Keith Lucas

And we would hustle because we believed in what we were doing and who we were doing it for.

So in terms of antiquated mandates and burnout and things like that, imagine a value like work hard, but without a purpose, not inspired.

What happens is if you just tell me to work hard, but I don't know why.

I don't know what is the world we're building.

I'm not buying into that.

And I can't connect my actions to an audience that I'm serving.

Then it's just going to look like you want me to work hard because you pay me, which is not a bad ask.

But that's more extrinsically motivating.

But if you connect it to purpose, then I understand why we're working hard.

I get it.

And I'm more willing to do it because I believe in what we're doing.

And so that's really the importance of having an inspiring purpose.

In my experience over and over again, I have found that culture is always what you do and almost never what you say.

And my favorite example of this is consider a value of act with urgency or move fast.

And now consider a leader who doesn't walk

the talk.

This is a leader who has really long, inefficient meetings, and a lot of them.

They require all decisions to route through them, which is a form of micromanagement, and it prevents people from getting stuff done.

They take too long to make decisions, too long to fire people, hire people, or promote people.

And they take too long to respond to crises or