Robert Glazer

Oh yeah, the tactical one, we did quarterly two-day offsites for all of our high growth years.

I think that 90-day period for a team to opt out of the day-to-day, leadership team go off-site, the first day was always a recap of the quarter.

And so we just felt like that was better for our clients and it was better for the team.

What did we do well?

What did we not do well?

Oh, yeah.

The tactical one, we did quarterly two-day offsites.

And the second day was planning for the next quarter.

I just think that if you're a high growth organization, that is a necessary discipline.

for all of our high growth years.

I think that 90 day period for a team to opt out of the day to day, leadership team go off site.

We used to do one days and once we did two days, I don't know how we ever did one day, but you get off the hamster wheel and you get a chance to discuss the business and plan for the next 90 days.

The first day was always a recap of the quarter.

What did we do well?

What did we not do well?

And the second day was planning for the next quarter.

I just think that if you're a high growth organization, that is a necessary discipline.

We used to do one days and once we did two days, I don't know how we ever did one day, but you get off the hamster wheel and you get a chance to discuss the business and plan for the next 90 days.

Yeah, I got a lot of my networking DNA from Keith Ferrazzi's book, Never Eat Alone.

And I think also, you know, I try to get my kids to read How to Win Friends and Influence People by Dale and Carnegie.