Robert Glazer: The Proven Decision-Making Framework High Achievers Use to Unlock Fulfillment | Leadership | E371

22:29The working genius assessment or the six types of working genius framework was created by Patrick Lencioni, and he's a business influencer and author. And the working genius framework helps you identify what you're actually built for and the work that you're not. Now, let me tell you a story. Before I uncovered my working genius, which is galvanizing and invention. So I like to rally people and I like to invent new things. I used to be really shameful and had a lot of guilt around the fact that I didn't like enablement, which is one of my working frustrations. So I actually don't like to support people one-on-one.

23:00I don't like it when people slow me down. I don't like hand-holding. I like to move fast, invent, rally people, inspire. But what I do need to do is ensure that somebody else can fill the enablement role, which I do have, Kate, on my team. So Working Genius helps you uncover these genius gaps, helps you work better with your team, helps you reduce friction, helps you collaborate better, understand why people are the way that they are. It's helped me restructure my team, put people in the spots that they're gonna really excel. And it's also helped me in hiring. Working Genius is absolutely amazing.

23:30I'm obsessed with this model. So if you guys wanna take the Working Genius assessment and get 20 % off, you can use code profiting, go to workinggenius.com. Again, that's workinggenius.com. Stop guessing, start working in your genius. So speaking of unlocking values, you've got six questions that you've developed. to help people understand their values. Can you share some of these questions that we should think through? We'll talk through a couple of them, but people are always jotting to write them down. So if you go to robertglazer.com slash six, S-I-X, I just have them all there. Perfect. With a video of me doing it, if you're interested.

24:03So they start with simple ones. The book is a parable, we should mention. So it's actually a story where you watch this character, Jimmy, go through the struggle. He's having some relationship issues and some work issues and deciding where to live and sort of figuring out his values, had him reconcile each of those. And he's coached by a mentor in the book through this. Both you'll watch this happen and then you're told specifically the questions and how to go through them. But this would start the process, which is in what non-work environments are you highly engaged? So outside of work, what are the things that you do that light you up, time flies, makes you happy?

24:40And then similarly, where did you do your best work and where are you happiest? And that's, it could be I worked for Hala, but what's more interesting in those notes is I worked for Hala on a small team of people who were chasing big things. And we all had a lot of independence and I got to do what I wanted to do every day. It's more important that you understand what that environment looked like. Then we get into the negative questions. I'll do this test with you. I've done it in a few interviews and it's always really interesting. So we got a deep one. Like, what would you want said about you and your eulogy?

25:12a lot of people, how they want to be remembered is about what's important to them. But as we talk about the core validator, maybe a little later, which is the thing that screens, is this a good core value? One of the tests of a core value, because it really doesn't feel good when it's violated. And so a good way to test it out is to look at the opposite. And so this question tries to reverse engineer that. So this question says, what are the qualities in other people that you really struggle with the most and frustrate? So I'll ask you that because it's always interesting. What's the stuff that makes your blood boil that people do either behaviorally or how they act?

25:48I really can't stand people who are not loyal. I really don't like selfish people who don't think about others or who only think of themselves, who have malicious intentions, or maybe it's not even malicious, but just selfish intentions all the time. People who don't better themselves, victim mentalities, or sometimes I see people who are like 30, 40 years old, and I don't understand how they don't have a career. They haven't been able to maintain a job or something like that. I wouldn't say like it's my pet peeve, but it's something that I would never want to be like. So I think you and I share maybe some crossover and a value there because I would say a very similar thing.

26:29And I told you one of my values is find a better way and share it. You should figure out how to get better, how to improve. And I work with your company. You guys are constant tinkerers. It's in your DNA. Like, how do we make it better? How do we improve it? What's the new thing we can do? But I told you, I also have that value of self-reliance. My villain at the party is the person who's telling me about their woes and the world is happening to them and they're not doing anything about it. And their trust fund payment didn't come in on time. It's like kryptonite to me, right? So there's loyalty for you.

27:01Trust at the end of the day. Is that people you can trust? Yeah. It's somebody who I know, like whether it's a closed door or whatever, Or they've got my back, whether they're in front of me or not with me. And I don't know, just loyal. Essentially, just not selfish also. Things of others and not just themselves. Right. So you probably have a couple core values in there. You spit out a bunch, which is great. So they're probably different core values. You probably have one about getting better and improving. That's probably a core thing for you. You probably have one about being someone who's trustworthy or loyal in situations.

