Robert Glazer

If you don't like that, you like steady state and doing the same thing every day, you don't want to be on my team.

And like universities are an interesting example, right?

I'm looking at schools tomorrow for my youngest and there's like, you know, big city schools and they have a value proposition.

But I feel like I always supported people.

I was respectful for them when it didn't work out.

I would have a direct conversation with them.

And then there's rural liberal arts schools.

I tried to help make people better.

And you could love one of those schools and probably hate the other one because it just doesn't work for you.

That's my North Star.

But at some point, I just got comfortable being who I was and not trying to be anyone else.

What those schools don't do is to pretend to be the opposite.

I think too many leaders try to say stuff that appeals to everyone or everyone would want to hear and they're trying to be everyone's friend rather than saying the stuff that they really believe and they can stand by and is consistent and understand that that's not for someone.

And like universities are an interesting example, right?

I'm looking at schools tomorrow for my youngest and there's like, you know, big city schools and they have a value proposition.

And then there's rural liberal arts schools.

And you could love one of those schools and probably hate the other one because it just doesn't work for you.

Some people may want a company that's super political and competitive and others may not.

What those schools don't do is to pretend to be the opposite.

But I think that is ultimately about understanding your authentic leadership style.