Charles Schwartz

I also think being open to that when you do bring these things and you do send people in your organization that if they come back and they're like, Hey, you know what?

This isn't home for me.

Honor that as much as you possibly can.

Go.

You have to expect that you're going to lose some people and that's okay too, because in the long run, it's going to be better for your org.

It's going to be better for everything that you're doing.

Yeah, and I don't think people get that because finding good people that are talented, that you've already got your systems around because as founders, as owners, and what we do, we're like, hey, I've got this fire and I've got to let go of it because I understand that I could brute force myself to seven, eight figures maybe, but now I need other people to come in and help me out with the scaling of that.

And you're like, hey, this person does this, this person does this, but then now there's Susie and Susie discovered her core values and she doesn't want to be here anymore.

I was like,

Take the little hit.

It's worth it.

Take the little hit.

Have him do that.

Can you walk through one of the... If there was something either for you or for a client that the discoverer of their values just changed, it would just shatter.

And it blew things up, and they're like, oh, wow.

And both on the positive and the negative, where they're sitting there and saying, I've discovered these core values that I actually, you know, I don't like HR because no one does.

It's not efficient.

And I'm not politically correct.

Yeah.

In any way, shape or form.