27:38You may even have another one about thinking about the group or the team or someone last week, he said, it's not about you. That was his core value. And he's like, I can't, if I walk into a room and the person's, you know, he's like, I'm using that in my company. I'm using that in my thing. Like, it's not about you. It's about us. So the opposites are really good tests of what it is that we value. And if we had some time and you work through that, it's interesting to have those words on the positive side because you can start to think about that. And you could be like, you know, in my interviewing, like, I want to ask some better questions about, okay, I've seen you, you've jumped around jobs every year.

28:15Tell me about why did you leave those jobs? And it just, what you start hearing is, you know, I deserve better. I didn't get a raise. You'd sense that this is not a person who's really loyal and connected. Talk to us about your own values. I think you were mentioning them earlier, but tell us slowly what your values are. Sure. So I have five, and the dominant one is find a better way and share it. I've been doing that since I was very young. Health and vitality, which has also been elevated for me after some health stuff that I was explaining actually happened after I stepped down after CEO. Self-reliance, respectful authenticity, and long-term orientation.

28:54So again, again, for me in the long-term thing, I really can't stand people who are trying to make a buck off the crypto scheme of today and I don't care who gets screwed today. I'm always focused on how's this going to work out in the long term. I mean, I met my wife when I was 17. I got married later. But generally, I have a long term orientation. And so again, that can clash with someone who's, oh, there is no tomorrow. Let's just focus on today. So I want to play a game called the True North Test. All right. So basically, I'm going to rattle off a scenario and you're going to tell me what value you would use to help make that decision and maybe how you'd think through the scenario.

29:37Okay. First, I love this. Second of all, it's the perfect demonstration of trying to use it as a decision maker. So go ahead. Cool. An investor is pressuring you to pivot toward AI hype, but it pulls you off your mission. Like I said, the interesting thing about these decisions is they can cost you, right? So if I do not believe that is the right decision for the long term, to mine, and I don't think it's the better choice, I'm probably going to push back on that because I know that this is the hot thing of the week, but is it the hot thing of tomorrow? And it doesn't match with my vision. Now, the investor may own the majority of the business.

30:17They may own a minority of the business. It may cost me the investor, right? It may have to lead to a discussion where I have to find someone to get this investor out because they don't believe in my mission. It's going to be really hard as an entrepreneur to build a company that you don't believe in, right? It's hard enough when you do believe in it and everything goes wrong in a given day. It's really hard if you don't believe in it. So I'm just not good about being excited about something that I don't believe in. And honestly, with AI, I'm always like, hey, if it can make it better, let's look at it.

30:45But I'm an AI middleist. I'm not a maximalist. I use ChatGPT every day. if you're not learning these things. But there's also some data coming out on the trillions of dollars that have been spent versus the like$12 billion in revenue that has been raised that it's not hitting every business model the same way. Yeah, I've heard that feedback too. I've heard that a lot of the hype around AI is the people who need money to keep getting investors are overstating what AI can really do when in reality, it hasn't changed as much as they thought it would when it first launched. A lot of companies fired people and have hired people back after that.

31:25Yeah. What do you mean fired people and hired people back? There were some companies that did massive layoffs in customer support and whatever because they thought they were going to automate it all with AI. And it made a mess and they ended up hiring back the customer support team. I've seen a few high profile cases. Oh, wow. Okay, next one. You're offered a keynote at a global event that could change your career, but it means you're going to miss a big event for your daughter. So I had two of these. I had one that probably did change the trajectory of our company. And it was like a fifth grade graduation.

31:58And, you know, kids have a graduation like every year now. And I decided to miss it. And maybe I was a little selfish at the time, but that decision got us our first marquee client and probably led to 10 others over the next few years. But I made one solid promise, which was through all three of my kids who are all now teenagers, but was, I was never going to miss a birthday. So I never missed a birthday. And that was sort of a hard and fast rule around that. But those things are challenging. And I did cancel a speech that someone got. I thought I was going to be able to leave on the morning of my son's birthday.

