Your Values are Either Destroying Profits or Building an Empire - Robert Glazer

23:27So when you show up in these environments and you're trying to connect with people and you're trying to walk them through this value cord, you're trying to have them find their compass, where do they lose track? Where do they completely fall off and where do they fail?

23:42It's funny. I got a similar question recently. I think, and I have two answers to that. One, I will tell you, I spent six months doing this work with no resources, arduous. I spent years perfecting the process. I've created a book. I've created a course. I've created things, whatever. And people just want the like one hour solution, right? So that's the failure. I think they fail macroly in looking to cheat sheet around, like, how do I find out my most important principles in life and not being willing to invest a little bit of time in this. The other major area of failure, as I said in the definition, is these are not aspirational.

24:19When I see people really struggling, they're trying to figure out things that they think they want to be or should be, and they're not willing to be honest about who they are. I'll give you a great example. My find a better way value, like I have constant, I'm restless, constant, never ending improvement. I generally know that I need to be more patient and present, but actually impatience is sort of like a skill set of mine. It would be, I can want to be more patient because I think any strength overused and any value overused is a weakness, right? So trying to fix anything at all time will make improvement in nothing.

24:57So I can say, look, it's a goal of mine to be a little more patient. But patience isn't a value. Saying that I want patience as a value to counteract something that is a problem, that's not true. I lead with impatience. I lead with we should do something about this problem. Probably similar to you. So that's where I see people really get into trouble. Where there are things that they think they should be saying or they look good at marketing. But they're not truly who they are. I don't know what that word is. I think it's Sanskrit. it's so three pay pay i don't know what that is pay patient i think that's sand straight i haven't figured that worked out yet you and i are very similar but i think to your point having the honesty say guys patience isn't my gift it's not like i tell people all the time if you're expecting proper grammar and spelling to come out of me nope it's just it's just not so i text people they're like that's not even a word i'm like yes but you knew what i was trying to say right that's not a gift i have but you probably picked a partner who is patient you know it's funny how the opposite thing comes into play.

25:58Ironically, yes. People who spell very, very well being your partners because I think, I don't know how to do that. I outsource my weaknesses. Intentionally, consciously, or subconsciously, that just plays the game. So when they actually invest the time, which new one does, everyone wants to take the magic pill. So for example, people want to lose weight. It's not complicated. Be racist. If it's white, don't stick it in your mouth. That's that. Secondly, 45 minutes of walking every day. That's it. Get your 10 ,000 steps in. you're going to lose weight and lower your caloric intake calorie deficit calorie deficit walk 10 000 steps a day do this and this do that for the next three months you are going to purge or regrettably you had some family stuff where someone couldn't eat for a week that that works too not recommended very very bad very bad so when they go through this and they actually invest the time what's the outcome they get from doing these tests because we hear this all the time take the miles briggs or which can be completely manipulated or take this this to me is just the ultimate personality.

26:55So here's what they get. First, they want alignment. They're also rushing to alignment before clarity. When they really have clarity, someone sent me this list yesterday. He's like, these are my values. Man, this is so me and it's so clear and he had that epiphany. Okay. Once you have the clarity, then it's super easy to look across those big three. My relationship, my partner, my community, my work, are these things aligned? People I'm spending time with the people I'm doing it with? Am I in a dead end relationship? You know, one of the things around, like, I'm not trying to get people to break up, but when you think about dating sites these days, they are all, as we said before, interestingly, when you lean on a married people, they are, they are opposite on a lot of these personality tests, right?

27:37Cause there's some harmony dating sites. Like the problem has been, it's kind of like finding your clone or your best friend. Like, Oh, we both like this music and we like to ski and we like whatever, but we don't share values, right? We don't look at the world the same way. We don't have the same operating system, right? So that's a really important look for people. And I think it's been really clarifying. We had a leader on our team who was doing the core values years ago. I was coaching her. She actually came back to me and was excited about him. And then she had this weird five-second sort of look on her face.

28:10And I was like, what's wrong? Are they not right? And she's like, no, they're totally right. I just realized she was in the middle of going through a divorce that my ex is the opposite of three of these. And so my answer was like, that's not surprising. That's hard, but it's not surprising. And it determines a lot of our relationships, business or anywhere else. So when you're coaching someone and they finally do the time, they put the effort in and they actually get the compass and they get the values and it locks in and they have these awarenesses, what is the implementation factor for there?

