– Hey, this is David Villa in
Tampa, Florida. I’m the CEO of IPD and hey Gary,
I got a question for you. How do you deal with the sacred
cow with a top performer in your business that generates
a ton of business but is toxic to your
company culture? – Fired! Fired. Fired, David. Fired, David! Does he have anything else? – [India] Eliot and I thought
you were gonna say that. Tox, fired.
– Yep. – Even before he
finished, right? Good guess. Fired. Fired. Fired.
– Yeah. – Fired. – It’s fired.
– It’s fired. – Life is short,– – It’s not even about like
living your best life and life is short.
It’s you lose. Like, you lose. Like you’re just gonna cap out. It’s like math-based marketing. Eventually, you run out of time. And you can only
extract so much. – You know what? It’s like, you
know you have someone like JR Smith on your team and he’s
eventually going to implode and cost you a championship. (crosstalk) – No, no, JR Smith, JR Smith
as the number one on that team. – Yeah. – When the top performer
is toxic, you are finished. – It’s game over, yeah. – The other thing, by the way is you have to be the most, you have to be
the top performer. To me, that is the number one
thing that I’ve always loved about my businesses
which is, I don’t know, I just don’t rely
on anybody. I could never imagine running a
business that I would sit there and say if DRock quit. – He’s scared of that
guy quitting because he’s the top salesperson.
– 100%. – That’s what, I can
see the fear in his eyes. – 100%. – If he wasn’t he’d be like
well, I’ll just do the sales. – He wouldn’t even
ask that question. By the way, in a
car salesman world, there’s a billion
great car salesmen. By the way, in the comments
section if you’re a tremendous car salesman and up for
moving, leave a comment. – Absolutely. – Alright, Jase, you get to
ask the question of the day.

what changed the most I mean you know a
million things changed I started understanding the industry I like being
an operator that learns the industry by doing instead of readings for not
reading Ogilvy’s book you’re reading at age I learned and so I think my ability
to run the company increased tremendously that pounding team of six or seven three
people were all kids all the beaches friends they shorten their men now and
November 22 they’re getting close to thirty which isn’t saying much bigger
companies we have different dynamics everybody knew everybody intimately now
that happens in pockets with tremendous culture but like not every person knows
everybody not even close anymore so you got that dynamic run all sorts of cities
were big company we’re going up company it’s a very very very different yet the
energy is pretty much the same the mission of the same which has helped
clients whether they’re an NGO non profit or selling bottled water helped
themself up communicate at the best possible price in the best possible
channels to reach the biggest possible audience to create that business result
and more poorly that will treat each other tremendously well and have a real
real community here because continuity is what I’m going for continuity built
speed things that people are saying about business when you are useful ball a lot of any
use it sorry for people to follow but when your offensive line with all five
of those guys play the whole season together as they work as one it’s really
magic it’s really quite interesting when you really understand how football is
played it so it’s really a team sport more than anything when those five plane
the whole season together or two seasons together three seasons together and they
have that unity and continuity they follow the flow and that’s what I love
and businesses the reason I W my people so much am I
wanna make it so great for them as I want them to your not because I’m some
evil like Colt overlord it’s because continuity breeds speed and
I W speed more than anything and so we’re not as fast as we used to be
because we’re a little bit bigger but I’m proud of the speed and the scrapping
of the entrepreneurial spirit we have 600 that is still at least a solid
version of the first eight thank you Alan Jack bender truck yet another from
AJ about you know about AJ’s request to

the evil said now you know because of course bro how are you sure
they keep that mentality so when they get to this point in life they keep the
power mentality to ensure success thanks so much for the question also lot more
clearly a branding genus you said power broke so many times and i think im gonna
say power broke 50 more times in like if you keep saying it just becomes real you
know why I actually think it’s impossible to do I think it’s very hard
to teach broke I don’t know how to instill I mean I’m forget about all my
investments I’m scared of having the teach my kids that because they’re going
to be in the power of rich that’s right missions and call you out your soft so
you know i mean look i mean it’s very hard to instill those virtues and i dont
know that I’ve been successful as an entrepreneur who’s become an investor in
stealing that into my investment investments at all I think what I’ve
done well it is I’ve recognized what they may be good at all you’re not the
power of hostile and broken all that but you know what you are you came from a
rich family you are seriously educated and I think you really understand
