Tom Vazzo

My being, my moral being is not about these hard, firm rules. My moral being is about being in relation with others and leaning in to help others. And so like all of us in society, we have these sort of rules we have in place. I'm not hiring this type of person. Let that go. Look at the person in front of you as a person.

My being, my moral being is not about these hard, firm rules. My moral being is about being in relation with others and leaning in to help others. And so like all of us in society, we have these sort of rules we have in place. I'm not hiring this type of person. Let that go. Look at the person in front of you as a person.

My being, my moral being is not about these hard, firm rules. My moral being is about being in relation with others and leaning in to help others. And so like all of us in society, we have these sort of rules we have in place. I'm not hiring this type of person. Let that go. Look at the person in front of you as a person.

This may not sit well with everybody, but how I say this, God loves that person too. I learned this at home, but God loves all of us, no matter what we've done. He's too busy loving us to be judging us, right? And once you sort of, it's the obvious thing, but it's my session. Once you know that God loves that person across from me as much as God loves me, it's way easier. It's way easier.

This may not sit well with everybody, but how I say this, God loves that person too. I learned this at home, but God loves all of us, no matter what we've done. He's too busy loving us to be judging us, right? And once you sort of, it's the obvious thing, but it's my session. Once you know that God loves that person across from me as much as God loves me, it's way easier. It's way easier.

This may not sit well with everybody, but how I say this, God loves that person too. I learned this at home, but God loves all of us, no matter what we've done. He's too busy loving us to be judging us, right? And once you sort of, it's the obvious thing, but it's my session. Once you know that God loves that person across from me as much as God loves me, it's way easier. It's way easier.

But it's on two planes. I'm saying all that full throttle. But I'm also saying, hey, you're running a business. People have to meet the caliber of the job. They've still got to do their job. They've got to do the job, right. You've got to be clear about expectations and all those things. But just let all the other stuff that may cloud your vision about a person go.

But it's on two planes. I'm saying all that full throttle. But I'm also saying, hey, you're running a business. People have to meet the caliber of the job. They've still got to do their job. They've got to do the job, right. You've got to be clear about expectations and all those things. But just let all the other stuff that may cloud your vision about a person go.

But it's on two planes. I'm saying all that full throttle. But I'm also saying, hey, you're running a business. People have to meet the caliber of the job. They've still got to do their job. They've got to do the job, right. You've got to be clear about expectations and all those things. But just let all the other stuff that may cloud your vision about a person go.

Just treat them for the person they are today. Are they doing the job? How are they doing the job?

Just treat them for the person they are today. Are they doing the job? How are they doing the job?

Just treat them for the person they are today. Are they doing the job? How are they doing the job?

Yeah. I've been very fortunate to be part of lots of different types of size organizations, right? And without a doubt, the big corporations have a lot of resources and bandwidth. And look, the businesses we were in, it was uniformed businesses, food businesses, facility cleaning. So no special technologies or patents. It was just how well you led your team is how you got future business, right?

Yeah. I've been very fortunate to be part of lots of different types of size organizations, right? And without a doubt, the big corporations have a lot of resources and bandwidth. And look, the businesses we were in, it was uniformed businesses, food businesses, facility cleaning. So no special technologies or patents. It was just how well you led your team is how you got future business, right?

Yeah. I've been very fortunate to be part of lots of different types of size organizations, right? And without a doubt, the big corporations have a lot of resources and bandwidth. And look, the businesses we were in, it was uniformed businesses, food businesses, facility cleaning. So no special technologies or patents. It was just how well you led your team is how you got future business, right?

And so I was sort of taught very early on about A lot of managerial skills, leadership skills, executive coaches, really the overemphasis onto making me a better leader. Because if I was a better leader, my teams were going to do better, corporation does better, right? And so what I've tried to do is bring that aspect to Homeboy.

And so I was sort of taught very early on about A lot of managerial skills, leadership skills, executive coaches, really the overemphasis onto making me a better leader. Because if I was a better leader, my teams were going to do better, corporation does better, right? And so what I've tried to do is bring that aspect to Homeboy.

And so I was sort of taught very early on about A lot of managerial skills, leadership skills, executive coaches, really the overemphasis onto making me a better leader. Because if I was a better leader, my teams were going to do better, corporation does better, right? And so what I've tried to do is bring that aspect to Homeboy.

And I view Homeboy as a small business, as a small family-run business. It has that dynamic. It's a sort of... grassroots-based, founder. I took over for the founder, that type of thing. And then at different levels, as we went from $10 million to $20 million and $30 million, you've got to bring more skill sets in and you've got to grow the team. I'm very proud of the fact that

And I view Homeboy as a small business, as a small family-run business. It has that dynamic. It's a sort of... grassroots-based, founder. I took over for the founder, that type of thing. And then at different levels, as we went from $10 million to $20 million and $30 million, you've got to bring more skill sets in and you've got to grow the team. I'm very proud of the fact that