28:40Because again, you know me, I'm about efficiency. Implementation factor is really confident decisions, big and small. Like I'm going to walk away on this. If you looked at my life, I walked away from a lot of things and I started doubling down on other things that were clearly aligned. When I talk about the big three, the partner vocation and community, the one that people keeps coming up is like community. They're like, you know what? I really overlooked my community. Like I'm a we should all get along and share perspectives person. And I live in a just political town where everyone has a red or a blue sign.

29:13And like this just isn't me. or I'm in groups that aren't aligned with me or I have friends who are bringing me down. So I think the community one is the one because environments, it's really hard to display the opposite behavior that your environment's displaying, right? Willpower is a resource that's diminished easily. The best way you can maintain willpower, if I don't want to drink, then I don't want to live in Newcastle, England where everyone goes to the pubs at two o 'clock every afternoon. I want to live in Park City, Utah or Boulder, Colorado where there's a bike club at night and there's a hiking club and there's a whatever.

29:48So I think the awareness of the environments that people have put themselves in has been one of the biggest outcomes of this work. Have you seen people finish the values and go, oh, wow, I'm violating community. I need to physically move. Like, because the breakups happen all the time. When I work with people, they happen fast. It's really simple. It's like, oh, this isn't my truth. Because for me, I'm used to these being your truths, but I like values as well, where people literally go, yeah, I need to move. I had a company I was coaching and the leadership team. I could see this woman on the right.

30:18I could see her epiphany that she needed to move. But remember, community means different things, right? So sometimes it is where you live and it's defined by that. But it could be what activities you're doing, where you're spending time, your religious organizations or not. So it has a few different definitions. but I, I, uh, I definitely saw this woman. She had the, and I don't know if she moved, but she had the, I don't live in the right place epiphany kind of in this, in this discovery process. So I have found with the stuff that I've done that, cause I got, I'm used to this being known as your truth.

30:51Once you know your truth, congratulations, you're going to get higher high, but you're also going to get lower lows. Like, I'm sorry. It's just like, I gave you awareness. This is what happens now. And let's not pretend the synonyms, just making decisions based on your values, your truth, they cost you something, right? They cost you money. They cost you friends. They cost you relationships. But these decisions, they feel good in the long run. You can justify them. You look better over time. The decisions that people make that are based on appeasement or virtue signaling or what's easy in the short term, those just get worse and worse over time.

31:26Because we live in this 24 by 7x Twitter world. And so it just seems easier to quell today's fire sometimes by doing something that we fundamentally don't believe in. And those are the decisions that age the poorest. Right. And people do this all the time, right? They're like, hey, I'm going to sacrifice my dreams for a temporary feeling right now. I'm like, what are you doing? Like, I want my dopamine hit. I'm like, grow up. So it's, it's, it is what it is. Food, food's a great example. I love ice cream on levels I can't possibly tell you. However, I don't want diabetes. You know that if you ate it five times a day, your future self would not be very happy with you.

32:03I'd be dead. Right. So I have to be able to sacrifice the now for the future. And that's a hard thing for a lot of people to do. Once they have access to their values, does that become easier for them? I think it becomes a lot easier. Again, the decision isn't easier, but the clarity is easier. If health and vitality is a core value of yours like mine, it's easy to make that decision. I understand why I'm doing it. Also really helps, you know, think about like, we have some family values, you know, one's responsibility, one's health. And I always say like, my kids are older now, but when I was talking to them younger and someone wanted to skip meals, it was like, that's not healthy.

32:42And when someone wanted a fourth brownie, it was like, that's not healthy. Right. And so if four brownies is not healthy, this is a much more brownie. Tell a 16 year old boy that. But instead of saying that's a rule, what doesn't work well with kids is arbitrary rules, right? That's a rule or we don't do that. I mean, doing it this way is the why, like it's not just arbitrary. It's like, but that's just not a healthy choice. Like, and we talk about this a lot. Yeah. This is who you are. It's a human being. Are you a healthy person or you're not a healthy person? Is this aligned with who you are?

