Robert Glazer

But like when you come to me, have done the work with a couple of proposed solutions.

And if I disagree with those, we'll talk about it.

But don't come to me just to complain about things like I'm I'm not the leader for that.

And by the way, wouldn't that be empowering to you as a leader to say, look, you're kind of just laying your rule book out there for other people and being like, here are my red lines.

One pizza, two pizza meetings or whatever it was.

Yeah, I think and my guess is, you know, you have your personal values, you have your company values, the company values are very infused by the personal values.

And I think, look, everyone to our early thing around a lot of the virtue signaling and not tied to values, people are spending way too much time trying to appeal to everyone.

You should say the things kind of like someone once told me with my keynote speeches, if no one hates it, no one will love it.

It can't be a warm cup of tea.

Sometimes when the guy who helps me draft it and I go, feels warm cup of tea, he knows that's like the worst insult, right?

Yeah.

And so what you're trying to do is signal to the world, hey, 2% of the people that would love working here, to me, it's like universities.

Universities don't pretend to be something they're not.

There's a real difference between a rural, small liberal arts school and a huge University of Florida campus school.

They are both great schools for the right kids.

I think too many leaders and too many organizations are trying to signal a lot of common denominator stuff.

rather than saying, here's what we're about.

Here's what I'm about.

If you love this and want to join that, great.

This is my leadership style.