Employee Asks Me About Personal Growth and Promotions | Ep 218

Summary

Podcast Summary: Build with Leila Hormozi

Episode: Employee Asks Me About Personal Growth and Promotions | Ep 218
Release Date: December 13, 2024
Host: Leila Hormozi
Duration Covered: 24 minutes and 13 seconds

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1. Introduction and Episode Overview

In Episode 218 of Build with Leila Hormozi, host Leila engages in a candid conversation with Trevor from the media team. The discussion centers around cultivating a resilient company culture, navigating promotions, advancing within an organization, and fostering personal growth among employees. Leila delves deep into the challenges and strategies associated with leading a rapidly growing business and guiding team members toward their professional aspirations.

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2. Managing Ambiguity in Rapid Growth

Timestamp: [00:00] – [02:02]

Leila opens the episode by addressing the complexities that come with managing a company experiencing exponential growth—specifically targeting the $100M+ mark she achieved by age 28. She highlights the difficulty in long-term planning amidst unpredictable expansion rates. When asked about crafting a two-year plan in such a volatile environment, Leila explains,

"I think too many people rely on these fucking spreadsheets to predict what's coming next... how we react to what comes is more important than how we plan" ([00:00]).

This emphasis underscores the necessity for adaptability over rigid forecasting, especially when growth trajectories can render existing plans obsolete overnight.

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3. Training Leaders to Be Reactive

Timestamp: [02:02] – [03:29]

Trevor inquires about Leila’s approach to training leaders to effectively respond to unforeseen changes. Leila shares her philosophy using an analogy of parenting:

"It's like, which kid is more resilient in 10 years? I bet you it would be the kid whose mom puts on a band-aid and says, get your ass back to school" ([02:02]).

She recounts her experience during the COVID-19 pandemic, where instead of providing false assurances about job security, she remained a stable presence. Leila emphasizes leading by example, demonstrating resilience, and managing stress, which in turn encourages team leaders to embody these traits within their teams.

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4. Adaptability in Workflow and Leadership

Timestamp: [03:44] – [09:36]

Leila discusses her personal workflow amidst the dynamic demands of her role:

"I look at it as, what are my goals?... I'm trying to be a superstar business leader right now. And honestly, being a superstar business leader is the most important goal to me because it's the one thing that has continued to reinforce me over and over again" ([03:44]).

She stresses the importance of flexibility, acknowledging that routines must sometimes yield to the company’s needs. Leila distinguishes between maintaining a consistent schedule and staying adaptable to capitalize on opportunities, even if it means working extended hours temporarily.

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5. Balancing Consistency and Flexibility

Timestamp: [06:00] – [09:36]

When asked if a leader’s day should remain consistent over time, Leila clarifies the difference between routine and rigidity:

"Focusing on what you need to do and doing the same thing every day are not the same" ([06:00]).

She advocates for scheduling priorities rather than fitting priorities into a preset calendar, allowing room for changes that align with evolving business objectives. Leila acknowledges the challenge in maintaining flexibility but views it as essential for leading a growing company effectively.

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6. Personal Growth Through Goal Setting

Timestamp: [09:36] – [14:28]

Leila shifts focus to personal development, explaining her strategy for growth through setting ambitious goals:

"The only way I've even known how to grow myself is to go after a big goal that I'm not currently the person able to achieve it" ([09:48]).

She demonstrates high self-awareness, constantly identifying and addressing her skill gaps to meet her objectives. Leila describes her method of reverse engineering goals by identifying constraints and transforming them into strengths. This approach not only propels her personal growth but also sets a precedent for her team.

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7. Creating an Environment for Growth

Timestamp: [14:25] – [18:54]

Leila outlines two critical elements for fostering growth within the company: feedback and opportunity. She explains the importance of establishing an infrastructure that offers internal growth avenues and provides consistent, constructive feedback to employees:

"If you have leaders that wake up in the morning and think, 'Oh my God, I know how I can help this person achieve their goals faster,' it makes everything else easier" ([16:30]).