33:13It's the joys of living in South Florida, which I'm not in at the moment is Miami is very different than West Palm beach. Yeah. I don't drink. I don't smoke. I don't do drugs. That just knocked out Dade County for me. really simply. Exactly. You don't, you don't want to put yourself in that environment. Like that's, you're either going to do two things. You're one going to do the opposite of what everyone's doing. You're going to go to the bar and not drink and be like, this isn't fun. Or you're going to go to the bar and drink because everyone's doing it. And you're going to be like, I really didn't want to do this.

33:40Right. It is willpower is consumable. And so putting yourself in environments that go against what you actually want is not really helpful. Absolutely. So when you come in and you talk about your family having values and you you're teaching kids these values i think there's a lot of people who sit back and go okay how do i get my kids to do this how do i get my kids who because again their their brains aren't even fully developed until they're 22 23 they're still there's it's still raw dough at that point so another popular question so so if you're talking about the book and this full framework and the core validator doing all these exercises i really like that for kids that are graduating college, sort of 22 plus.

34:22I think getting kids on their individual values when they're younger is harder. I think maybe you start with family values and the collective identity. And I like doing those more simply, not my whole test. Glazers are or glazers aren't. Glazers tell the truth. Glazers show up. Glazers don't lie. Glazers don't whine. These are kind of mantras that 8 to 18-year-old kids can kind of remember and understand pretty simply. I like glazers don't whine. Clearly that is not part of my tribe. Because my tribe, we have mastered that part. So when you're doing that and you're going through it, how do you hold people accountable to their values?

35:09We're talking about carrot versus stick. Yeah. How do we get someone to say, okay, we know that in your situation, the Glazers, your family, we don't lie. But someone comes up and says, does this dress make me look fat? Is the response, no, the dress is fine. Your ass makes you look fat. How do you handle those? How do you? I, I, I've given that example before and my, my, I joke that my answer is very different. If it's a half an hour before we were due to leave the house versus five minutes after we were right. Right. So now you're yielding honesty for efficiency. I'm with you. If it's, it's, what do you think of this outlet?

35:42Five minutes after we were supposed to be in the car. It's, it looks great. Um, I think. Okay. So now glazes lie though. Well, I didn't necessarily say that was ours. So in that situation, how do you do that? Right. How do you handle the, okay, we need to help this. Someone once told me it takes 10 years to know if your kids were listening to you. And so you're going to repeat a lot of things at 8, 9, 10, 11. What's going to be interesting for you is when your teenage kids do start calling you out on this stuff, right? And they say, Dad, you know, you're doing this. Or, Dad, like, he told us not to lie, and that seems like a lie.

36:15And it's going to at least form a discussion about values. But if you go, oh, no, no, that's for me, not you, then you've lost all credibility. You've lost all credibility. But I think this is where like an intelligent discussion and, you know, one of the things I have a mantra, there's a best version of the truth. And to me, that's different than lie. The difference is a white lie is that a white lie is often incompatible with the truth. The best version of the truth could be a cliff note version of the truth that doesn't contain all of the stuff that people don't need to know at the time. But if that all comes out, it's not inconsistent.

36:49So that could be like, again, a discussion point with my kids. And they said, actually, you lied there. I said, no, like, here's the difference. I did not tell you all of it. Because first of all, it wasn't my thing to tell you. And we knew some stuff was going on. So I told you the amount that I felt appropriate with, but it was not inconsistent with the truth. So it, yeah, and you should admit where you screwed. And you're like, you know what? You're right. I screwed up. I actually did kind of tell a white lie there. That's the best thing you could ever, like you're human. You're fallible. You don't get it wrong all the time.

37:19And you say, look, like I, you know, I told mom I liked it because we're always late and like, I can't stand being late. And I think it's rude to other people. So in that case, I felt like it was more important to be on time than it was to like answer that question that way. And that might not be right. And they may look at you as a hypocrite, but like being willing to even have that discussion and not be like the rules apply to me and not apply to you both in or so many things that parenting is just good leadership. The thing that's driving me nuts and that is the core of my next book is that we have we understand and mostly agree on really good leadership qualities.

