Brad Jacobs

Very different.

You're not labeling the person or denigrating or demeaning the person, and there's no bullying or any of that kind of stuff.

There's passion in those meetings.

There's energy in those meetings.

But it's the energy of ideas.

It's the energy of a shared purpose between all the people in that meeting that we want to get to the right decisions on these things.

And we want to then, as leaders of the company, go back to the field and mobilize large numbers of people to create a ton of alpha.

That's a fantastic meeting.

The way you run an electric meeting is the leader doesn't set the agenda for the meeting.

The people set the agenda for the meeting.

So what I do is I send out what would normally be the PowerPoint presentation of the agenda for the meeting ahead of time.

And people expected to read that.

And then I have everybody, we have an app and everybody has to fill out the app and put in their biggest takeaways that they learned from reading that and from being in the business on related subjects.

And secondly, they have to put in, okay, now we've read what our challenges are, what our opportunities are, what our goals are.

What do you think are questions that are worth going around the room once we meet in person?

It's a good use of everyone's time.

It's going to help us achieve goals of creating value for shareholders, for delighting customers, for improving their employee engagement and so forth.

And then we take all those.

We eliminate the dupes because often you get a lot of dupes on the good takeaways and the good questions.

And we send them back and everyone rates each one of those takeaways and each one of those questions on a scale of one to 10 in terms of the importance of the value that they think discussing that in the group would add.