By aligning individual career paths with the company's evolving landscape, Leila ensures that employees see clear avenues for advancement and understand how their roles contribute to broader objectives.

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8. Proactive Leadership and Going the Extra Mile

Timestamp: [18:54] – [24:13]

Leila emphasizes the significance of proactive behavior in leadership and personal advancement:

"Do everything nobody asks you to do... it's the people who take those actions when nobody's watching that build your credibility with yourself" ([23:21]).

She shares personal anecdotes illustrating how going beyond job descriptions not only enhances individual performance but also strengthens company culture. Leila believes that true leaders demonstrate excellence in their current roles before seeking higher positions, thereby setting a standard for others to follow.

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9. Notable Quotes

• On Managing Ambiguity:
  "How we react to what comes is more important than how we plan" ([00:00]).

• On Leadership Resilience:
  "You teach by demonstrating. I set the example for what good looks like for them" ([02:02]).

• On Personal Goals:
  "Being a superstar business leader is the most important goal to me because it's the one thing that has continued to reinforce me" ([03:44]).

• On Proactive Growth:
  "Do everything nobody asks you to do... it's the people who take those actions when nobody's watching that build your credibility with yourself" ([23:21]).

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10. Key Takeaways

• Adaptability Over Rigidity: In fast-growing environments, the ability to respond to change is more valuable than strict adherence to long-term plans.

• Leading by Example: Demonstrating resilience and stability encourages similar traits among team leaders and employees.

• Prioritizing Goals: Aligning daily actions with overarching business and personal goals fosters effective leadership and personal growth.

• Creating Growth Opportunities: Providing clear paths for advancement and consistent feedback cultivates a thriving company culture.

• Proactive Behavior: Going beyond job requirements and taking initiative are critical for personal and professional development.

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Conclusion

In this episode, Leila Hormozi provides profound insights into effective leadership amidst rapid growth, emphasizing adaptability, proactive personal development, and the creation of a supportive environment for employee advancement. Her experiences and strategies offer valuable lessons for leaders aiming to build resilient and unshakeable businesses.

Transcript

[A]

What's up, guys? Welcome back to Build. Today I'm going to sit down with Trevor, who is one of my teammates from the media team and he's going to ask me questions about building a company culture, getting promoted in a company, moving up in a company, and personal growth. Let me know what you think. Right now we do have a lot of new leaders. Many people are having to learn that skill of like, how do you manage the uncertain, the unknown, times of ambiguity? You know, even one of like when we're hiring and people are saying, hey, people are asking like, what's our two year plan for this department? Like when you're growing 100% quarter over quarter, you'll have a two year plan mapped out. Right now we're just trying to map out what are we doing in the next two quarters. Like from a functional standpoint. I think there's a lot of just learning how to manage that ambiguity and then accepting that that's part of what this looks like right now. When a company is much more stable and predictable and it's not in such fast growth, it's much easier to forecast. When your company doesn't grow quickly. You could forecast anything because it's like, yeah, you grow 3% a quarter, but when your company is taking leaps and bounds, you're like, holy shit, we've surpassed our goals more than anything that we could have anticipated. What happens next, nobody really knows. So the best thing we can do is try our best to plan and predict. I think too many people rely on these fucking spreadsheets to predict what's coming next. When it's like, in reality, how we react to what comes is more important than how we plan for what comes. Because often what happens is our plans are destroyed within a period of time. We recognize something better than we could have hoped happens, which means that we have more demand on the business, which means that now those plans are irrelevant. So how we react to what happens is much more important than how we're planning in this point in time. In a period of time where we have sustained incremental growth. I think planning is more important than the reacting. But right now I think that the reacting is more important than the planning. Does that make sense?

[B]

Makes sense, yeah. How do you, how do you train leaders to be reactive to the change?