37:57when you move them into the parenting sphere, we've completely abandoned them and almost do the opposite and don't understand. We know micromanagement is horrible and debilitating in the workplace. It is the default parenting approach these days. Also, parenting is leadership, not ownership. You don't own your kids. Your goal is to help guide them to be whatever they're going to be as long as they meet some, you know, don't hurt people. That's one of the things. Don't be mean to other people. But you don't own them. They don't belong to you. If your kid decides that it wants to be a five-headed astronaut penguin that dances in the Sarah Hedder, okay, that's nowhere close of what I wanted to do, but just be nice to people along the way.

38:36It's what there's expectation. You're basically saying what – I was at a leadership event where a world-class child psychologist was speaking. They said, why did you have kids? And everyone answered. They're like, all of those reasons were about you. Yes. And what you wanted and what you hoped for. Like that is not what, look, your goal is to transmit or transmute your values to your kids. It doesn't always work. Your values may not align with things that they think or feel and it may go, you know, for or against. But same in a company. Again, it's so interesting, the connections. As a great leader, my job is to set people up to replace me.

39:12It's not to create permanent employment as their manager. There are parents who's figuring out how to manage their kids through their 30s at this point. Like it is, it's debilitating. Right. You talk about this all the time. And, uh, there's a, there's a guy, this guy named Mark Devine talked to Mark about this all the time. And I asked him, I said, you know, where do you, cause if you don't, people don't know who Mark Devine is, SEAL commander. Um, oh, Mark Devine. Yeah. I, I, I've known Mark forever. He's amazing. Yeah. I've worked with him. And if you ask Mark, you're like, okay, where do, where do leaders lead from?

39:42He goes, leaders lead from a point where it's never from the front. They need to know that you can be led from the front, but you want your team to pull you off the line and say, listen, you're ineffective here. I need you to keep your eye doing all this other stuff because you have all this experience and all these other things going on. So it's these pivots that we do. The reason I ask this and I bring it up, Mark, is when we come into these situations and you have your values and you have someone else in your business's values that you need them to do something, right? You're like, hey, I've got this, you're in this division.

40:10I really need this division to execute on this, this, and this. However, this division is a pain in the ass. it's always HR. It's always HR. And HR is really ABC. I will die on that rock, by the way. HR. Oh, God. So when you're in that situation and you've got two different orgs that are above, two different organizations in your org, and they have different values and they're conflicting, how do you as a leader say, okay, I know the value of Susie from HR and Billy from marketing, whatever it is. How do I lead now through this? Because it's great that I have all these values. It's wonderful awareness, but how do I work through it?

40:46So sometimes awareness points out to problems in danger areas. And I gave an example in one of my speeches of years ago where there were two people arguing over a budget. It wasn't about the budget. All right. So the person I'll say on the left, my sort of person on the left, you know, grew up not feeling heard. And they have this orientation of people need to be heard. Right. And it's very important to them to include all perspectives was their core value. the person on the right grew up dirt poor and was trained to like save every penny and not waste and so what was happening in this thing is that the the person on the left felt like this guy was not listening to her about you know the budget and he felt like she's just asking for more and more and more not willing to come so if they both knew this about themselves and they both knew this about the other person it's it's not going to fix the problem but it's really going to help knowing that, oh, wow, this is a danger area for us.

41:42And I know this about her. And so I'm going to listen really carefully to what she says. And I'm going to say, I hear you. But what I need from you to come back with is if you want more stuff, I need you to tell me the stuff that's not working and being willing to make some cuts. So like this, I just think with awareness of ourselves and others, we can navigate around some of these things, all of these personality tests and other Where they are most helpful is in interpersonal communication problems. There are just certain styles and things that are going to, you know, butt heads on an issue. And if you understand it, it doesn't make it go perfectly, but it allows you to, like, with some self-awareness, navigate that a little bit better.

42:25Yeah, it lets you a little bit more prepared to be in the fight. It's like, oh, hey, we're going to go ice skating. Oh, I probably should bring my ice skates then. I'm not going to convince this person that not listening to them is okay. Right. I'm just not like that. So if I want to win this battle, I need to be like, I actually really heard you there. And I understand that. However, X. It's in negotiations. We talk about this all the time. You want the other person to start. Here you go. Because they're not going to listen to anything you say because they've been practicing their spiel in their head for at least the time they've been in the room.

