Robert Glazer

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

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

We have a core value of excel and improve.

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

And I always explain it to people that excellence requires improvement.

So if we have a best practice way of doing something and you have no clue how to do it, you probably should use that.

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.

But you also need to be constantly looking at changing that or improving it.

The thing is, improve the operating system for everyone.

Don't just improve it to yourself.

The goal is to do better than that number.

That to me is the excellence and the standardization.

I don't think it's fun.

But we should always be looking at every process we have and

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

blow it up and make it better and roll out the new code to everyone.

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.

When you move away from excellence is when you're running 4.0 and I find 5.0 and hold it to myself and then Sally finds 6.0, right?

The 50% rule was presented to me and a lot of this was how do we not fall into the 50% rule?