[A]

I think I have to tell them it's okay. I say this to people all the time. This is like my phrases, that's normal and to be expected. It's like when a kid falls down and their parent looks at them and they're like, oh, my God, are you okay? Like, that looks like, really, we should go home. Let's take you out of school. Versus the mom who's like, does that hurt? The kid's like, yeah. And she's like, that's okay. Let's put a band aid on and let's get back to school. It's like, which kid is more resilient in 10 years? I bet you it would be the kid whose mom puts on a band aid and says, get your ass back to school. I look at it the same with, like, managing change and managing transitions in the workplace, which is like they. Everyone looks to the leader at, how are we going to react to this? I learned that when Covid hit. I remember when we pulled the meeting together. I pulled it together the next day after everything happened, because everyone's freaking out, right? They were all just waiting and so anxious for what I was going to say. And I didn't promise job security. I didn't promise what was going to happen tomorrow. I didn't. I said I didn't even know what the was going to happen in a week. But I did show up as somebody who was stable, somebody who could manage their stress, and somebody who said, we're going to figure it out. I might not be able to tell you what happens tomorrow, but I can tell you I know how I'll show up to what happens tomorrow. Whether it's terrible, whether it's amazing, or whether it's in between. That's what I've learned to do to teach people is you don't teach by telling. You teach by demonstrating. I set the example for what good looks like for them, and they set the example of what good looks like for everyone under them.

[B]

Super, super interesting. The changes to, like, your workflow too, does, like, because I've seen you in periods, like, different periods all the time now. How do you go about that with your workflow or your, like, just how you're going about working?

[A]

I think I've accepted that my days do not look the same and will not look the same. Yeah, I love having a routine where I can eat at the same times, exercise at the same times, have meetings at the same times, see my husband at the same times, walk at the same times, you know, do deep work at the same times. But the goals I have require me to be more adaptable than that, because a lot of the things that I have to focus on due to the amount of things that are. That happen within the company, the amount of divisions we have, they Change each week. So for me to work on one division, the type of work that is needed to be done is different than the type of work required for this one. As well as if I have a team who's expecting me and needs me to show up for them to do filming, to do ads, to do, to run a meeting, to show up before an event and pump people up, like, whatever it is. Like, that's me working around the schedule of this entire company. That schedule doesn't necessarily care about what routine I want. I look at it as, like, what are my goals? And, you know, I'm not trying to be. I'm not a superstar wife right now. I'm not a superstar athlete right now. I'm not a superstar friend right now. I'm trying to be a superstar business leader right now. And honestly, being a superstar business leader is the most important goal to me because it's the one thing that has continued to reinforce me over and over again, has never not served me. It's my highest goal because I think it's how I become a better version of myself. And so I'm okay if those other things I'm not a superstar at. This is the thing I'm trying to be a superstar at in order to do that. Those other things work around this goal. So it's like, those goals, I'm gonna micro goals for those other areas, but they work around this one. I've just found that knowing what season you're in, knowing what your goals are, and then you work everything else around that one goal that you're the most focused on, that tends to work well for me. Some people don't like that because it is unsettling in a way. It's like, oh, I love having these things at these times, so. So do I. It's a preference for sure. But I don't want to put my desire for a routine above what my team needs or above what my goals need. That day.

[B]

Should a leader's day look the same for a long period of time? Like, I've noticed you've. You've really honed in on, like, on our. On our leadership meetings of just like, be relentless with your calendar.

[A]

Yeah.

[B]

Be like, just cut the shit. Like that. You need. Focus on what you need to do.