43:02but also probably a day or two beforehand, they're not going to listen to anything until they off-gas their stuff. Their sponge is already full. You've got to have them detox out their sponge. Okay, I heard you. This is what we're saying. You're right down, take notes, and then they're going to look into it. My team is really clear about my better way orientation. They know I like to make things better otherwise. So I actually gave them a tool to negotiate with me, which was when I give you something new to do, you are allowed to come back with me with the entire list of things that I gave you already and tell me which one do you want me to cut or reprioritize, right?

43:34And so I'm actually giving them a tool to manage that. I'm like telling them the whole thing because I realize that that is a problem. That is a downside of my orientation there. Right. And we don't label as good or bad. This is it. I just love efficiency. That's who I am. If you come to me in an ineffective manner, my brain's going to pop. but if you say hey listen take a moment to vomit this out for the next 20 minutes i'm like oh okay cool that's what we're doing and i yield it's it's something i learned from a couples council where men will sit there and free one for you guys um they'll ask is this fix it time or is it listen time if you're a guy 99.9999999 % of the time it's just the fuck up and listen and then if they want to you've seen that it's not about the nail video right no where's this one oh watch it after this call just google it's not about the nail it is the it is the ultimate parody of the conversation you're talking about.

44:28Okay, got it. That works. So when we're talking about things that aren't this, but are that, when you're in orgs and you come into orgs that are completely dysfunctional and they haven't understood their values, how long does it take to pivot things and to implement some of these changes? So let's be clear. I'll flip in this. Now I'm talking about company values, not individual values. It values the people. Because you need both. Ideally, the leaders understand their values. They're connected to values of the company. But then the company says, hey, look, generally these are all non-negotiables.

44:59One 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 say-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.

45:34And actually, even though it's not said, and 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 a teaching hospital and they had nothing about teaching. And they realized actually the best people here teach and learn at the same time.

46:05And so they elevated that to a value. Very clearly, like you need to be someone who learns and teaches to stand out here. So you've got a book coming out and it talks about the compass and it does this. when people get this and they want to implement this, because I'm, as you already know, I love efficiency. I love things that are proven. I love the things that are exceptionally tactical. When someone takes the book, is your book something that's simply, okay, clearly I need to know my values before I can push it out in the company. If I want to level up things, I want to be, you know, if I want to do this and they get the book, is this a sit down and read it all?

46:38What is the best way to implement your book? What is, again, So the book is a parable, like Pat Lindsay, and he actually blurbed. So, and then it tells you at the end, the framework that you've seen. You watch someone go through this process in their life. They're struggling with the big three. They get coached on their values. So people who like to watch versus be told. So hopefully it sparks that interest. You do the work. You do it for yourself. The first thing everyone's like, I want to do this for my wife. I've been in EO and YPO and the joke is like spouses and partners and companies hate when people go to events because they come home with all this homework.

47:10And my thing is like, do it for yourself get comfortable with it have someone else see the changes you're making and then if they're interested pull them into it right i really want you to repeat that because that's super important because i've been guilty of this yeah so we're talking about go do it do it yourself let them see the changes and that you i had a client of mine he's like i want my son to read more he's like what do i do i said as soon as you get home take whatever screen you have leave it in the front part of your house and then start reading in front of him and she's like cool when do I tell him to read?

47:41I'm like, you don't. I go within a week and a half, trust me, that kid's going to come over and you're going to start reading. It's see-do type of thing. Exactly. I love what you brought up. They go to the events and then, hey honey, I learned this. Oh, they hate these personal development events. Yeah. In fact, I started bringing my wife to them because they didn't see the speaker. Once they see the speaker, then they're excited to come over and do it. Right. So I'm just surprised you're still married since you drug your spouse with you. Hey, I'm going to go do this. I'm surprised she still talks to you.

48:14I told her it was a fashion conference, you know. So you have a comfy couch is what you're saying. You have a very comfortable couch to sleep on. That's what you're saying. Exactly. So, all right. So people go in and they start doing this and they start making the changes. How do you approach it? How do you do it? If you're, you know, if you're a founder and you're in this thing. Yeah. How do you bring it to your team? Is it something like, listen, I found this guy, Robert. He was on the podcast. I think he's great. I read his book. I've bought it to him during Haggadahs, whatever it is. We're going to hire him, bring him in.