32:31And my wife actually called me out on it. And she's like, look, now you're getting slippery slope. Now you're like getting home in the morning of his birthday. What if you don't get home? And so she called me to the mat on that. And I stayed with that. I think it's important to value those types of things, value family, of course, but also you've got to be realistic in terms of the opportunities that come along in your career. And if they're really once in a lifetime career opportunities, it might actually be more important than to your point, like a kid's graduation, if it happens 20 times, you know, so.

33:05So if I look at my long-term orientation and finding a better way, I would have been like, look, this is setting us up for the long-term. The problem is not to be morbid. You never know when you're going to die, right? And so you could miss something and that could be your last event. But at the same time, kids have a gazillion events these days, right? And so if you're going to be at every one of them, my kids are teenagers now and they can travel. And I made a lot of sacrifices 10 and 15 years ago that give me a lot of flexibility to do stuff with them now. Now, had I died 10 years ago, maybe they'd be like, well, my dad had to work a lot and stuff.

33:38But I feel like now I can do things with them and they want to go somewhere. So a perfect example, my daughter, I always challenge them to do new things. And she's running a 10K for the first time at school. And I said, OK, I'm going to come down. She said, do you want to come down and watch? I said, I'll come down and run her with you. So I'm getting on the plane on a weekday. I'm running it with her. And then I'm flying home. And most people would think that's crazy. But that's something that's fun for me to do with her. and we're training together over text. That's super cute. Okay, next one.

34:07A publisher promises you bestseller status if you use a ghostwriter, but you feel that it's not in alignment with your authenticity. Authenticity is really important to me. That one I would not do. I have had arguments with publishers and agents, not over that, but on this book won't land with people. And I'm like, this is the book I want to write. This is what I want to say. So I can't remember ever writing something because someone told me it was better for the market. I would not feel good about that. And so I have no problem saying no to that one. Tell us about a scenario in real life that you've come across where somebody really had to use their values to navigate a decision.

34:52So what I heard recently was there was a guy named Yvonne Chouinard, who was from, I think, Norway. and he was a entrepreneur and one of the first outdoor entrepreneurs like 60 or 70 years ago. And he was a big climber and he invented this climbing, I think it was called like a pivot that you could put into a rock and nail it into a rock and basically hike. And it totally changed hiking and everyone all over the world was into him. And he was going out hiking and seeing his invention in the real world. He was seeing all these holes in the rocks and all this permanent damage. And he loved the environment.

35:29And this pained him personally. And it was when his father said, you do the right thing or you take care of the environment. It was just a core value of his. This product was like 80 % of his revenue. He decided to stop selling it, pushed himself to innovate a totally different system that would wedge in and didn't go into the rocks. Yvon Chouinard is actually the founder of Patagonia. And that ended up being the launch point of Patagonia. And look, Patagonia might not have been what it was if he had kept selling the product that destroyed the environment rather than helped it. Oh, my gosh. I love that story.

36:05And I know they just got into food. I recently bought Patagonia crackers. I was like, these guys are just taking over the world. Yeah. And you remember when they closed on Black Friday? They encouraged people not to buy stuff years ago and to bring your old stuff in and they would sew it up. That's living your values. There's another one I really like where the CEO of Dick's Boarding Goods, so I think it was about 10 years ago, and there was a school shooting, and the CEO found that the shooter had bought guns and ammunitions from his store. And while it wasn't actually used in the shooting, he was incredibly shaken up by it, and he said, my dad always told me, you take care of those in the community that you live in.

36:45Very close to the line, it was something like that. And so Dick's basically decided to bump up the age to 21 in the store, stop selling automatic weapons and a whole bunch of stuff. And all the analysts and stuff told him they were going to lose hundreds of millions of dollars. And basically a month later, the stock was up$500 million more. And 10 years later, it was up 10x. And he was just like, we just have to do this. And the company in the long run was better off for it. Yeah. Why don't we touch on that further? What is the profitability when it comes to values? How can it actually make your company more profitable?

37:22We gave up our biggest customer years ago because they violated one of our core values of embrace relationship. They made our team miserable. They made everyone miserable. And we just decided we're not going to renew the contract. And I think we had so much turnover on that team. And I think it brought us a ton of credibility with our team and helped our culture. I think values decisions cost you more in the short term. Usually there's an upfront cost because it's easier to do what's easier, right? In the short term. But I think you gain ultimately in the long run if you're willing to sustain that short-term hit.

