 00:34:59.760
we have the right people because I will be as loyal

983
00:34:59.760 --> 00:35:01.960
to the right people as they are to me.

984
00:35:01.960 --> 00:35:03.680
And I will pour a lot into them.

985
00:35:03.680 --> 00:35:04.920
I will invest in them.

986
00:35:04.920 --> 00:35:08.320
But one thing that I have done away with is being nice,

987
00:35:08.320 --> 00:35:11.840
which is in my opinion, sacrificing the long term,

988
00:35:11.840 --> 00:35:14.840
sacrificing what's best for the whole team for one person.

989
00:35:14.840 --> 00:35:17.640
But I will say this, which is you're so caught up

990
00:35:17.640 --> 00:35:19.400
in the day to day and you're so caught up

991
00:35:19.400 --> 00:35:22.160
and everything that's going on that you don't catch

992
00:35:22.160 --> 00:35:24.040
these things that slip your standards.

993
00:35:24.040 --> 00:35:25.720
I was talking to one of our friends about this,

994
00:35:25.720 --> 00:35:26.560
Dr. Cashy actually.

995
00:35:26.600 --> 00:35:28.600
And I was like, what happens over time

996
00:35:28.600 --> 00:35:32.360
is that I get so busy that I'll have 12 meetings a day.

997
00:35:32.360 --> 00:35:34.000
And my one meeting at 10 am,

998
00:35:34.000 --> 00:35:36.920
somebody says or does something that's not to standard.

999
00:35:36.920 --> 00:35:39.360
And I'm so focused on getting to the next meeting

1000
00:35:39.360 --> 00:35:40.600
that I forget about it.

1001
00:35:40.600 --> 00:35:42.760
And so I have to put reminders every day

1002
00:35:42.760 --> 00:35:45.520
to ask myself, was there anything,

1003
00:35:45.520 --> 00:35:47.680
like basically I put what I call like a lookup,

1004
00:35:47.680 --> 00:35:49.760
which is like look back up at the rest of my calendar

1005
00:35:49.760 --> 00:35:51.600
and say like, did anything go wrong

1006
00:35:51.600 --> 00:35:53.800
that I need to address before tomorrow?

1007
00:35:53.800 --> 00:35:56.200
And I try to give that feedback immediately.

1008
00:35:56.200 --> 00:35:58.000
And honestly, that's what kind of all it takes

1009
00:35:58.000 --> 00:36:00.200
is like resetting the standards is not

1010
00:36:00.200 --> 00:36:02.760
some like monumentous event that occurs.

1011
00:36:02.760 --> 00:36:06.280
It's you giving feedback every single fucking day,

1012
00:36:06.280 --> 00:36:09.000
not forgetting to do it on every call, on every one on one,

1013
00:36:09.000 --> 00:36:11.000
your reaction to every mistake.

1014
00:36:11.000 --> 00:36:12.200
It is all the little things.

1015
00:36:12.200 --> 00:36:13.360
It's just a hundred golden BBs.

1016
00:36:13.360 --> 00:36:15.000
There's not one silver bullet.

1017
00:36:15.000 --> 00:36:17.200
But I think a lot of people that's very overwhelming

1018
00:36:17.200 --> 00:36:19.440
because it means that you have to change your way

1019
00:36:19.440 --> 00:36:22.200
of existing as the founder or the CEO of the company.

1020
00:36:22.200 --> 00:36:23.680
And that's hard to accept.

1021
00:36:23.680 --> 00:36:26.400
And I was just gonna say that a lot of people I think

1022
00:36:26.400 --> 00:36:30.120
are afraid of, I was gonna say confrontation.

1023
00:36:30.120 --> 00:36:32.640
Like a lot of people are afraid of confrontation.

1024
00:36:32.640 --> 00:36:34.680
They don't want to just say like, hey man,

1025
00:36:34.680 --> 00:36:35.880
this sucked.

1026
00:36:35.880 --> 00:36:37.240
I expect that you would have worked hard on this

1027
00:36:37.240 --> 00:36:39.440
or hey, I'm surprised that this took so long.

1028
00:36:39.440 --> 00:36:41.720
What else got in the way that I don't understand?

1029
00:36:41.720 --> 00:36:43.200
Like help me understand why this took a week.

1030
00:36:43.200 --> 00:36:44.720
It's fine because I just made a podcast on this

1031
00:36:44.720 --> 00:36:47.360
because I think people are afraid of quote confrontation

1032
00:36:47.360 --> 00:36:48.840
because all they do is insult people.

1033
00:36:48.840 --> 00:36:50.400
They don't actually know how to criticize people.

1034
00:36:50.400 --> 00:36:51.240
Totally.

1035
00:36:51.240 --> 00:36:53.760
Like yeah, I mean, I give so much feedback

1036
00:36:53.760 --> 00:36:55.160
and I critique people all the time,

1037
00:36:55.160 --> 00:36:57.320
but I never make people, it doesn't feel bad

1038
00:36:57.320 --> 00:36:59.960
when I deliver it because I don't tell them that they suck.