operations and your number two looks like they’re pretty hungry and broke
away like I really haven’t I don’t think it’s fair to to think that we can
instill the power broke in the same way that I don’t think anybody can instill
into me the hashtag power prep school right like like it’s just not part of
that DNA and so i think i think i think that’s a challenge as a matter of fact I
don’t read though I’d tried an audio book on my vacation at a bad time speed
it was pretty cool so I’m really interested in how you approach this with
the book and like how much like how do you how you instill hostile
or things of that nature has been interesting as outside investing it’s
been very hard for me internally I do you think you can do it
I’ve been very in the same way probably mom and dad EJ probably instill that in
to us right cause they work hard good in the same way do you think he’s also been
so hard he doesn’t let you doing so in the same way they think my parents
showed me work ethic and it was instilled in me I definitely see why I
think India works harder today get captured at run into you truly think
that you work harder forget about smarter do you think you work harder
because you’ve been so close to the bomb the son of hustle right after the son of
what what what do you think do you think you work harder because of it yeah I don’t use it rubs off from 100%
power broke all day I do so I think as an investor and I’ve empathy I know what
you do it’s on TV again it like it’s hard to do that from afar close in the
same way I think I’ll be able to pull it off my kids I think I think as an
organization for a lot of you that have 3479 12 employees I do think you can
still it and it’s a very funny way you do it by doing it only actions actions
actions the only way that you can do it is by you the leader of a company acting
a short way people can spend enough time with your investments and I think one of
the ways that are you crazy I actually have figured out a weird way to do it
but called daily be I had multiple people that are investments of my email
me about the first three episodes just 13 episodes billion like you might be
working harder to me and I haven’t made it yet and I’ve got like so actions released two subpar product or service
if so why did you learn from it tons of

I’m the wine director of Marta Restaurant, and my question is what
do you think the impact of the recent news of
Union Square Hospitality moving away from tipping will
have on New York in general or the industry as a whole? – This is a really
interesting conversation. Ben, the CEO of Resy,
an app I’m involved in, had a great discussion
with some thought leaders in the restaurant space around this. It’s very fascinating. My, so I think Danny is amazing and always innovating and
doing incredible things and I think it’s amazing
that he’s doing something that I think really
takes care of his staff and his internal culture. I think it’s interesting. You know, I… This is actually not my general thought. This is my, one thing
I do well in marketing is I don’t think about what I’m gonna do, and then think everybody’s gonna do that. It’s been very successful for me. I try to think of the general masses. I have a vibe for that. It’s not what I thought about Twitter. Man, I don’t even like social media. What do you think about that? I don’t know, like if I wasn’t in the marketing and business world, I don’t think I’d be really using it. Like, I never took pictures as a kid. Like, there’s no, why do you think I have no Throwback Thursday pictures? There’s no freakin’ pictures of me in my life, Mom, and so… (mimics camera clicking) That’s a little inside joke with my mom. She made all mental pictures. So I think that, I think that, I think that I personally
am in a weird place because I’m still gonna
tip cash on top of it because it’s just in me. Like, I was a stock boy
that took out boxes, and people gave me tips. It’s so engrained in me. So even though I know I’m paying 21% more, or whatever it is, I’m
gonna probably put more cash just ’cause, and then I’m scared that that’s gonna break the whole system because if people still
arbitrarily do that, then what did you do? You just raised it 21%, but I think the flexibility
that allows organizations, the way you can take care
of people that work for you which will then, in turn,
create better service. I also think that an interesting model could have been just raising
the food prices in general. I think that’s a fascinating thing about the restaurant world. You know, the truth is
I really don’t know. I think that, I wonder
for people that are, I think the economy’s very good right now. I think if tomorrow the Wall Street cats are up to their no good
and shit hits the fan, are people gonna be like, “Well crap, “I don’t wanna go there “’cause I’m paying it 21% vig, “and maybe I’m in 10% tip mode right now?” How do you tip, Steve? – I pretty much 20, just by default. – [Gary] D. Rock? – [DRock] 25? – Really? – [DRock] Yeah, I
double the first number, then add like a few more. – On any kind of bill? – [DRock] Pretty much. – I’ll do like 20% and then
just go up to the next dollar. – [Gary] Got it. Staphon? (mumbles) – There’s my man. Way to go honest. Yeah, I mean, but those
are big numbers, right? Like, those aren’t 15, which
is a lot of what people, older demo pays at 15. – [Steve] Yeah.