48:41Yeah. So in a perfect scenario, someone would do this work. They would communicate to their team, hey, I just actually did this work on my values. Here's what they are. I want to walk you through them. It sort of explains the things that I care about and that I get upset about. And actually, we're updating our company core values based on this clarity. And we're going to talk to you guys and get your feedback. And I think that the best leader you will be in our company is an authentic leader. And if you're really interested in doing this work, I'd love to get you a copy of the book and you can buy the course if you want to.

49:15But I'd love to see you do this work. And it's not that it's selfless, but what we're trying to do is I think you becoming the best version of yourself is better for the company. And it actually pays dividends for you outside the company as well. I write a lot in my other book around this company, this concept of capacity building. My book's Elevate. And that capacity building is this holistic benefit for an organization. If you help people get better overall, the company gets the work dividend of it. And the people will thank you and remember that you helped them become a better father, partner, sister, or husband.

49:51That you helped them get better with patience and time management and prioritization and things that are you. We're not different people at work. Show me anyone that hits snooze 12 times in the morning and can't get out of bed and is really good with deadlines when they get to work. It just doesn't happen. So to me, this is the ultimate thing that you could help your leaders do. And I'm working with some, I think, some really amazing leaders and cultures. We're like, I want every person in my 200-person company to figure out their own personal core values. I want this unlocked for them. And those people will be loyal to those leaders for decades.

50:29I also think being open to that when you do bring these things and you do send people in your organization that if they come back and they're like, hey, you know what? This isn't home for me. Honor that as much as you possibly can. Go. You have to expect that you're going to lose some people. And that's okay, too, because in the long run, it's going to be better for your org. It's going to be better for everything that you're doing. I 100 % agree with you. And those probably weren't your highest performers. If they weren't aligned with your values and they were going against them, you were probably having problems.

50:57And the fact that they would opt out and go somewhere else in a positive way saves you a whole difficult discussion somewhere down the line. If someone opts out of your organization because they are clear they're not for their values, that is the biggest win that you could ever get from an HR standpoint or just the whole thing. Yeah, and I don't think people get that because finding good people that are talented, that you've already got your systems around. because as founders, as owners, and what we do, we're like, hey, I've got this fire and I've got to let go of it because I understand that I could brute force myself to seven, eight figures maybe, but now I need other people to come in and help me out with the scaling of that.

51:34And you're like, hey, this person does this, this person does this, but then now there's Susie and Susie discovered her core values and she doesn't want to be here anymore. I was like, take the little hit. It's worth it. Take the little hit, have him do that. Can you walk through one of the, if there was something either for you or for a client that the discoverer their values just changed it would just shatter it's like and it blew things up and they're like oh wow and on the both on the positive and the negative where they're sitting there and saying i've discovered these core values that i actually you know i i don't like hr because no one does and anyway they discovered this one but it's so it's interesting i i think the reason why you don't hr like hr is probably buried in multiple core values i think in one you probably don't think it's efficient.

52:17It's not efficient. It's not efficient. And I am not politically correct in any way, shape, or form. I don't care. Right. So you probably have a core value of say what you mean and you feel like everyone has to do all this window dressing and say stuff that they don't mean. Right. I mean, it's visceral. I'm just subtle as a fart in an elevator. There's just no way around it. I don't care what you identify as. I don't care about your pronoun. It's relevant to me. I'm happy for you. If you identify as a penguin, mazel tov to you. Can we just get back to getting the shit done because we got shit to do because i just don't care so as long as you're not affecting other human beings whatever just let's go i don't care what you do with your own kibbles and bits just let's rock and roll there's a guy we have we have stuff to do it's just it's inefficient for me which is why hr is like okay well we need to have that i'm like joss no if someone's being wildly inappropriate and touching people then they don't work here anymore because you don't get to abuse human beings that's why my issue is with hr right I can tell you when you see that sort of frustration, again, it is typically connected to multiple value violation.

53:18I call it the supervillain. Like when there's three or four core value violations in an interaction, either that interaction is a supervillain or the person or the thing is a supervillain. So for me, I actually, when I figured this out, I came back and made major changes to my company. I cut our core values in half. we kind of were growing and I was trying to be everything to everyone and I cut kind of relationships down and I said look this is who we're going to be and if you want to be here for this great one of the things where it impacted we had a core value of accountability in the company and what I was noticing as we grew was people were translating that to they are accountable for doing the inputs but not the output which is totally not what we meant they were like I did what I needed to do but the thing didn't work out So we ended up changing that core value to own it, which is like, look, you own it.

