Robert Glazer

I don't wanna change the tires every two times around the race course.

But then we also have to make those hard decisions when the job just isn't the same job anymore.

So how do we focus on finding high aptitude people and creating a culture where we have all of these things, where we have introspective and learning and we're not burning people out and they're growing.

And I think a lot of people, the job has changed, but they're afraid to admit that and they don't want to do it and they don't want to give it up.

But frankly, that's where the leader has to come in and say, I don't think you want to do this.

What's exciting to me is when people always grow and take that next seat.

Let me help you find something else somewhere else.

And when you build from your draft class, because it's just like sports, the overpaid free agents often aren't worth the money.

This isn't the same job it was two years ago.

It's better to build through the draft.

So the book talks about really all the things that we can do to try to give ourselves the best shot of building from the draft.

The goal is to do better than that number.

I don't think it's fun.

You don't want to break half your people every two years, right?

I mean, you want to be in the battle with these folks and understanding that over time, yes, people will cycle in, they'll cycle out.

I think you can prevent it, but that's what coaches always told me.

And that was sort of why I was like, I don't want to do that.

The 50% rule was presented to me.

I don't want to change the tires every two times around the race course.

And a lot of this was how do we not fall into the 50% rule?