1039
00:36:59.960 --> 00:37:01.320
I just tell them what to do differently.

1040
00:37:01.320 --> 00:37:02.480
So this sucked less.

1041
00:37:02.480 --> 00:37:04.520
No, but it's exactly that.

1042
00:37:04.520 --> 00:37:06.920
Like if you go to, let's say I'll use video editors

1043
00:37:06.920 --> 00:37:08.880
because we have a media team as a simple example.

1044
00:37:08.880 --> 00:37:10.400
But like if I went to a media and editor

1045
00:37:10.400 --> 00:37:13.760
and said, hey, this real sucked, that hurts, right?

1046
00:37:13.760 --> 00:37:14.680
But it's also not helpful.

1047
00:37:14.680 --> 00:37:16.480
It hurts Andy's unhelpful.

1048
00:37:16.480 --> 00:37:19.880
And so everyone has these fears around those exchanges

1049
00:37:19.920 --> 00:37:21.440
almost rightfully so.

1050
00:37:21.440 --> 00:37:24.720
But if you just said, hey, this hook was off

1051
00:37:24.720 --> 00:37:27.680
and needs to be cut this way, can you do that going forward?

1052
00:37:27.680 --> 00:37:30.160
I think most people would be like, yeah, sure.

1053
00:37:30.160 --> 00:37:31.520
Did the thing before that suck?

1054
00:37:31.520 --> 00:37:32.360
Yes.

1055
00:37:32.360 --> 00:37:33.920
But does saying that it sucked help?

1056
00:37:33.920 --> 00:37:34.760
No.

1057
00:37:34.760 --> 00:37:37.400
Just explaining what they should do differently.

1058
00:37:37.400 --> 00:37:38.720
Is that the feedback you need to do?

1059
00:37:38.720 --> 00:37:39.560
Yes.

1060
00:37:39.560 --> 00:37:42.720
And so like this is for all the hotter heads

1061
00:37:42.720 --> 00:37:45.160
founders who are out there, my homies.

1062
00:37:45.160 --> 00:37:48.040
It has been one of the biggest breakthroughs in my ability

1063
00:37:48.040 --> 00:37:52.160
to lead and not blow up on people was if I'm upset

1064
00:37:52.160 --> 00:37:55.800
asking myself the question, what do I want them to do instead?

1065
00:37:55.800 --> 00:37:58.560
Being as specific as humanly possible with that,

1066
00:37:58.560 --> 00:38:00.560
a laundry list of how to behave.

1067
00:38:00.560 --> 00:38:02.840
And by doing this, one, it slows me down

1068
00:38:02.840 --> 00:38:04.400
so like gives me time to think.

1069
00:38:04.400 --> 00:38:07.040
Because like in the moment, they basically, you know,

1070
00:38:07.040 --> 00:38:09.000
insult you basically by putting the workout

1071
00:38:09.000 --> 00:38:09.840
that might have been low quality

1072
00:38:09.840 --> 00:38:11.120
compared to your standards, right?

1073
00:38:11.120 --> 00:38:12.400
And this infuriates you because you know,

1074
00:38:12.400 --> 00:38:14.600
customer saw it or vendor saw it or other employees saw it

1075
00:38:14.600 --> 00:38:17.120
or whatever it was and this makes you very angry.

1076
00:38:17.120 --> 00:38:19.760
But if you just think from the perspective of what do I want

1077
00:38:19.760 --> 00:38:22.600
to do, what do I want them to do instead?

1078
00:38:22.600 --> 00:38:24.920
This then creates a much more useful frame

1079
00:38:24.920 --> 00:38:26.840
to then approach the person.

1080
00:38:26.840 --> 00:38:28.960
And if you can't articulate that,

1081
00:38:28.960 --> 00:38:31.400
then don't talk to them until you can.

1082
00:38:31.400 --> 00:38:33.240
Because then they will actually be able to change

1083
00:38:33.240 --> 00:38:34.240
and you'll be able to measure and say,

1084
00:38:34.240 --> 00:38:35.440
yes, you did a good job afterwards,

1085
00:38:35.440 --> 00:38:37.880
which gives you more opportunities to not be the dick

1086
00:38:37.880 --> 00:38:39.440
and just say great job.

1087
00:38:39.440 --> 00:38:41.960
So with that being said, that is standards

1088
00:38:41.960 --> 00:38:44.480
by Alex and Leila, a joint pod.

1089
00:38:44.480 --> 00:38:45.840
If you like to join pod list, no.

1090
00:38:45.840 --> 00:38:47.840
If you didn't, then you can also let us know.

1091
00:38:47.840 --> 00:38:49.640
Otherwise, have an amazing day,

1092
00:38:49.640 --> 00:38:50.960
forward it to your teammates.

1093
00:38:50.960 --> 00:38:55.160
If a bar needs to be reset, you need to reset it first.

1094
00:38:55.160 --> 00:38:56.280
Then reset it.

1095
00:38:56.280 --> 00:38:57.600
All right, have a good one.

1096
00:38:57.600 --> 00:38:58.440
Bye.