Charles Schwartz

So when you're working with the human behavior side and you're working with that and you're trying to build those procedures and walk those through that, how do you deal with that?

So when you're working with the human behavior side and you're working with that and you're trying to build those procedures and walk those through that, how do you deal with that?

So when you're working with the human behavior side and you're working with that and you're trying to build those procedures and walk those through that, how do you deal with that?

100%. Und ich denke, es muss immer so eine harte Konversation sein, jedes Mal. Es gibt auch, wenn du in einer Situation bist, wo du wirklich nicht willst, dass du diese Konversation hast. Kein Problem. Habe nicht diese Konversation mit dem Arbeitgeber. Ich habe keine Angst. Geh zu dem anderen Arbeitgeber und erzähle ihm, dass er seine Kinder nicht füllen kann.

100%. Und ich denke, es muss immer so eine harte Konversation sein, jedes Mal. Es gibt auch, wenn du in einer Situation bist, wo du wirklich nicht willst, dass du diese Konversation hast. Kein Problem. Habe nicht diese Konversation mit dem Arbeitgeber. Ich habe keine Angst. Geh zu dem anderen Arbeitgeber und erzähle ihm, dass er seine Kinder nicht füllen kann.

100%. Und ich denke, es muss immer so eine harte Konversation sein, jedes Mal. Es gibt auch, wenn du in einer Situation bist, wo du wirklich nicht willst, dass du diese Konversation hast. Kein Problem. Habe nicht diese Konversation mit dem Arbeitgeber. Ich habe keine Angst. Geh zu dem anderen Arbeitgeber und erzähle ihm, dass er seine Kinder nicht füllen kann.

Das sind die zwei Konversationen, die du haben kannst. Weil das ist, was wir hier wirklich tun. Wir sind hier, um Geld zu machen.

Das sind die zwei Konversationen, die du haben kannst. Weil das ist, was wir hier wirklich tun. Wir sind hier, um Geld zu machen.

Das sind die zwei Konversationen, die du haben kannst. Weil das ist, was wir hier wirklich tun. Wir sind hier, um Geld zu machen.

So how, I was just going to go there. Because once you get through the process, you know, how do you build or redesign a culture when you come in? Because people think, well, I'm going to write some things on the wall or get some posters and that's going to be our culture and it's going to be great.

So how, I was just going to go there. Because once you get through the process, you know, how do you build or redesign a culture when you come in? Because people think, well, I'm going to write some things on the wall or get some posters and that's going to be our culture and it's going to be great.

So how, I was just going to go there. Because once you get through the process, you know, how do you build or redesign a culture when you come in? Because people think, well, I'm going to write some things on the wall or get some posters and that's going to be our culture and it's going to be great.

How do you actually build a culture that does get to be the biggest and the best and where you are get those billion dollar valuations?

How do you actually build a culture that does get to be the biggest and the best and where you are get those billion dollar valuations?

How do you actually build a culture that does get to be the biggest and the best and where you are get those billion dollar valuations?

It's interesting when we talk about leadership and leading. I learned from an operator. He sat down, he asked me, he goes, where should leaders lead from? And my default knee-jerk reaction was the front. He goes, nope, you failed. I'm like, excuse me? He goes, your team needs to know that you can lead from the front, but they don't want you there.

It's interesting when we talk about leadership and leading. I learned from an operator. He sat down, he asked me, he goes, where should leaders lead from? And my default knee-jerk reaction was the front. He goes, nope, you failed. I'm like, excuse me? He goes, your team needs to know that you can lead from the front, but they don't want you there.

It's interesting when we talk about leadership and leading. I learned from an operator. He sat down, he asked me, he goes, where should leaders lead from? And my default knee-jerk reaction was the front. He goes, nope, you failed. I'm like, excuse me? He goes, your team needs to know that you can lead from the front, but they don't want you there.

They're going to pull you out so that you can make decisions over here. But if you haven't built a culture where they know, like, hey, if I fall down, even the CEO is going to come in and install computers. Like, are you still in an IT company? Everyone who worked for me knew that I was going to dive under those desks with them, no matter what. They just didn't want me there.

They're going to pull you out so that you can make decisions over here. But if you haven't built a culture where they know, like, hey, if I fall down, even the CEO is going to come in and install computers. Like, are you still in an IT company? Everyone who worked for me knew that I was going to dive under those desks with them, no matter what. They just didn't want me there.