Jim Knight

They're more likely to take the hill with you to get the result that you're looking for and then some because they're in the know. You've given them something bigger, I think, than the day-to-day making the doughnuts. So I think communication is something we can talk about. And again, I'll do it in a fun way. I'll use some band and brand analogies. I do a lot of music orientation.

They're more likely to take the hill with you to get the result that you're looking for and then some because they're in the know. You've given them something bigger, I think, than the day-to-day making the doughnuts. So I think communication is something we can talk about. And again, I'll do it in a fun way. I'll use some band and brand analogies. I do a lot of music orientation.

They're more likely to take the hill with you to get the result that you're looking for and then some because they're in the know. You've given them something bigger, I think, than the day-to-day making the doughnuts. So I think communication is something we can talk about. And again, I'll do it in a fun way. I'll use some band and brand analogies. I do a lot of music orientation.

But at the end of the day, the takeaway is you got to communicate better. The second I alluded to, you got to surround yourself with an army of giants. I think this is where probably some leaders do very well. At the very least, they might have a right hand girl or guy that can really whisper in their ear almost as a mentor, even though they're doing some upward delegation.

But at the end of the day, the takeaway is you got to communicate better. The second I alluded to, you got to surround yourself with an army of giants. I think this is where probably some leaders do very well. At the very least, they might have a right hand girl or guy that can really whisper in their ear almost as a mentor, even though they're doing some upward delegation.

But at the end of the day, the takeaway is you got to communicate better. The second I alluded to, you got to surround yourself with an army of giants. I think this is where probably some leaders do very well. At the very least, they might have a right hand girl or guy that can really whisper in their ear almost as a mentor, even though they're doing some upward delegation.

But to surround yourself with people who have your best interest in heart and can actually say, I think you're making a bad decision or we ought to step back and think about this. Somebody somewhere has to have that group, you know, this group of people, whoever that inner circle is, you need to surround yourself with these fantastic people.

But to surround yourself with people who have your best interest in heart and can actually say, I think you're making a bad decision or we ought to step back and think about this. Somebody somewhere has to have that group, you know, this group of people, whoever that inner circle is, you need to surround yourself with these fantastic people.

But to surround yourself with people who have your best interest in heart and can actually say, I think you're making a bad decision or we ought to step back and think about this. Somebody somewhere has to have that group, you know, this group of people, whoever that inner circle is, you need to surround yourself with these fantastic people.

And then at the core, honestly, I don't even care what the product is. And I say this with love in my heart, regardless of people are selling widgets, it's never about the thing. It's not even about the environment. It's about the people. It's about the humans. It's always been about human behavior. So the goal is don't focus so much on the thing.

And then at the core, honestly, I don't even care what the product is. And I say this with love in my heart, regardless of people are selling widgets, it's never about the thing. It's not even about the environment. It's about the people. It's about the humans. It's always been about human behavior. So the goal is don't focus so much on the thing.

And then at the core, honestly, I don't even care what the product is. And I say this with love in my heart, regardless of people are selling widgets, it's never about the thing. It's not even about the environment. It's about the people. It's about the humans. It's always been about human behavior. So the goal is don't focus so much on the thing.

Even if you're first to the market, even if you're crushing it compared to everybody else, the goal is you've got to get spectacular people. you know, if you can find some rock stars out there, they will help you perpetuate the brand for all time. And again, I think more people are starting to focus on this today.

Even if you're first to the market, even if you're crushing it compared to everybody else, the goal is you've got to get spectacular people. you know, if you can find some rock stars out there, they will help you perpetuate the brand for all time. And again, I think more people are starting to focus on this today.

Even if you're first to the market, even if you're crushing it compared to everybody else, the goal is you've got to get spectacular people. you know, if you can find some rock stars out there, they will help you perpetuate the brand for all time. And again, I think more people are starting to focus on this today.

There's just too many awesome brands out there that we can point to, but go back in time, 25, 30, 40 years ago, people like me that would throw down the culture card and say, Oh, we need to do this because it would be cool and fun and the right thing to do. That's laughable back then to a CEO. They would be laughing at me saying, Hey, It's not tied to business results.

There's just too many awesome brands out there that we can point to, but go back in time, 25, 30, 40 years ago, people like me that would throw down the culture card and say, Oh, we need to do this because it would be cool and fun and the right thing to do. That's laughable back then to a CEO. They would be laughing at me saying, Hey, It's not tied to business results.

There's just too many awesome brands out there that we can point to, but go back in time, 25, 30, 40 years ago, people like me that would throw down the culture card and say, Oh, we need to do this because it would be cool and fun and the right thing to do. That's laughable back then to a CEO. They would be laughing at me saying, Hey, It's not tied to business results.

It's not part of our strategy. But now I think you can absolutely put a little bit more oomph when it comes to culture, when it comes to service. And that only happens with people. It doesn't happen by accident. So- Those are kind of the three things. I'd say you've got to communicate better.

It's not part of our strategy. But now I think you can absolutely put a little bit more oomph when it comes to culture, when it comes to service. And that only happens with people. It doesn't happen by accident. So- Those are kind of the three things. I'd say you've got to communicate better.