[A]

Yeah. Focusing on what you need to do and doing the same thing every day are not the same. Because if you finish a project, then what do you do the next day? Just, like, have your day scheduled the same way. I would say the second piece is. It's a Matter of looking at your calendar and scheduling your priorities versus looking at your calendar and trying to fit in your priorities. So like I encourage people on Monday hour one to look at it and say like do, am I moving my priorities forward this week or am I just looking at my calendar and then wherever I can fit in in my spare time, my priorities. Yeah, it's like the whole point is to schedule your priorities and those might change. Right now they change less for people that have one function they're in or over, that's for sure. So I think you can have more consistency of your schedule. I think that people who are above more departments in the company have to have more fluidity with their schedule. And I do think that that is a harder skill to have. Like for me it used to be that unless my environment was this exact way, I couldn't get things done. And I teach most people engineer your environment so that it helps you reach your goals, it makes it easier to reach your goals. But sometimes my goals require that my environment be fucking hard. It is hard to achieve all goals but one, which is I am achieving the goal of becoming the business leader I want to be and building the business I want. But it makes it much harder to keep all these other things going. But it's a sacrifice I'm willing to make. I've always kept this one piece of literature in mind which is like the most flexible system wins. And so for me, creating a rigid schedule that I stick to every day is not hard. It's not hard at all actually. But what's hard is being fluid, being adaptable, recognizing that changes happen, recognizing that sometimes when you capitalize on opportunity or you, you're in a conversation with six people at 7pm and you usually go home at 6. But like it's really, you're fixing a problem in the company and like maybe I'm going to stay till 9. You know, I think this week I probably worked from when I Woke up at 5:30 until 9 to 10pm every day. And I don't feel bad about it because I got so many things done and I had all these conversations and stayed here late every night talking to people, fixing things and working through problems that I don't normally. That's not necessarily my preference to be tired and not, you know, go to bed when I want to go to bed and stuff. But I know that it's not like that's forever, it's just for a few days. If those few days being adaptable, maybe not working out as much, maybe you know, not eating the food I want to eat. Maybe it's like just being more flexible gets me towards that one goal, then I'm okay with it. And I think that I'm okay with it because I don't need to be perfect. And I recognize that when I'm trying really hard to improve one thing, trying to improve all these other things doesn't really support that one goal. I think overall though, engineering your environment is the smartest thing you can do. I also think sometimes it's just fucking unrealistic. Like you're going to be hit with unpredictable things. Bad shit's going to happen, people are going to quit, co workers are going to leave, the business is going to grow really fast. You're going to have 20 new people that you need to meet with. You're going to have to onboard all those people. Like there's going to be shit that happens. And I think operating within imperfection and operating in imperfect conditions makes people much more resilient and even better leaders.

[B]

Super interesting. So you're so busy with all that stuff. How do you go about your own personal growth, the goals that you want to work on? Like, I, I understand that you. The big goal, right? The big goal is there. And then how do you go about those?

[A]

I think going about my own personal growth, the only way I've even known how to grow myself is to go after a big goal that I'm not currently the person able to achieve it. And so I am just. I think one thing that I do have as a skill that I think I've had my whole life that I. Not saying that people are born with or anything is like, I'm very self aware. And I ask, actually I just asked last week, I asked every direct report of mine, I said, do you think that there's anything that I'm blind to right now, whether it be a skill deficiency in myself to lead this company or something that I don't see in the company that you see that you want to make me aware of. And it's funny because everyone had the same answer. They're like, I think you're actually very aware of what you're deficient in or. And I don't feel like you have blind spots. I actually think you know what you need to work on. I would say that it's not that I don't have blind spots, but I think that the ability to see what my blind spots are has been something that's been an advantage for me. When I have a big goal, I can see what Skills I don't have to achieve that goal for right now, for example, like, I'm constantly working on those skills because I know that that will grow me as a person and help me achieve my goals. I think, in fact, like, that's why I like having big goals, is because I love the process of becoming that person through the personal growth, of trying to achieve it, of recognizing what my skill deficiency is, fixing it, and then moving on to the next one. It's like over and over and over again. For example, right now, I think that in my attempt to create, and I think we have successfully done so, and we will continue to do better and better. Like a culture of praise over punishment. What I have, unbeknownst to myself, done is created a culture where people are afraid to give super direct feedback. Feedback and punishment are not the same thing. And so I've recognized that I have to set the example for everybody and coach people on that. And part of that for me has also been I have at times a fear of being disliked or a fear of coming off harshly or a fear of punishing people. I think sometimes I actually. I think what I've recognized is that that in itself is actually what's holding me back, is that I was too cautious around not coming off punishing. Punishing is when you intentionally try to make someone feel bad to get the change their behavior. Coming off passionate, having a serious tone, you know, being able to convey the seriousness of a situation or how the standards I want for the company, it's held me back from doing that in a better way. And so I recognize that I. That's where I have to improve right now. So I have focused ruthlessly on every time I'm having a call, getting better and better at normalizing the feedback with certain people who maybe it was harder in the past and normalizing having a more serious, I would say, like, passionate tone with larger groups of people in the company to convey the seriousness of how we show up for each other, for our mission, for our customers, for portfolio companies, that I think I was afraid to do for a period of time, like, that's my unlock, in my opinion, right now. And I think being able to balance the soft and kind with the passionate and more assertive tone is what I'm figuring out right now.

