Charles Schwartz

Can you tell me where the things in business where you've walked into saying, Hey, you know, I, I've had these elite things in the NFL, these elite training things, my entire life.

What are some of the elite things that you've done in order to attack this industry?

So you talked about culture and having everybody kind of row the same way.

In sports, it's relatively easy to do that.

When you're on the field, it is a clear enemy.

We understand what we're doing.

Yeah, there's a little bit of infighting here and there, but in a corporate America, how do you get everybody rowing the same way?

Because this is a challenging bargain.

So what do you do when you have someone who bucks the system?

Because in sports, it's easy.

If you get in a situation where you're not, you know, executing in a way we need you to, if you're not, because again, I come from a baseball world.

If you're not pitching, you're not throwing strikes, you're going to get a little bit of grace period, but not much.

And then we're just going to rotate somebody else in because there's a million people who want your spot.

How do you do that in business as well and keep the culture alive?

Yeah, I think you hit there as a manager.

That's your job.

Your job is to have the hard conversations.

You're not there to be cute and fun and hold people's hands.

You're there to find the competitive advantages in the market, the competitive advantages in your workforce as well, and say, listen, this is what's going on.

We're not going to have a BS conversation about it.