– It kinda snuck up. I don’t know. I think it’s a very intriguing model. It’s forcing something on the consumer, which I think is fascinating. I think he has the brand
to get away with it for the people that know. I think a lot of people won’t
even know, won’t even realize. They’ll realize when
there’s no line for a tip, and I’m curious how their reaction will be that they got forced into a tip. Some people get antsy when they’re forced into a tip for six or more. So, I don’t know. I think it’s very individual, and I think there’ll be a lot of positive, definitely in the industry, and there’ll be some negative
from the end consumer. For me personally, it’s just
gonna make it more expensive for me to go to USV places, US, you know, those places so because I’m going to still tip. What are your thoughts, Steve? – I don’t know. – Do you know about it? – Oh yeah, no I’m very familiar with it. I don’t know, like, I came up as an actor, so I know tons of people
in the service industry. So like, whatever ends up
screwing them the least is I think it’s a huge positive. It’s kind of a scary situation to be forced to rely on what’s obviously a
subjective judgment call, but when it’s established
in order to pay rent– – I think the thing that
everybody’s gonna worry about is does the service change, right? Like, do the people
that hustle the most… That’s a real challenge. I think Danny will pull
it off operationally, but I think fast followers won’t, and then you’re not allowing
the best servers to win which eliminates meritocracy, which then creates lowest common courtesy and service. – [Steve] I mean, we don’t
have a tipping structure at VaynerMedia.
– I get it. – [Steve] We don’t have to
worry about, ya know, the– – I totally understand. I think that’s easily handled ’cause you could just fire, right? Like or you could just give raises. I mean there’s, a lot
of people always deploy that while we don’t have
tipping in our thing, sure, you have others
ways to like, ya know. There’s levers in all games, right? I think when, look I mean, this gets into a Unionized conversation. I was born in the Soviet Union. We’ve seen that play out at scale. It’s really hard to
suppress humans, and so… But the truth is on a microlevel, on a Danny Meyer’s establishments level, I have enormous confidence
that he can do it. I very much feel that I could
do very rogue shit at Vayner because it’s only 600 people, It’s only 1000 people,
whatever it’s gonna be that I could pull those levers. At super scale is when
it gets interesting. – [Steve] Next question from Dana Gaiser.

“the workplace, and how do
you avoid having more drama?” – PK, drama in the workplace.
How much were you, as an executive in corporate America
into HR like stuff, or did you kind of let the pros handle that? – I loved that area. I was into it. – I believe that by the
way, I know this guy. – I was Mr. Anal Retentive. – Me too. – So, I kind of got my
fingers dirty, I knew when to step in– – In the anal retentiveness? – But at the end of the day, jargon aside, and I’m a believer of with whom you go is more important than where you go, I got heavily vested in the HR side, because it didn’t make any
difference what kind of idea you might have, start up or big company, big brands, small brands whatever, but
whatever you’re working on combined with no matter how
much capitol you may have, working capitol from start
up business or whatever, at the end of the day, if you
didn’t have the right people or the right team in place– – You’re dead. – Game over, and so– – I believe that so much. I don’t think there’s any Lakers, there’s Kobe and Shaq
era and then there’s not, and then you know, like
Stephan who’s a Lakers fan, he then becomes a Golden
State Warriors fan because he’s just
bandwagon, but most people you know I’ve talked plenty
about HR, I want to get this thing moving, I want some
speed India, let’s go to the next one. – [Voiceover] James asks,
“Banks are old, stiff, and have

– My question’s just
circling around our culture and our growth. Year after year, and I’ve
been here for a year, and just seen our culture
grow twice in its size. Any impacts or learnings
that you’ve taken away that have just shaped how
we’re looking forward, and how we’re staffing our business, how we’re maintaining our culture? – I think the biggest thing I learned over the last 18 months as
we’ve had a lot of growth is that, if the intent is right, and look, you being the head of HR, you have such a view that
so many other people don’t, which is, you get to see in the
closed door meetings with me the consistent North Star. I don’t know, you’ve had HR jobs before. I feel like a lot more people make a lot more business decisions, and the money is a big variable in, let’s not give this
person any more time, or let’s fire this person,
or let’s promote this person. Money, I think you’ve sniffed out, is so not a variable in those decisions. I think what’s happened in the last year, to answer your question directly, I think I’m even more confident than ever that if you’re intent is right, and you’re committed to
that intent at the top, that you can scale that,
whether it’s 20 people. Look, there’s a ton of
people watching right now that work in offices of 27 people, and their culture sucks shit. The amount of people here
that have worked at places that had 29 people. I just met somebody the other day who was like, “I just
came from another agency, and our culture was so bad.” They had 16 people. So I don’t think the number of employees is the variable of a culture. I think it’s cliche and
accepted that, when you grow, you can lose it. My belief, ’cause I’m in a lot of startups that have grown very big, is that, what happens is, the CEO or the founders take
their eye off of the culture, and they start looking for the exit. All of a sudden, if you’re looking to sell to Google, or Facebook,
or to another agency, you don’t care about the
people, you care about the exit. And then the culture hurts. – So how do you define culture then? – I think it’s the collective
feeling of everybody. To me, culture is a backwards thing of, do the people here actually
want to come to work, and actually like it,
and it’s not a chore, or it’s not super stressful? To me, it’s how each individual feels that adds up to one collective feeling. – Right, perfect. – Awesome, thanks.
