Brad Jacobs

So our meetings in all three of those companies are different, very different.

than the typical boring meeting that most companies have.

Most companies have a meeting where someone's up there and they've got a PowerPoint or they've got a speech they've prepared and people are sort of semi-listening to the speech.

Torture, going back to what I was saying before, when you get my age, you only have 5,000 to 7,000 days left.

You want to have every minute of that something exciting, something valuable, something rewarding and

That's not the kind of way I want to spend my days going forward.

The way we get those meetings very exciting and very valuable and productive is to first have the right people in the meeting, people who are very honest, who are very intelligent, who are very hardworking, who are very collaborative, and people who understand respectfulness.

People understand how to listen and how to be open and receptive to other people's ideas.

to what other people's perspectives are and people who can think dialectically, meaning thinking from different perspectives on the same problem, not rigid thinkers, not black and white dichotomous thinkers, not people who think I've got it all figured out and anyone who disagrees with me is wrong and I'm never going to change my mind because you don't get anywhere with that.

So you want to have an atmosphere where people are encouraged to disagree, but disagree respectfully.

And if you can create a safe zone for people to lean in and disagree with each other in a nice way, where the person who's being disagreed with doesn't feel bad, because you're not attacking that person, you're debating that idea.

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.