Peter Bregman

And by the way, when he, just to give you an example, when he turned around Ford, Ford was losing billions and he turned it around so they were making billions. And this was during the recession when everybody else was taking bailouts. And he made that turnaround with essentially exactly the same team. There was a turnover of one person.

And by the way, when he, just to give you an example, when he turned around Ford, Ford was losing billions and he turned it around so they were making billions. And this was during the recession when everybody else was taking bailouts. And he made that turnaround with essentially exactly the same team. There was a turnover of one person.

But otherwise, the same 16 people who were driving Ford into the ground rescued Ford, right? So he changed them. He changed what they were doing. And he had a view of creating a certain set of boundaries. This is how we act on the team. These are my expectations. If someone wasn't fulfilling their expectations, he would say to them, that's okay. That's really your call.

But otherwise, the same 16 people who were driving Ford into the ground rescued Ford, right? So he changed them. He changed what they were doing. And he had a view of creating a certain set of boundaries. This is how we act on the team. These are my expectations. If someone wasn't fulfilling their expectations, he would say to them, that's okay. That's really your call.

But otherwise, the same 16 people who were driving Ford into the ground rescued Ford, right? So he changed them. He changed what they were doing. And he had a view of creating a certain set of boundaries. This is how we act on the team. These are my expectations. If someone wasn't fulfilling their expectations, he would say to them, that's okay. That's really your call.

It's your choice whether you do this or not. There's nothing wrong with you for deciding to act differently than I'm stating that we're going to act. But you just can't do that here. I will help you leave well. It's your call. The one person who left, he had this conversation with and they left. Another person he had this conversation with and they decided to stay and change.

It's your choice whether you do this or not. There's nothing wrong with you for deciding to act differently than I'm stating that we're going to act. But you just can't do that here. I will help you leave well. It's your call. The one person who left, he had this conversation with and they left. Another person he had this conversation with and they decided to stay and change.

It's your choice whether you do this or not. There's nothing wrong with you for deciding to act differently than I'm stating that we're going to act. But you just can't do that here. I will help you leave well. It's your call. The one person who left, he had this conversation with and they left. Another person he had this conversation with and they decided to stay and change.

But when you're working in a system, when you're working in a team, it is completely valid to set up clear standards of how we operate and hold people to it and then support them in changing if they want to. And if they don't change, then that's okay too, but there may not be a place for them on the team.

But when you're working in a system, when you're working in a team, it is completely valid to set up clear standards of how we operate and hold people to it and then support them in changing if they want to. And if they don't change, then that's okay too, but there may not be a place for them on the team.

But when you're working in a system, when you're working in a team, it is completely valid to set up clear standards of how we operate and hold people to it and then support them in changing if they want to. And if they don't change, then that's okay too, but there may not be a place for them on the team.

I love that you asked that question. The clients that I work with are not remedial. I'm working with the top CEOs in the top companies. They are incredibly successful people. They're not people with tons of problems. Then the question is, well, why do they need me?

I love that you asked that question. The clients that I work with are not remedial. I'm working with the top CEOs in the top companies. They are incredibly successful people. They're not people with tons of problems. Then the question is, well, why do they need me?

I love that you asked that question. The clients that I work with are not remedial. I'm working with the top CEOs in the top companies. They are incredibly successful people. They're not people with tons of problems. Then the question is, well, why do they need me?

And the answer is when you are stuck in a problem or stuck in a rut or stuck in a problem or a habit or a challenge that you're not getting over, you cannot think your way out of it with your current capability because you're in it.

And the answer is when you are stuck in a problem or stuck in a rut or stuck in a problem or a habit or a challenge that you're not getting over, you cannot think your way out of it with your current capability because you're in it.

And the answer is when you are stuck in a problem or stuck in a rut or stuck in a problem or a habit or a challenge that you're not getting over, you cannot think your way out of it with your current capability because you're in it.

You need, you know, if you're struggling in water, think of if you're like drowning in water and you can't swim, like you still need an arm to reach out and pull you out of the water. That arm is really important. So you don't have to be a brilliant person with all of the solutions already to help people.

You need, you know, if you're struggling in water, think of if you're like drowning in water and you can't swim, like you still need an arm to reach out and pull you out of the water. That arm is really important. So you don't have to be a brilliant person with all of the solutions already to help people.

You need, you know, if you're struggling in water, think of if you're like drowning in water and you can't swim, like you still need an arm to reach out and pull you out of the water. That arm is really important. So you don't have to be a brilliant person with all of the solutions already to help people.