Robert Glazer

But then the company says, hey, look, generally these are all non-negotiables.

One of the things that we do, we tend to interview all the people and ask them similar questions in a different way.

But to kind of come at what do you value and what can't you stand in your colleagues, right?

What are the behaviors that this organization really values?

And what we always say is we're trying to solve the see-do gap.

Sorry, the say-do gap.

There are things that the organization is saying that it is completely not doing.

And so that's up to the leaders to either change what they're saying or live that standard.

But then there's all these things that the people in the organization really value.

And actually, even though it's not said, we're like, look, you need to elevate this to a value.

Because people clearly, and oftentimes a lot of it is teamwork.

They're like the best people here, help each other and read across borders and do this stuff.

And the people that didn't work out and left were selfish and focused on themselves and otherwise.

And we say, okay, well, you need to take whatever version of that is and elevate it.

I worked with a hospital.

And it was a teaching hospital, and they had nothing about teaching.

And they realized, actually, the best people here teach and learn at the same time.

And so they elevated that to a value.

Very clearly, like, you need to be someone who learns and teaches to stand out here.

So the book is a parable, like Pat Lencioni actually blurb.