Robert Glazer

Charles, thanks for having me.

Sure.

I have that disease called serial entrepreneurship.

I've started a few different businesses, the largest of which is a global partnership marketing firm called Acceleration Partners that I'm chairman of.

However, as I was building that firm, we tried to do some things differently culturally and from a leadership standpoint.

We won over 30 Best Places to Work awards and

I kind of started writing a lot and talking about things that we were testing and doing, and that has sort of led to a second career as an author and speaker and a lot of focus on leadership and development.

And I've really double-clicked on this concept of core values, both for organizations and actually, more interestingly, for individuals.

as a way of really understanding what is important to them.

I think the world right now, you know, you'd agree, we are very tribal.

And I think people are joining teams and doing things that doesn't make sense and virtue signaling.

And that's all from a lack of grounding in values that would make you say, no, no, no, no.

Like, that's not me.

Like, I agree with that or I don't agree with that.

And it's not about the teams, but it's about a consistent set of values that you can align with.

to your decisions and the communities and things that you believe in.

So I appreciate you saying that.

I feel like I'm a little bit of a self-deprecating lawyer because I say the same thing to you.

Like, look, 90% of that corporate core value stuff is BS.

Enron's core values, as they were going under, were integrity and respect and whatever the other one was.