[B]

For somebody who doesn't have their big goal or the one thing that they're working towards, how do they know where to shoot?

[A]

I think that you reverse engineer goals by saying, what's the one thing that's holding me back? What's my constraint. Your goal is just taking your constraint or your deficit and making it a strength. And so for people who don't know what their goal is, look at the things that are making your life worse. If I want to figure out my goal for my business right then, like, what are the things right now that are making my business small? What are the things right now that are keeping my business small? If I want to work on a goal for myself, I might say, what are the things right now that are keeping me from being in shape, that are keeping me from being a kind person, that are keeping me from being more direct, whatever it may be. And then you take those things and you flip them into directives. So it's almost like taking a negative, which keeps you stuck, and turning it into a positive, which gives you something to work towards. So, for example, if somebody wants to lose weight and they say, they ask themselves, what's keeping me from having a six pack? And then they say, the fact that I can't say no to eating out. When my friends ask me, you take that and go, so in order to achieve my goals, I need to learn how to say no when people ask me to eat out or to replace it with something else. It's like the easiest thing in the world. But like, people, I don't know how to become aware of those deficiencies. Not something I know how to teach. But if you know what's holding you back, that becomes the goal. Does that make sense?

[B]

Makes sense.

[A]

It's a theory of constraints applied to a person, which is what we use in business.

[B]

Yeah, absolutely. Do you remember our first call? Okay. Do you remember how bad it was? I felt like it was terrible. It's two years ago almost to the day.

[A]

You know, it's funny, you think it was bad because I actually remember being impressed.

[B]

Really?

[A]

Yeah.

[B]

But I. It's funny, two years later, the amount of growth I feel like. I mean, I'm coming up on two years and like two weeks. I know it's weird to think about. I don't know. How did you environ. Like, how did you engineer the environment to where people not only felt comfortable to grow? Like, I. I don't know, it's just such a different.

[A]

