Cameron Herold

After we eat dinner, you can have one cookie, right? No, you can't have seven cookies because you'll end up fat and obese, and then you'll end up with diabetes, and you're like, because we're going to be a healthy family. So when you attach a no to core values or no to a core purpose or no to your vivid vision or no to your strategy or no to your budget, people understand.

After we eat dinner, you can have one cookie, right? No, you can't have seven cookies because you'll end up fat and obese, and then you'll end up with diabetes, and you're like, because we're going to be a healthy family. So when you attach a no to core values or no to a core purpose or no to your vivid vision or no to your strategy or no to your budget, people understand.

But if you haven't grown the skills of your employees, right? One of the core skills in my Invest in Your Leaders online training program is managing conflict. If you haven't trained your managers in saying no, they end up saying yes because they feel like they have to be nice to people.

But if you haven't grown the skills of your employees, right? One of the core skills in my Invest in Your Leaders online training program is managing conflict. If you haven't trained your managers in saying no, they end up saying yes because they feel like they have to be nice to people.

Being firm but fair is better than being nice and having to fire people two years later because you've built a company with a lot of waste. That's number one. Number two, you talked about the facts and feelings. I love Google's mentality here and

Being firm but fair is better than being nice and having to fire people two years later because you've built a company with a lot of waste. That's number one. Number two, you talked about the facts and feelings. I love Google's mentality here and

You know, in the last 25 years, I guess 30, because they started around 1997, one of the top companies ever built, Google, has a very famous mantra inside of their meetings. And it says, I don't care what you think, or I don't care what you feel, show me what the data says. And I think that's really interesting is people that come in with, oh, I think we should do this. Cool.

You know, in the last 25 years, I guess 30, because they started around 1997, one of the top companies ever built, Google, has a very famous mantra inside of their meetings. And it says, I don't care what you think, or I don't care what you feel, show me what the data says. And I think that's really interesting is people that come in with, oh, I think we should do this. Cool.

But show me what the data says. Why do you think? What's the ROI going to be of that decision? So I always go back to everything that we want to do as a company. Will it make our employees happier? Will it make our customers happier? Will it increase gross margin? Will it drive revenue? Will it make our vivid vision come true?

But show me what the data says. Why do you think? What's the ROI going to be of that decision? So I always go back to everything that we want to do as a company. Will it make our employees happier? Will it make our customers happier? Will it increase gross margin? Will it drive revenue? Will it make our vivid vision come true?

In that order, by the way, I always build everything with, will it make my employees happier? More than profit, more than revenue, everything else.

In that order, by the way, I always build everything with, will it make my employees happier? More than profit, more than revenue, everything else.

If I have really happy employees, because they don't have to work with the jerks, they don't have to deal with waste, they get to work on important shit, they get to work with people that are producing results, they get to work with people that are living core values. If I get to work with those critical few people, they're going to take care of my customers.

If I have really happy employees, because they don't have to work with the jerks, they don't have to deal with waste, they get to work on important shit, they get to work with people that are producing results, they get to work with people that are living core values. If I get to work with those critical few people, they're going to take care of my customers.

And if my customers are being taken care of by really happy people, my customers will pay more. So what I ended up doing is by obsessing about my employee net promoter score, it drives my customer net promoter score, which allows me to charge more and everybody makes more.

And if my customers are being taken care of by really happy people, my customers will pay more. So what I ended up doing is by obsessing about my employee net promoter score, it drives my customer net promoter score, which allows me to charge more and everybody makes more.

Totally. So I've always said that I want to flip the org chart upside down, right? Turn it upside down. So the CEOs at the bottom supporting the VPs who are supporting the managers, who are supporting the frontline staff, who are supporting the customers, like an inverted pyramid. Everyone can see the vivid vision of where we're going.

Totally. So I've always said that I want to flip the org chart upside down, right? Turn it upside down. So the CEOs at the bottom supporting the VPs who are supporting the managers, who are supporting the frontline staff, who are supporting the customers, like an inverted pyramid. Everyone can see the vivid vision of where we're going.

The customers, suppliers, partners, employees can all see where we're going. And then you build your company inside your core values and your core purpose, right? Then it's very easy to be in service because my job as a leader, I was asked by Fortune Magazine in 2003 in the actual physical print magazine, how do you hold employees accountable? I said, I don't. I hire accountable people.

The customers, suppliers, partners, employees can all see where we're going. And then you build your company inside your core values and your core purpose, right? Then it's very easy to be in service because my job as a leader, I was asked by Fortune Magazine in 2003 in the actual physical print magazine, how do you hold employees accountable? I said, I don't. I hire accountable people.