37:56CVS also years ago, when they rebranded as CVS Health, they stopped selling cigarettes. They lost$2 billion a year, but they were like, look, we can't rebrand to CVS Health and sell cigarettes. And CVS did fine over the next couple of years. They started all these new categories and selling other stuff. So I think it's the people who are just weaker in the moment and not willing to give up anything. There's another story of founders who are willing to give up their entire company rather than have politics going on and work all day long. They said that we're not going to have politics. And their company is thriving years later.

38:29But they were like, look, we were willing to go home and shut it down. It was not the type of company we wanted to work in. How do you think about personal values versus company values? So they have to connect. So a person should try to figure out their individual values, which is the framework that I'm giving to them in the Compass Within. And then they can try to match it up against companies. But a personal values fully reflect me, myself, and I. A company's values reflect things that they want the company to have. And if you're 10 people, it's like, what is the best pieces of all of us and behaviors?

39:05They're behaviors that you want to reinforce. But I will say that as someone who does work on company values and stuff too, 98 % of it is BS and crap. So I'm also fully aware that integrity and respect, the company has values, which is the behaviors it's rewarding. The question is, are those the same things that it's saying? So you might have to take a bigger look to what the company values, but I think it's really helpful for people to be like, oh, I really love this company. It really does align to my values. I'm a finder better way person and it's all about improvement or this company doesn't align to my values at all.

39:38And in that case, as I say in the book with the big three, if your relationship, your community, or your job don't align with your values, it's a very low chance of success in the long term. That was literally going to be my next question. Why are those big three choices so important? Look, if values can help in decision-making, I think those are the three of the biggest decisions you make in life. And hopefully you don't make them, all of them way too many times. I think on the relationship side, my wife and I are different people, different personality. This isn't about being the same, different activities, but around the big stuff and our kids and what we want for our family and where we want to live and how we're always on the same page.

40:17I think some people may have the opposite. They might see a lot of compatibility and activities and otherwise, but around the big things, they're not. And we didn't talk about this earlier about where values come from, because this is important to this part, they generally forge during childhood or formative experiences of your life. And they come from things that you are doubling down from, or that were painful, and you were running away from. So in a relationship, when you bring these things to it, and they're really that deep as an adult, it's really hard to move away from it. So I was telling a story recently, let's imagine a couple is married.

40:54And this is based on not a real couple, but two real stories. So one had a parent who was given a year to live when they were younger and then ended up living seven or eight years. So for them, there was like never a tomorrow. So they had decided as a young age, you live for today, there's never a tomorrow. That was sort of how they lived. Another grew up in a family that always spent all its money and gambled and they never focused on tomorrow in a different way. And so that kid really developed the thing of, look, you save and you take care of yourself and you don't make frivolous short-term decisions.

41:25Well, if those two get married and one wants to live for today every day and what they do, and the other wants to plan for tomorrow, that's hard. And you can work around that if that's one of four values. But imagine if we did a similar scenario with three or four values and these people are together and they have the opposite orientation on each one. That's like a Mac operating system and a PC operating system trying to run the same software. I'm not saying it can't be done, but that's really hard at the end of the day. Do you think you need alignment with politics and faith when it comes to relationships?

42:03I think politics has become a little bit weaponized. Unfortunately, I think the birth rate in our country is going to decline precipitously because if you read it, it's like the women are all going liberal and the boys are all going conservative. So if people can't figure out, first of all, if you're a market dynamics person, you want to be a liberal boy or a conservative girl from a marketplace standpoint. But I actually think politics has become a form of tribalism. And there's some stuff going on in politics where people just doing things that don't make sense or saying things that are just not consistent or incongruous because they're in a team sport.

42:39I think if you can peel out some of this stuff and say, what is my actual value? So if your value is we treat all people with decency, then you don't get pulled into a group who says, yeah, yeah, but we should treat these people terribly because they're horrible. That is a tribalistic thing, not a value thing. So I think our politics has become very tribalistic. You have conservatives that aren't acting very conservative about things, and you have progressives that aren't acting very progressive about certain things. So I don't think politics is a showstopper. I think some of those beliefs that sit behind that could be fundamental.