54:11You own the outcome. You own the, this is what we meant. Actually, we didn't mean like you did the things that you could do like that. There's a difference between you take no salesperson knows where they're going to sell all of their sales in a year. They, they, they own a quota, you know, and they own that there's ambiguity with that. So we made some of those changes. And actually, a lot of our early employees that were great moved on. I think they identified that we were just I was just really clear. There was another thing, too. We had rewarded inadvertently. I think companies do this all star utility players.

54:43Right. They were because they were rewarded for jumping around and they were they were they were firefighters and all star. So they would jump around from this to this and they would solve problems. And I was like, I need a gold glove third baseman, a gold glove second baseman, first baseman or woman. and I need fire preventers, right? So it was our fault because we had rewarded those behaviors. But once the company had five or 10 million in revenue, I didn't need a jack of all trades. I needed, and so if someone was just avoiding that, it was like, look, we are not valuing that anymore. So like maybe you need to go back to a small company where that's, we were just very honest about what we were looking for.

55:21Well, I think that's what you're talking about more than anything else. We get clarity on our values and then we have the honest conversations And who you were when you're a under$10 million company is not the same person you're going to be when you're over 10 million. Just like who you were before you made your first million. The whole company fundamentally changes as you step up and you level up. But because it just, it's just the nature of the beast. Like I know with organizations that I run and they will listen to this. So I apologize. They know that when it comes to HR stuff, they both talk to me.

55:51I'm like, just, just go do it. I will yield. As long as you don't go. and one of my one of my partners uh his name is daryl they come and they're like okay is this a charles question is this a daryl conversation in fact there's a daryl conversation like cool and then he because he speaks charles i speak daryl he speaks charles so when we sit down we can shortcut it and we know those and we have those clarities about each other there's a lot here that that it isn't just a simple hey i'm gonna listen to a podcast and i'm gonna go do this and oh that was enough for me yeah there's a lot of work that goes into this uh yeah and it's not just the book.

56:22It's also the test. If people want to track you down, if people want to connect with you and actually do this work for, because listen, I don't care if you don't own a business. I think this is far more valuable for you as a human being, for your partnerships, for your relationships, for your health, for your own relationship with yourself. I think this is a vastly, unbelievably important thing to do. How do people track you down? How do people connect with you? What is the best way to go forward with this? Yeah. So look, if they want to pick up the book and you can read it in 70, 80 minutes and decide, oh yeah, like there's something in it for me.

56:52You can look up Compass Within wherever books are sold or compass-within.com is on the site. All of my other stuff, robertglaser.com, G-L-A-Z-R.com, that's where my newsletters are, the books, the courses, consulting, if you want help with this individually or for your organization. But the book is meant to be a prompt and I think people either read it and they're like, yeah, I want to dive into this. Everything you need is in that book. If you need more scaffolding, we're here to help. Perfect. And then if they want to connect directly with you, is it LinkedIn? Is it Instagram? Yeah, I'm on LinkedIn.

57:27Again, go to robertglazer.com, contact. It comes to my inbox. I tell him I reply to everyone that emails to me, either than some unsolicited sales pitch for something I don't need or use. So I have that promise, and I usually write back within 24 hours. So reach out if you have any questions. I love that you do that. I am not that person. Thank you so much for coming on and sharing all this stuff. I think people, it'll help them pivot where they are in their lives and it'll fundamentally create a radical change, especially as we walk into the new year, unlocking what your values are. I can't imagine doing anything else more important than this.

58:03Yeah. Thank you, Charles. And as you said, if you're setting up goals and stuff for the year, like aligning those to your values will make it so much more meaningful. So my goal is to help a million people figure out their core values. I hope we can get a few from this audience, but thank you for having me. Absolutely. That's a wrap on another episode of The Proven Podcast. Clarity beats chaos. Values beat vibes. Stop reacting, start deciding. The leaders who win know who they are, what they stand for, and what they'll walk away from. Remember, if your decisions aren't anchored in real values, they're just noise pretending to be strategy.