Mark Rampolla

And for a phase, right? One of the things that I think great companies do is they recognize you can't plan forever. But you better be thinking 12 to 18 months, right? And so I see, particularly as a fast-growing organization, it's going to change. And so I'll give you another example. I've got a company I'm involved with right now that had a...

And for a phase, right? One of the things that I think great companies do is they recognize you can't plan forever. But you better be thinking 12 to 18 months, right? And so I see, particularly as a fast-growing organization, it's going to change. And so I'll give you another example. I've got a company I'm involved with right now that had a...

had a really, we made a major investment in, had a fantastic culture, delivered great quality, delivered great connection with the customer, but man, they were not delivering the financial discipline. And this phase, that company would not survive and achieve its ultimate mission without financial discipline, right?

had a really, we made a major investment in, had a fantastic culture, delivered great quality, delivered great connection with the customer, but man, they were not delivering the financial discipline. And this phase, that company would not survive and achieve its ultimate mission without financial discipline, right?

had a really, we made a major investment in, had a fantastic culture, delivered great quality, delivered great connection with the customer, but man, they were not delivering the financial discipline. And this phase, that company would not survive and achieve its ultimate mission without financial discipline, right?

And so in that case, we are implementing and making some hires that are bringing that. They still fit. They respect the culture. They work with the culture that existed, but they're moving that culture more towards great, great, great. How do we deliver? Amazing. How do we deliver? Right. And there may be a phase where that swings too far and we need to think about it again.

And so in that case, we are implementing and making some hires that are bringing that. They still fit. They respect the culture. They work with the culture that existed, but they're moving that culture more towards great, great, great. How do we deliver? Amazing. How do we deliver? Right. And there may be a phase where that swings too far and we need to think about it again.

And so in that case, we are implementing and making some hires that are bringing that. They still fit. They respect the culture. They work with the culture that existed, but they're moving that culture more towards great, great, great. How do we deliver? Amazing. How do we deliver? Right. And there may be a phase where that swings too far and we need to think about it again.

And a leader, you know, across a leadership team, if you hire for sort of now in the next 12, 18 months, you know, 24 months, the rest is you got to set the intention and then be non-attached to the outcome.

And a leader, you know, across a leadership team, if you hire for sort of now in the next 12, 18 months, you know, 24 months, the rest is you got to set the intention and then be non-attached to the outcome.

And a leader, you know, across a leadership team, if you hire for sort of now in the next 12, 18 months, you know, 24 months, the rest is you got to set the intention and then be non-attached to the outcome.

Look, I think it starts with oneself, you know, know that self. And I think there's, you know, if you're kind of a soul, you know, leader, there's ways to do that. I'm a big fan of personality inventories from Myers-Briggs or DISC or Enneagram to understand yourself and understand, you know, own your gaps. Second is with a team. So, I mean, you do have an executive team around you.

Look, I think it starts with oneself, you know, know that self. And I think there's, you know, if you're kind of a soul, you know, leader, there's ways to do that. I'm a big fan of personality inventories from Myers-Briggs or DISC or Enneagram to understand yourself and understand, you know, own your gaps. Second is with a team. So, I mean, you do have an executive team around you.

Look, I think it starts with oneself, you know, know that self. And I think there's, you know, if you're kind of a soul, you know, leader, there's ways to do that. I'm a big fan of personality inventories from Myers-Briggs or DISC or Enneagram to understand yourself and understand, you know, own your gaps. Second is with a team. So, I mean, you do have an executive team around you.

to take some time to really challenge what is our culture? How would you define it? What are the words associated with it? And then test that. There's plenty of tools and techniques out there now to sort of take an interview and understand what does your team say? What's the three or four words that you would use for your culture? Unsolicited, forget what's on your board or your mission.

to take some time to really challenge what is our culture? How would you define it? What are the words associated with it? And then test that. There's plenty of tools and techniques out there now to sort of take an interview and understand what does your team say? What's the three or four words that you would use for your culture? Unsolicited, forget what's on your board or your mission.

to take some time to really challenge what is our culture? How would you define it? What are the words associated with it? And then test that. There's plenty of tools and techniques out there now to sort of take an interview and understand what does your team say? What's the three or four words that you would use for your culture? Unsolicited, forget what's on your board or your mission.

And then when you look at where you are and where you want to go, that's sort of the gap analysis that says, is the culture strong? There's also, we actually use, once a company gets to a certain size, you can use Gallup as probably the best engagement surveys. Those are really powerful. And at least that's a benchmark that you can then check in over time.

And then when you look at where you are and where you want to go, that's sort of the gap analysis that says, is the culture strong? There's also, we actually use, once a company gets to a certain size, you can use Gallup as probably the best engagement surveys. Those are really powerful. And at least that's a benchmark that you can then check in over time.

And then when you look at where you are and where you want to go, that's sort of the gap analysis that says, is the culture strong? There's also, we actually use, once a company gets to a certain size, you can use Gallup as probably the best engagement surveys. Those are really powerful. And at least that's a benchmark that you can then check in over time.