Graham Weaver

How has being a teacher changed you personally? What are the takeaways that you have? Like, how are you different as a thinker, as a person, because of this experience that you've had with all these students? Hundreds, I'm sure, of students. Thousands.

How has being a teacher changed you personally? What are the takeaways that you have? Like, how are you different as a thinker, as a person, because of this experience that you've had with all these students? Hundreds, I'm sure, of students. Thousands.

Every quarter, I learn the most. I try to make each class and each quarter be a reflection of the best I've got. This is my 12th year teaching this year. I spent more time preparing than I did in year one.

Every quarter, I learn the most. I try to make each class and each quarter be a reflection of the best I've got. This is my 12th year teaching this year. I spent more time preparing than I did in year one.

I'm trying to like use it as a way for me almost like to personally share my latest and greatest frameworks and thinking on really everything from everything from running a company to personal growth to spirituality, you know. Yeah. I'm trying to bring everything I can.

I'm trying to like use it as a way for me almost like to personally share my latest and greatest frameworks and thinking on really everything from everything from running a company to personal growth to spirituality, you know. Yeah. I'm trying to bring everything I can.

So it's a forcing function that almost makes me download an entire year of reflection into 19 classes and bring the best that I can. So just the process of that reflection and having to codify it has made me learn it better. And the other thing is I have to practice it.

So it's a forcing function that almost makes me download an entire year of reflection into 19 classes and bring the best that I can. So just the process of that reflection and having to codify it has made me learn it better. And the other thing is I have to practice it.

I can't stand up in front of class and say, if you're running this business, you can't have B plus people in your key roles of your executive team. And then I Look in the mirror and I'm thinking, okay, I got two B plus, you know.

I can't stand up in front of class and say, if you're running this business, you can't have B plus people in your key roles of your executive team. And then I Look in the mirror and I'm thinking, okay, I got two B plus, you know.

Follow your own advice.

Follow your own advice.

Yeah, I do. I do follow. I have this thing where I really can't stand up in front of the class and say something either I'm not doing or don't believe. And then sometimes it's a good mirror to look at my own life and make sure I'm living that way.

Yeah, I do. I do follow. I have this thing where I really can't stand up in front of the class and say something either I'm not doing or don't believe. And then sometimes it's a good mirror to look at my own life and make sure I'm living that way.

What is your relationship with the students like after the fact? Do lots of them come work for you? This is a very common story you hear. especially at Harvard and Stanford, it seems, and other schools too, of someone teaching and that they're doing it usually for the right reason, but it ends up being tremendous fuel for their business because of the talent. Have you had that happen to you?

What is your relationship with the students like after the fact? Do lots of them come work for you? This is a very common story you hear. especially at Harvard and Stanford, it seems, and other schools too, of someone teaching and that they're doing it usually for the right reason, but it ends up being tremendous fuel for their business because of the talent. Have you had that happen to you?

The way it became a fuel for talent isn't because I was going out and recruiting my students. It was because I was meeting with enough students to learn what they really care about, what they're passionate about. And then that helped me design a role at Alpine that was directly catering to the things that students wanted at the level that the students were. Cool.

The way it became a fuel for talent isn't because I was going out and recruiting my students. It was because I was meeting with enough students to learn what they really care about, what they're passionate about. And then that helped me design a role at Alpine that was directly catering to the things that students wanted at the level that the students were. Cool.

Because I understood that really well. So that's how it was helpful is that I could say, wow, there's all these MBAs who want to be CEOs. They have this skillset, but not this skillset. And it just happened to marry up really great with our strategy, which has like all these 12 to $20 million revenues. You couldn't ask for a better training ground. That's how it was helpful.

Because I understood that really well. So that's how it was helpful is that I could say, wow, there's all these MBAs who want to be CEOs. They have this skillset, but not this skillset. And it just happened to marry up really great with our strategy, which has like all these 12 to $20 million revenues. You couldn't ask for a better training ground. That's how it was helpful.