Yeah, I think. I think the two things that create an environment for growth are feedback and opportunity. Like, if I had to. If I had to hone in on two things. I was just talking to Sarah about where do we hone in on development of people? There's all these things that people want, and I was like feedback, opportunity. How do we create opportunity in the company? And how do we create a clear path that tells people what the opportunity is? And how do we consistently give people feedback? Prompted and unprompted, Both of those things have a lot that go with them. You have to create a business, an infrastructure that allows for a lot of internal opportunity, which is not easy. It's actually a lot harder to do than to just have straightforward, like, we're going to hire here, hire here. Like, that's way fucking easier. It's a lot harder to have an environment where you're putting people in places where they don't necessarily fit. Right. Right now. And then there's a lot of training involved. The second piece is giving people the feedback in a way that encourages them rather than discourages them towards that opportunity. Paint that clear vision of where they could go and then continuously give them feedback, basically showing them where they're at in regards to where that thing is. So it's like, you're here, your goal's here. You're at a six, you're at a seven, you're at an eight. We've done a good job of providing the opportunity through the company growing and through a lot of intentional work amongst the leadership team, of constantly focusing on opportunities for people and giving the people consistent feedback. So it's funny because I went on a walk with a coworker of yours the other day. He said to me, I want to talk to you about my career path. And I don't, you know, I don't know if you thought about it. And I was like, I absolutely have. I was thinking the other day, and here's the four paths I see for you. I just laid them out. I actually think that that is what it is, is that when anyone comes in the company, I have the vision for the company, but then I think of the vision for each person that comes in and how it changes based on how the company changes. So anytime the company is growing faster, the company opens up a new division, we have more opportunity coming. I'm looking at all the people and all the paths I saw them able to go based on what they've told me their goals are and what I see as maybe even, like, path that. That I see for them. And then I'm thinking, how can I use this opportunity as an opportunity for these people to reach their goals faster? I don't know if that's something I've verbalized before, but I'm constantly thinking about it. I think about Jason's career path. I Think about your career path. I think about Shy's career path. Like I'm. I literally can see where you will all be in five years. And I actually sometimes think I see that more clearly than even the company because the company can change for so many reasons. But people are actually in a way, when you get to know them. There's just more pattern recognition with people than companies. I'll put it that way. Like if you were to show me a gym, I could tell you what a gym is going to look like in five years. Very likely because there's a million of them. I've seen, I've worked with thousands, I know how they grow. Like I could. But acquisition.com it's one of one or one of zero to tell you where that's going to be in 10 years. When it's a completely new model of business. I can tell you where I want to be, if it's going to be there, and exactly what it will look like. I know less than predicting where somebody can end up in the company or beyond the company. So I think a lot of it is leadership that focuses on that. Like, do you have leaders that wake up in the morning and think, oh my God, I know how I can help this person achieve their goals faster? And because the people feel that the leader really puts that effort and thinking time into their career, when they give them the feedback about whatever they're doing, it feels good. It doesn't feel bad. Like when I give Neil feedback, it's a pleasant exchange. It's not a negative exchange. Sammy just asked me for feedback. Pleasant exchange, non negative exchange. If you have that person's best interest in mind and you anchor towards their goal, then it makes everything else easier. Because what could be a very contentious conversation is actually a very rewarding one because you make someone aware of the things they have to do to achieve their goal.

[B]

So it's those key players that identify themselves.

[A]