– [Minnie] Thank you. – India, now what?

So, the question to you
is very business-related. – Please. – As you know, we built
something similar to you, we got inspired off of Crush It! – Yes, yes. – So, did the same
thing, did a lot of jobs, put in a lot of work over the years. – Built leverage. – Yeah, built leverage,
put the trust in the brand. – We have a substantial
business now in seven figures. – But, now that, it’s been
a couple years we’ve kind of stagnated.
– Yeah. – Because, so. – Happens all the time. – So my question to you is, and I think, one of the weaknesses
here, is actually scaling, because we tried to do
everything ourselves, we have a small team,
but how do you actually build that team with you, and
the most important question is that, how do you build
and maintain that culture and that, that love that, the same love that you have for the business, – In other people? – In other people. – (laughs) This is a very, this is a very eastern European question,
is very common things that. So, the answer is, you don’t. If you expect somebody
else to love your business as much as you, you two are
out of your (beep)in’ mind. And, this is something
I tried to teach my dad. As a young kid, I’m like,
Dad, you own the business. How the hell do you want them to love this as much as you do? What you need to do is
several different things. First of all, thank you
for asking me the question. I lived it. I did it at Wine Library,
from people that are more like you. You guys went to zero to
something just like my Pop’s. And how I scaled it was, I
taught him these pillars. And I taught him these pillars. Which is, number one, get over that. It’s over. They’re never going to
love it as much as you. If you’re lucky enough, like I find, like that amazing man behind you, if you can find people that can
love it 8.5 as much of a 10, 9.2 as much of a 10, 9.7 on a holy grail moment out of 10, well then, you’ve won. So, that’s never gonna happen,
and it’s actually completely, completely disrespectful
for you to even want that from somebody else,
’cause you never loved somebody else’s business as
much as you love your own. So, why are you going to try
to make somebody else do that? Number one. Number two, the biggest mistake
people make at this point is you start wanting to cash
in on some of the fruits of this amazing hard work. It’s a little bit more exciting to dress a little bit better, to
live at a better place, to take a vacation, to
do all these things. I get it. The way to scale and grow
is to have the dollars to continue to scale and grow. If you’re doing everything yourself, there’s a couple reasons. One, you’re a perfectionist
and don’t think anybody else can do it. Two, you see other people do it and they do it as an eight to your 10, and that’s not good enough. Three, you do not want to
deploy the money because you want to use those
monies for other things for yourselves and other things. All three are massive vulnerabilities. Fix those three, and you’ll grow. I run my businesses the first five, 10 years of their lives at no profit. And I did it, and people
can say, now, easy for you. Bullshit. I was 28 years old, I
build a humongous business, and I was making $40,000 a year. I had friends that were half
me and a hundredth of me making more money, had better
cars, were having more fun, I was 28 years old, making $40,000 a year, and I build a $30 million
business at that point. That’s eating your own dog food. So, get over yourselves,
and be thankful that people want to work for you, and get
them to an eight or a nine, and you get them to an eight
or nine, by loving them more. What you did for your audience, you need to do for your
employees 10 times more. Biggest mistake entrepreneurs make, they treat their employees worse than they treat their customers. Biggest mistake. Treat them better than
you treated your audience. Then they’ll get from a six to
an eight, and that’s amazing. They’ll never get to a 10. It’s not their business. Number two, decide how much
you want to live great now versus every dollar, every dollar, you take that trip to
Spain, is three dollars less that you make three years from now. – Well, what if you have
still substantial money after vacations, after
everything, and you– – Invest it. – And into? – People. – But, people, how do you
find these people who are still eight even or a seven? – But easy, because you
need to treat them better, because you’ve got them,
you just need to change the way you treated them. And, if they don’t get
there after you treat them way better, you fire
them, and you find people who do react to you giving them more value than they’re providing you. – Cool. – You understand?