43:12But I think it's always like maybe someone whose faith and not faith might even be more important than which faith, right? It is complicated, but I think they run more to the person's personal operating system. For you, if you have someone that's disloyal, all those other stuff doesn't matter, right? That's going to be the showstopper. People have a loyalty or trust thing. It's like, if you cheat on them, there's no coming back from that. That's probably like almost a more relevant thing than some political stuff. Let's move on to leadership and culture. So you were actually voted one of the top CEOs on Glassdoor, which is absolutely amazing.

43:50What is it about your leadership? Because from my understanding, your team actually had to vote for that, right? Or what was it based on? Yeah, I think it was team voting. And look, the thing about, I think, using your core values to understand your authentic leadership style is that whatever that is, it may not be for everyone. And I think eventually I just got comfortable in saying what I believed and saying like, look, if you work on my team, again, find a better way and share it. We are going to work on making things better. If you don't like that, you like steady state and doing the same thing every day, you don't want to be on my team.

44:26But I feel like I always supported people. I was respectful for them. When it didn't work out, I would have a direct conversation with them. I tried to help make people better. That's my North Star. But at some point, I just got comfortable being who I was and not trying to be anyone else. And like universities are an interesting example, right? I'm looking at schools tomorrow for my youngest. And there's like, you know, big city schools. And they have a value proposition. And then there's rural liberal arts schools. And you could love one of those schools and probably hate the other one because it just doesn't work for you.

45:02What those schools don't do is to pretend to be the opposite. I think too many leaders try to say stuff that appeals to everyone or everyone would want to hear, and they're trying to be everyone's friend rather than saying the stuff that they really believe and they can stand by and is consistent and understand that that's not for someone. Some people may want a company that's super political and competitive and others may not. But I think that is ultimately about understanding your authentic leadership style. And Jim Collins talks about level five leadership, the highest level. I think that's very much understanding your values and saying, if I'm Hala, look, loyalty is important to me.

45:42There are a lot of things I can put up with on my team, but disloyalty isn't one of them. And you should know that. And if someone has a problem with that, they'll go work on a different team. It's so true. There's like employees that are just super loyal and I'll make sure that they always have a job because they've been loyal to me. I'll put them in whatever job they're going to thrive in, no matter how big my company grows. But is that the wrong mentality to have? Do you feel like you should not keep employees on just because they're loyal? You don't want loyalty, but bad behavior. There's good loyalty and bad loyalty.

46:16Bad loyalty is I tell you to go do something illegal and you do it. I assume part of loyalty for you is you do what you say you're going to do. You're trustworthy. You follow up. You're reliable. That's all part of that. If you actually broke that down, I think it's more honest to let people know that and say that, that that's something you really value in people. And I'm sure you're finding it. And some people don't care about that. You probably don't want the people working at Yap who want a job for a year and then want a job hop and use it as a resume builder. So I'd be chasing them away before they came to my company.

46:49And I would be saying, this is not the place to come to get a title bump and then leave. And it won't serve you very well. Other places don't care. I'll be more clear because there's been situations with me and my business partner because we have different values on this. Yeah. Where like I actually let go of one of my employees who I had for like five years because he really pushed me to do it because he felt like she wasn't good enough for the job anymore. But I was being loyal to her because she's been loyal to me. Yeah. And to this day, I'm like, I think I made a mistake and I shouldn't have let her go.

47:24And I still feel that way. My definition of weaknesses are strengths overuse. So you're probably going to do some things to a fault. You know, the struggle for you is going to be when people aren't doing the job well anymore, but they've really been good soldiers. I think that's common. I struggle sometimes where the team, I'm trying to make everything better, that I'm overwhelming everyone and I'm not making anything better. But look, at this point in our life, it's fully baked. And if we had a lot of time when I got into that, I probably find a story from your childhood where someone was incredibly loyal to you and it made all the difference or someone was really disloyal or broke your trust.

48:03And that's why it's so important to you. And I think it's just understanding that it's part of your operating system. It's gotten you through life. It's what you're good at. Anything we're good at has an Achilles heel to it. And that's probably the case in that one.

