Blair LaCorte

I'd love for Blair to give us an exclusive almost, right? What's your strategy for identifying the right opportunities in either chaotic or an uncertain market?

I love that, Blair. I love that. I wrote so much down into what you were just saying. I want to unplug a couple of things, starting with culture. And it's something that I know was important for you because I've read a lot of your work and been a huge follower of yours for a long time. I tell people all the time, and if you listen to the show, you know I say culture is a four-letter word, C-A-R-E.

I love that, Blair. I love that. I wrote so much down into what you were just saying. I want to unplug a couple of things, starting with culture. And it's something that I know was important for you because I've read a lot of your work and been a huge follower of yours for a long time. I tell people all the time, and if you listen to the show, you know I say culture is a four-letter word, C-A-R-E.

I love that, Blair. I love that. I wrote so much down into what you were just saying. I want to unplug a couple of things, starting with culture. And it's something that I know was important for you because I've read a lot of your work and been a huge follower of yours for a long time. I tell people all the time, and if you listen to the show, you know I say culture is a four-letter word, C-A-R-E.

And if you're a business leader, you don't necessarily lead the business. You lead the culture. And the culture is what drives the business. And Blair, I love the fact that you said you go in and say, I see you. So I want to talk with you about or ask you the importance of culture and why so many CEOs and leaders get it wrong where you've gotten it right.

And if you're a business leader, you don't necessarily lead the business. You lead the culture. And the culture is what drives the business. And Blair, I love the fact that you said you go in and say, I see you. So I want to talk with you about or ask you the importance of culture and why so many CEOs and leaders get it wrong where you've gotten it right.

And if you're a business leader, you don't necessarily lead the business. You lead the culture. And the culture is what drives the business. And Blair, I love the fact that you said you go in and say, I see you. So I want to talk with you about or ask you the importance of culture and why so many CEOs and leaders get it wrong where you've gotten it right.

Totally agree. Just like when you say, I see you to your team. Well, when you don't take action swiftly, they see you at that point too.

Totally agree. Just like when you say, I see you to your team. Well, when you don't take action swiftly, they see you at that point too.

Totally agree. Just like when you say, I see you to your team. Well, when you don't take action swiftly, they see you at that point too.

Yep. Yep. You know, Blair, one of the things you said first, offering to take someone that you just let go to lunch with, Genius, because it does two things for me. One, it means that I'm always developing or at least providing assistance for my people to do the right things. Right. And two, you're doubling down on the fact of, you know, it's not personal.

Yep. Yep. You know, Blair, one of the things you said first, offering to take someone that you just let go to lunch with, Genius, because it does two things for me. One, it means that I'm always developing or at least providing assistance for my people to do the right things. Right. And two, you're doubling down on the fact of, you know, it's not personal.

Yep. Yep. You know, Blair, one of the things you said first, offering to take someone that you just let go to lunch with, Genius, because it does two things for me. One, it means that I'm always developing or at least providing assistance for my people to do the right things. Right. And two, you're doubling down on the fact of, you know, it's not personal.

There's a reason a lot of times when we terminate people, it feels whether the reality is or not, we feel that it's personal on either side. Right. But if Blair's like, hey, I'm going to take that person to lunch now, all of a sudden it's like, well, one, it's not personal. And two, I'm going to reflect and say, well, yeah, Blair did give me every opportunity to succeed. Right.

There's a reason a lot of times when we terminate people, it feels whether the reality is or not, we feel that it's personal on either side. Right. But if Blair's like, hey, I'm going to take that person to lunch now, all of a sudden it's like, well, one, it's not personal. And two, I'm going to reflect and say, well, yeah, Blair did give me every opportunity to succeed. Right.

There's a reason a lot of times when we terminate people, it feels whether the reality is or not, we feel that it's personal on either side. Right. But if Blair's like, hey, I'm going to take that person to lunch now, all of a sudden it's like, well, one, it's not personal. And two, I'm going to reflect and say, well, yeah, Blair did give me every opportunity to succeed. Right.

Blair did give me the rules of engagement. So what? If I did get let go, maybe it was me, right? Or conversely, I just want to tell Blair how much I dislike him and I'm going to take this opportunity to do that.

Blair did give me the rules of engagement. So what? If I did get let go, maybe it was me, right? Or conversely, I just want to tell Blair how much I dislike him and I'm going to take this opportunity to do that.

Blair did give me the rules of engagement. So what? If I did get let go, maybe it was me, right? Or conversely, I just want to tell Blair how much I dislike him and I'm going to take this opportunity to do that.

No, agree. And that kind of takes me to where I wanted to go next, because you mentioned something about letting your team fail or at least giving them the opportunity to do the work. And I feel like especially in 2025, we we massage. These are the words of Mick and Mick only. Right. We massage empowerment and call it or we call it empowerment. But what we're really doing is micromanaging. Right.