Tom Vazzo

Right. And so we have to recognize that our folks have to make impossible choices and we have to resist the urge to judge, resist the urge to think, what would I have done? Would I have done something differently?

So I tell the story in relation to your question is as you hire these folks, don't judge, just lean in and help and know that they're working as hard as they can and they're trying to get through it, but lean in and help and don't sort of judge them by their actions in their private life in that sense.

So I tell the story in relation to your question is as you hire these folks, don't judge, just lean in and help and know that they're working as hard as they can and they're trying to get through it, but lean in and help and don't sort of judge them by their actions in their private life in that sense.

So I tell the story in relation to your question is as you hire these folks, don't judge, just lean in and help and know that they're working as hard as they can and they're trying to get through it, but lean in and help and don't sort of judge them by their actions in their private life in that sense.

Yeah. Yeah. Good question. Let me, I want to come and come at it at two ways. Right. And I just want to be clear to the folks listening. Like I've been in the business world 26 years. I've been doing nonprofit 12 years and I can, I know when I tell these stories, people are saying, well, that's true in the nonprofit sense, but I'm running a for-profit company and you know,

Yeah. Yeah. Good question. Let me, I want to come and come at it at two ways. Right. And I just want to be clear to the folks listening. Like I've been in the business world 26 years. I've been doing nonprofit 12 years and I can, I know when I tell these stories, people are saying, well, that's true in the nonprofit sense, but I'm running a for-profit company and you know,

Yeah. Yeah. Good question. Let me, I want to come and come at it at two ways. Right. And I just want to be clear to the folks listening. Like I've been in the business world 26 years. I've been doing nonprofit 12 years and I can, I know when I tell these stories, people are saying, well, that's true in the nonprofit sense, but I'm running a for-profit company and you know,

What you guys do is nice, but I got to still do the bottom line, right? And so I recognize that. And so what I want to say is like, even the way you framed it up, like if someone's not doing their job, that's going to impact the whole organization. And we have to feed the whole organization. People got to put food on the table, right? And so even at Homeboy, look, ours is about a mission.

What you guys do is nice, but I got to still do the bottom line, right? And so I recognize that. And so what I want to say is like, even the way you framed it up, like if someone's not doing their job, that's going to impact the whole organization. And we have to feed the whole organization. People got to put food on the table, right? And so even at Homeboy, look, ours is about a mission.

What you guys do is nice, but I got to still do the bottom line, right? And so I recognize that. And so what I want to say is like, even the way you framed it up, like if someone's not doing their job, that's going to impact the whole organization. And we have to feed the whole organization. People got to put food on the table, right? And so even at Homeboy, look, ours is about a mission.

It's a people-oriented business. It's a mission of helping people leave gang life behind. So if someone's coming in every day, now we have... We have 500 people on payroll who we pay to work on themselves. In addition, we have another 150 staff, right? But if someone's coming in and they're still running with the gang, they're not programming. We're saying, come back when you're ready.

It's a people-oriented business. It's a mission of helping people leave gang life behind. So if someone's coming in every day, now we have... We have 500 people on payroll who we pay to work on themselves. In addition, we have another 150 staff, right? But if someone's coming in and they're still running with the gang, they're not programming. We're saying, come back when you're ready.

It's a people-oriented business. It's a mission of helping people leave gang life behind. So if someone's coming in every day, now we have... We have 500 people on payroll who we pay to work on themselves. In addition, we have another 150 staff, right? But if someone's coming in and they're still running with the gang, they're not programming. We're saying, come back when you're ready.

So we have our limits too. But the other part I want to say is to your question, And it's funny, I've never really said it this way, but it's, listen, there's no exact science to this, right? Now, if you're a good leader and you're running and your company's successful and you're growing all that, you can have a sense for people. You have a sense whether they can do the job or not.

So we have our limits too. But the other part I want to say is to your question, And it's funny, I've never really said it this way, but it's, listen, there's no exact science to this, right? Now, if you're a good leader and you're running and your company's successful and you're growing all that, you can have a sense for people. You have a sense whether they can do the job or not.

So we have our limits too. But the other part I want to say is to your question, And it's funny, I've never really said it this way, but it's, listen, there's no exact science to this, right? Now, if you're a good leader and you're running and your company's successful and you're growing all that, you can have a sense for people. You have a sense whether they can do the job or not.

And so when you're interviewing, just focus on whether you think they can do the job. Forget everything in their background. Just forget it. It's no impact. Now, do you sense where they can do the job? Are they stable enough to show up and get there? And obviously, you're going to have their challenges. You're going to lean in and help. But just it's about can they do the job today?

And so when you're interviewing, just focus on whether you think they can do the job. Forget everything in their background. Just forget it. It's no impact. Now, do you sense where they can do the job? Are they stable enough to show up and get there? And obviously, you're going to have their challenges. You're going to lean in and help. But just it's about can they do the job today?

And so when you're interviewing, just focus on whether you think they can do the job. Forget everything in their background. Just forget it. It's no impact. Now, do you sense where they can do the job? Are they stable enough to show up and get there? And obviously, you're going to have their challenges. You're going to lean in and help. But just it's about can they do the job today?

And don't worry about what was in the past.