Israel Krush

And this is how innovation starts.

So I think that I'm a big believer in when I need creativity, I actually come to the office and I actually surround myself with some of my peers and I'm not trying to, let's get creative.

Maybe what I'm just doing now, which is think before you talk.

So I don't know.

I'll tell you why.

Because I feel that as CEOs, right, people expect you to, I don't know if expect you, but maybe it's an inner voice that expects it out of myself.

that we'll have all the answers.

And also we need to give it to them like that, right?

Immediately.

And all of a sudden you ask me a tough question or a question that I didn't prepare for.

And, you know, the instinct is say something.

Like you don't want this embarrassing like silence.

And I'm like, no.

I actually prefer to think for a moment, then give you an answer that I actually believe in, versus just shoot whatever is in my head.

And I think that I definitely had in the past.

situations in which I just said the first thing that came to mind and it was definitely not the thing or the message that I wanted to make and you know like this sentence about no second chances for first impressions

I think that's also no second chances for like failed first answers that you get in some sort.

So, yeah, I don't want to tell like the exact story that I think of.

I definitely spoke too soon, too early, without fully thinking or materializing what I want to say, learn the hard way.

And since then, people at IRO would tell you that Israel's strategy in a conversation would be, if the conversation is 30 minutes, be quiet for the first 20 minutes and then speak his mind.