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52:22Terms apply. Money movement services are provided by Intuit Payments Incorporated, licensed as a money transmitter by the New York State Department of Financial Services. So talk to me about one policy or procedure or something you did at your company that you just want to share with our listeners in terms of something they could leverage at their own company, whether it's how you run your meetings or how you planned or anything that you did with your team that enabled you to scale so big? We, ironically, and it was really tied. It's funny because you do these things by accident and then you figure out your values and you realize why.

52:56To my respectful authenticity, we changed how people left our company. I was like this whole process of people saying they have doctor's appointments and two weeks notice seems crazy to me. And this ended up being my TED Talk. Could we like have an open transition program and have more honest and open discussions with people? And they were like, look, I think this isn't working out. I want to do something different. We say, okay, great. You can work here for a few more months and go get another job. Because I always felt like the leaving part wasn't consistent with the type of culture we wanted to build.

53:27And I think actually having that policy made it safer to come work at our business. It made us able to have more buy-in and do stuff. Can you explain, if people aren't giving two weeks notice, what did you actually implement? It was called an open transition program. So you could opt into it or we could have a discussion about opting into it. And they would get two to three months to keep doing their current job and go look for a new job. And we do it with totally open discussions so that leaving wasn't this taboo thing. And look, we're in a client service business like you were. And the number one thing that pisses off clients in a client service business is their account manager leaving suddenly.

54:05And sometimes you don't recover, right? So we were like, look, we would much rather have Hala here half time while we start sliding in Ben and getting Ben on the account and recruiting Ben and having her here in some form and keep that consistency for the client, even if she's looking for a new job and we do that. And so we just felt like it was better for our clients and it was better for the team. That's really, really smart. You were about to say something else. Oh yeah, the tactical one. We did quarterly two-day off-sites for all of our high-growth years. I think that 90-day period for a team to opt out of the day-to-day, leadership team, go off-site.

54:41The first day was always a recap of the quarter. What did we do well? What did we not do well? And the second day was planning for the next quarter. I just think that if you're a high-growth organization, that is a necessary discipline. We used to do one-days, and once we did two days, I don't know how we ever did one day, but you get off the hamster wheel and you get a chance to discuss the business and plan for the next 90 days. Okay, my last question to you before we close out the interview is about relationships. One thing that I've noticed is that you seem to know so many amazing people. You know, you've referred a lot of people to me.

55:14It just seems like a lot of people come to you for advice and you've got a really great network. So what are one or two tips you can give to other entrepreneurs in terms of being the node of their network like you are? Yeah, I got a lot of my networking DNA from Keith Ferrazzi's book, Never Eat Alone. And I think also, you know, I try to get my kids to read How to Win Friends and Influence People by Dale and Carnegie. I love that book. The title makes it sound so cheesy, but the advice is so deep. And so I focus on mutually beneficial outcomes for other people. The problem with networking, and I'm sure you've seen this, Hollow, you hear from the person you haven't heard from in nine years, can we meet, can we catch up?

55:56And it's because they need a job, right? That's not great networking. And that's how a lot of people use their network. So I'm always listening for opportunities. For one thing I need from my network, I probably put three gives into it. I think it's kind of a giver's gain thing. I think if you're putting people together genuinely that you know both, not one wants to sell something to the other, but when someone says to me, LinkedIn just dumped us from our podcast, I'm pretty sure that if I send them to you and say, this new podcast is looking for a new home, you're going to want to talk to them.

56:30They're not trying to sell you anything. If someone says, I'm looking for a lawyer, oh, I know that lawyer. A lot of people make referrals with someone trying to sell something to the other person. You're like, Robert, Steve really wanted to talk to you, you know, and Steve's trying to sell me something. That's not a helpful networking thing. That's doing a favor for Steve by exposing someone in your network. So really, it's that simple. I try to connect with people a lot, talk to them when there's no agenda, and I'm listening. And when people need something, I take the time to write a good introduction and introduce to people.

57:04And I do that all the time. And when you launch a book and you have to call in every favor you've ever had for the last 10 years, people will help you if you've helped them. If you help people without having any sort of intention, you end up building these really rich relationships. So down the line, those people will help you when you probably don't even like least expect it. Like I value relationships so much in that way. probably over value relationships where I always just try to go above and beyond for any of my relationships, especially like really high quality relationships, knowing that at some point that will come back to me.

