Robert Glazer

And we were at a conference in London and someone from that organization went up to our team and said, I know for a fact, we know it's a lot talked about in our organizations that you take kickbacks from this other organization.

That's why you're doing so much business with them.

That's why you're doing so much business with them.

A, we had never taken, I was like, I'll give you a million dollars if you have proof of that.

A, we had never taken, I was like, I'll give you a million dollars if you have proof of that.

We had never taken any kickbacks and we had been very vocal about how there shouldn't be conflicts of interest in our industry.

We had never taken any kickbacks and we had been very vocal about how there shouldn't be conflicts of interest in our industry.

Basically what happened was they were losing a lot of deals to this other company.

Basically what happened was they were losing a lot of deals to this other company.

Instead of actually changing any of the factors about why they're losing the deals, it was just easier to make up this narrative that we weren't working with them because we were getting kicked up.

Instead of actually changing any of the factors about why they're losing the deals, it was just easier to make up this narrative that we weren't working with them because we were getting kick up.

That to me is low emotional capacity.

That to me is low emotional capacity.

Yeah, there's a book on that if you're interested, and we did this at a company event.

Yeah, there's a book on that if you're interested, and we did this at a company event.

This is 303 in the vulnerability world, not 101.

This is 303 in the vulnerability world, not 101.

So if you're trying to introduce vulnerability into your organization, just little things.

So if you're trying to introduce vulnerability into your organization, just little things.

When you do a call or a team call, like, hey, personal high from the weekend, personal low, professional high, professional low.