Charles Schwartz

So you have a comfy couch is what you're saying.

You have a very comfortable couch to sleep on.

That's what you're saying.

So, all right.

So people go in and they start doing this and they start making the changes and

How do you approach it?

How do you do it?

If you're a, you know, if you're a founder and you're in this thing, how do you bring it to your team?

Is it something like, listen, I found this guy, Robert, he was on the podcast.

I think he's great.

I read his book.

I bought it during Haagen-Dazs, whatever it is.

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.