If people aren't already taking the action on their own pushing, they push themselves up. They're not pulled up. Those are the people that you pay attention to. I had someone ask me the other day, they were like, I asked if I could get a one on one with you every month, but your assistant said that that wasn't possible. And I said, yeah, because you don't put the effort in yourself. And he was like, what do you mean? And I was like, you don't even capitalize on the opportunities in front of you to grow. So why would I help you grow when you don't help yourself? A lot of people say they want this thing, but they don't take the action to get there. And so I don't actually believe our media team when they say. Because I could point and I could call them out by name in my head. Of the people who don't take the basic actions to even be best at their current job, let alone a creative director. Just because it's not your job doesn't mean it's not your responsibility. Like, you take responsibility over things that you don't need to. So do you. You jump in, you constantly. You see opportunity. It doesn't mean it's in your job description. And you grab it and you're like, I could do. I could figure it out. I could do it. And that's what leaders do. If somebody really wanted to be a creative director, they would be doing that constantly. Whenever I drop a request in Team Layla, I'm constantly looking at who crafts it. I'm like, who's going to grab it? It's an opportunity right there to show me the best thing you could ever do is position yourself in front of the person that runs the whole fucking company. It's like, it doesn't take that many times of grabbing a request. Alex has done it in Team Alex. You know, he puts it in there and he's not doing it because he needs the help. He's doing it to see who will rise the occasion. You see enough times with the sales team or with the media team or with the CS team of people saying, I want this thing. And I was like, well, if you wanted that thing, you'd already be pushing yourself up rather than waiting for somebody to pull you. And so I think a lot of people wish they wanted it that bad and they want to be the person who does, but they're just not. I just like, I hate the bullshitting. Yeah. Like, I want to be. And people come to my room and they say that. And I'm just really kind. I'm like, if you really wanted to be, don't you think you'd be doing your current job? A 10 out of fucking 10. An 11 out of fucking 10. But it's like. Like when I worked at a fucking smoothie cafe and I was a cashier, it was like the job bored me because I'm checking people out all day, I'm making sandwiches, I'm making smoothies. But I literally said to myself, how could I be the best cashier that ever walked into this place? Because I was so bored. I was like, I have to do something to go beyond this, right? I literally made it my job. I was like, I am going to be playing a video game. And in my head, the video game is that I need to get as many people to smile as possible. Because this is the engineering campus I'm working on. And they're all so miserable. I work on engineering campus. Like, they are miserable. And they all seem like they hate their jobs or they hate their classes. They're getting through their PhD program, they're tired, they're. It's like drudgery. I was like, if I can make every one of them smile and make their day, that would make me feel like I did an 11 out of 10 because nobody else is doing that. I made it my mission, that it was like, I just want to make everyone smile. That checks out with me to the degree that I remember a guy, I couldn't think of something to say. And so I was like. I remember, I said, I was like, you have really pretty eyes. And I remember he was like, what the fuck? And just like, he literally didn't check out. He turned around because he thought I was, like, hitting on him. I was, like, hitting on you in my apron, in front of all these people, I was just trying to make him smile. And so I scared him away, you know? And it's funny because then what happened? What happened? The manager came to me. She was like, I want you to be assistant manager. And I was like, what does that entail? And it was helping with the schedule, helping train people, helping teach people how to do the cash register, teaching them customer service. And it's funny because at the time, I was like, why do you want me to do that? You know, I didn't understand. But then I understood afterwards. Looking in hindsight is because I went that extra one point. It's like I. I tried to figure out how to make what I was currently doing even better than what they wanted out of me. And I think I look for that in other people because I wouldn't ask for it of others if it wasn't what I expected of myself. But I always try to go that little extra. And I think that that little extra is what gets people promoted. It's what builds culture. Culture, brand, customer excellence, hospitality, like all these things, they're not built out of doing a 10 out of 10 job. They're built out of that one that puts you into an 11 out of 10. It's like that. Those people that go beyond and do the 11 out of 10, they're the ones who either make or Break the culture, make or break the brand.

[B]

I know a lot of people or several people have come up to me on the team, have been like, how do we. How do I continue to grow? Or how do I get, you know, to the next level? And my one, one piece of advice, do everything nobody asks you to do. I was like, if. If you just took one thing, just do everything nobody asked you to do. It's huge.

[A]

It is. And I think if you take it a step further, it's the people who take those actions when nobody's watching. Because what they realize is that if you want to move up, you have to believe in yourself before anybody else believes in you. Like, if you don't believe in the ability to move up, then you don't take actions like it. And what you do when nobody's looking is what builds your credibility with yourself. For example, me, there's days where I use the sink in the bathroom and I don't want to wipe off the water because I'm fucking rushing. But then I think, to us, in that split second, I'm like, what kind of boss would you be if you didn't wipe the sink? I can't walk out of here and ask anybody to wipe the sink if I don't wipe the fucking sink. The other day, I walked past and I saw there were crumbs on the floor, and I watched everyone walking past, and I said, like, what kind of culture do you want to build here? So I go, and everyone clears the room, and I just sweep up all the crumbs because I can't ask people to sweep up all the crumbs unless I do it. You know what I mean?

[B]

I see that a lot. It's the biggest thing.