Long-Term Greed & Human Alignment: The Unscalable Advantage

Speaker 1 · 0:00Simplest clean, you know, this is now me respecting the audience because I think you have a sharp one. It's because I think most things that are taught in business school are shortsighted and are tactical versus how humanity actually works and business actually works. Like if you're, and then I would also say that I am inherently a marathon runner. So I train for marathons in a world where most of my contemporaries on paper are sprinters.

Speaker 2 · 0:24Alexis Ohanian was at one of our events and he checked me in the best way possible. We were talking about how, yeah, we wanted to get this great group together. There's, you know, we don't charge anything. I pay for this whole event out of pocket. Pay like a quarter million dollars a year just to host this event.

Speaker 2 · 0:37And it's like, look, I asked nothing in return, which is all about, you know, just having a really and everybody's like this. We're all like a generous crew. And he goes, no, no, no, that's not it. And I was like, oh shit, what is he, what is he about to say? And he goes, he goes, it's just the difference between short term greedy and long term greedy.

Speaker 2 · 0:52He goes, you know, he was in the first YC batch and he goes, one of the beautiful things about Silicon Valley is you learn the virtue of long term, long term greedy people. And he goes, it's not a bad thing. It's everybody obviously wants their interest, but when it's long term greedy, you're going to play a totally different game than short term greedy.

Speaker 1 · 1:07That's exactly right. And I would tell you my nuance that I do see in some others, which is why I gravitate towards them is, and then if your greed is about rainy day human stuff, not money in your bank.

Speaker 3 · 1:24So this is a very interesting perspective from Gary Vee, Sam Parr. I unfortunately forget the other guy's name who is a phenomenal entrepreneur. Three people that I've always looked up to and always respected. It's a very vibrant, energetic conversation on the first million what is this called? My first million podcast brought to you by HubSpot because I believe the podcast is owned by HubSpot because Sam's Sam's Par a previous company, sold to HubSpot, the hustle, I believe it's called.

Speaker 3 · 1:59But, anyway, what they're talking about is a very interesting nuance that a lot of entrepreneurs don't understand. A lot of operators, a lot of leaders don't understand. I believe having what I call having what I call lots of lots of goodwill in the bank at a human being level by designing unscalable activities around treating human beings with the utmost detail, contextual nuance, and respect as it pertains to the work that they do makes a ton of sense to me. Let me describe what I mean. I believe when you are leading I I personally believe if you're leading one human being or more, the level of depth of understanding their workflows, communication preferences, work style, project management style, like, essentially, what makes them comfortable in the nuance and elements of your business dynamic?

Speaker 3 · 3:10See, that energy, that shift is what's not happening. I just had an amazing conversation about this yesterday. When you look at human capability, we don't ask ourselves when we go through the recruitment process or the management process of a team we currently have and ask ourselves often enough, are the people that we have here not good enough, not not strong willed enough, not tactical enough, not strategic enough, not not any of the typical things we wanna ask ourselves. Are these people the right timing, the right energy for where this business is due to market conditions, due to things that are external, due to maybe the current state at a personal level or strategic level or decision making level at the founder level, at the board level? Maybe it's the dynamics in the financials on the certain products and the EBITDA and the spend that's creating a bit more of a, you know, fragmented look at what long term looks like.

Speaker 3 · 4:14So they go through a full, you know, consolidation of team. And now 284 out of 600 employees are gone. And now they're still being asked to produce the same amount of results because AI is here. But now there's so much new data coming to all these leaders that they now have to weed through tons of amazing valuable data and lead a team that's half the size and produce the same amount. Right?

Speaker 3 · 4:45That's insane. What I just said is insane, but that's happening. Right? The point that I'm making is the leaders that are gonna win are the leaders that are spending tremendous time having conversations that don't make sense on paper. Having a depth of understanding of the small nuances of what makes someone great in the timing of your company, in the temperature of your org, and then connecting that to tangible outcomes.

Speaker 3 · 5:13How does that impact outbound? How does that impact their ability to understand the state of the product? How does that impact their ability to to lead customer service? Whatever they do. And that's how I think I look at the world.

Speaker 3 · 5:27And I think what Gary's highlighting is if you run the if you run your companies like that, and it's not scalable, mind you, and it's difficult because you burn a lot of hours where you could be spending a lot more productive time. But if you dig into that human alignment work and you have an organization and a workforce that's a 100% aligned, not a 100%, I'm exaggerating, let's call it 80% aligned, I think what you'll find is you'll have like a a consistent groove and energy and honesty and rawness that allows consistent innovation to spike. You ever noticed that? You ever noticed the teams that are not perfect? Right?