57:40There's your loyalty core value again. You're basically just describing it. So I end my show with two questions that I ask all my guests. The first one is what is one actionable thing our young and profiters can do today to become more profitable tomorrow? We lose a lot of days at the beginning of the day by playing defense. So if you wake up in the morning, don't turn on your phone, have a morning routine. Pick the three things that if you accomplished them today would get you towards your goals and make sure you did them before noon and before your day gets totally out of control. And you do that for a quarter, that's 90 things.

58:19I think you'll see a material difference in your goals. And what would you say is the secret to profiting in life? So having a successful life across business, family, and just having a successful life? I think it's playing the long game. There's a lot of things that you can do in the short term that just are gonna cost you or aren't gonna work out. So I think if you're looking for long-term happiness and profitability, then think about decisions in the context of, someone once said, how will I feel about this decision in 10 days, 10 months, 10 years? I think that's a great orientation. Robert, this has been such an awesome interview.

58:56I've really, really loved this conversation. I feel like we went really deep and I think our listeners got a lot of value out of it. Where can everybody learn more about you and everything that you do? Sure, new book is out. I think the week we're running this and I have the course that actually started the book, which is the core values course. I'm giving it away for free during launch week. So if you go to compass-within.com, you can both buy the book And then there's a form right there to put your receipt in and we'll send you the course. All of my other stuff is at robertglaser.com, including Friday Forward, which is my newsletter.

59:32And if you go to slash six, we talked about those six questions. If you're interested in taking a few pieces of paper and writing down the answers and seeing what comes up for you. Okay, now I have to ask you another question that I wanted to ask you. So I'm like obsessed with growing my newsletter and I feel like everybody is. give me your top two ways that you grow your newsletter in 2025. It's getting a lot harder, but I think that it's mostly through sharing, I found. So people tell me they share it through the company or otherwise. So I think thinking of your context in the newsletter of how can someone forward this to someone else?

1:00:08And then how do you have a message where, hey, if someone forwarded this to you, here's how you subscribe and join. I think that's how I get the majority of my new signups. Oh, so good. Okay, well, we're going to stick all the links that you mentioned. We'll make it super easy. We'll stick them in the show notes. People can just go find them to take the quiz, to find all your channels. Robert, thank you so much for joining us on Young and Profiting Podcast. Thank you very much, Hala.

1:00:38Well, guys, Robert offered up such a wealth of great insights on how to use values as a compass in life and business. He reminded us that real turning points come when you stop chasing external validation and start making decisions anchored in what actually matters most to you. One big lesson was around defining values with precision. Words like integrity or family, they sound nice, but they're too vague to guide real choices. Instead, Robert encouraged us to dig deeper. Maybe integrity means your words always match your actions, or family means you always show up. When values are clear and specific, they become practical tools for decision-making every single day.

1:01:18Another important takeaway is that values-based decisions often cost something upfront, but reward you tenfold in the long run. Choosing alignment over convenience may feel hard in the moment, but it builds credibility, trust, and lasting fulfillment. And finally, Robert showed us that authentic leadership comes from leaning into your values instead of trying to be everything to everyone. That's how you build culture, scale with integrity, and stay true to yourself through every transition. So take this with you, Yafam. Your values are not abstract ideas. They're your operating system. When you know them and live by them, every choice gets clearer and every relationship gets stronger and your success feels deeply meaningful.

1:01:59Thanks for tuning in to this episode of Young and Profiting. If you enjoyed the show and took something valuable away, we'd be so grateful if you dropped us a comment on YouTube or left us a five-star review on Spotify, Apple, CastBox, or wherever you listen to the show. Your support helps us reach even more people with empowering content. If you prefer to watch your podcast, I would love if you hopped over to our YouTube channel, just search Young and Profiting, hit that subscribe button, and engage with the community. And if you want to connect with me personally, you can find me on Instagram at Yap with Hala or LinkedIn, just search for my name, it's Hala Taha.

1:02:33Of course, I got to give a big thanks to our amazing Yap listeners. Until next time, this is your host, Halataha, aka the Podcast Princess, signing off.