– Yeah. – Really?
– Not fully. – So, that’s why I’m not letting you go. Here’s my thing: you kick it. So, how many employees do you guys have? – Uh, around the world, seven right now. – Great, you need to really vet them, the number one thing I
would do if I were you is, I would call them right
after the show, and say, What can I do to make
this much better for you? – We do that. – Good, good. Do you deliver on everyone? – Yeah.
– Great. Well then, you should
be having no problem. Then, then, I’m a little
bit more confused. Then, either you have not
built up enough trust with them for them to tell you the truth, or, you’re just not hiring fast enough. – We’re not hiring fast enough.
– Good. – ‘Cause no, because we’re,
we’re, we’re trying to have everybody be like fully 10. – So, you know, (laughs) – [Alex] We want Eric’s– – [Gary] Eric, Eric was
what number in place, 17? 17. He watched Vayner go from 17 to 200, then, for personal
reasons, he went to Boston. He’s back now, and we’re 600. What Eric can tell you
(laughs), all the VaynerMedia employees from 17 to
200, stick with me here, this is not an insult, he
knows how many four, five, six, seven and eights. You need four, five, six, seven
and eights when you’re big. You can’t make seven 10’s,
that’s not how you scale and win. That’s the secret. It’s not about you guys
getting seven people to a 10, it’s about you hiring 40 people at eights. So how about this, here is
the last question, follow-up.

“of HR and employees getting along. “How do I implement that when
everyone talks about everyone?” – Well, I don’t know if
employees getting along or HR is predicated on everybody
talking about each other? – [India] No, it’s like
how do I implement that in a place where everybody’s
talking about each other. – Oh, talking about
each other, like gossip? – [India] Yeah. If you wanna read it, but that’s how I interpreted it. – Where everyone talks
about everyone. Oh, jeez. I mean, that means it’s
broken from the top. People are gonna gossip. I’m
sure in the 600 employee– 550 employees of Vaynermedia, I’m sure people talk about each other. But it’s a net-net score.
Don’t be crippled by– Make sure you’re judging
the gossiping appropriately. Maybe it’s not as bad as you
think in the collective– Ryan, be careful. This
is an active shoot, Ryan. Yeah, clearly you didn’t realize. I’m just kidding! Do you wanna come on and apologize to the
show? Get over here, Ry. Let’s get you seven Twitter followers. – @guildgonewild, I’m
sorry for ruining the show. – Say, “Dear Vayner Nation.” – Dear Vayner Nation,
I sincerely apologize for ruining the show. And I’m
pretty sure Gary hates me now. – I don’t, I love you. – Oh. Well, thank you. – Tell them what football team you like. – The New York Jets. – That’s my boy. Get outta here! Alright. Hey, Brunchback. – Hey, what’s up? – Alright, get outta here. We need to come to 15 more often, there’s some good action going on here. Creating a culture where
people are gossiping negatively about each
other is devastating. There’s a lot more to fix.
The leadership needs to be looked at. Maybe you’re the leader. You need to really look at yourself. I think the only way to fix
a real burning building, if it’s really rampant and
negative, is to call an all hands-on meeting and go straight kumbaya, it’s all communication, it’s
put it out on the table. It’s address it head on and move forward. So, one, make sure you’re
judging it properly. Because in the scheme of
things, humans are humans. You can’t– It’s not like– I mean, Vayner’s great
culture, but at a micro level, there’s a million little
bad things going on. It’s just that you have to
look at is as a collective. You can’t turn people into
robots and not make them have all the emotions humans have, but way more importantly,
to me, if it is rampant, the only way to fix a
complete storm of this, is to bring everybody together, the leader needs to put– Starting with them,
I’ve clearly screwed up. Let’s talk about this. Probably
make some firing decisions. Because there’s probably
some cancer cells in there. It’s a real aggressive,
you need to address it. Truth is, so many of you
do not want to address it, or don’t know how, or
don’t have the stomach to, that’s the bigger issue. I
went for the dramatic moment there, you know what? Kick
in a little soft music here, for that part. This is
the important thing. Are you willing to address it? Do you have the appetite to deal with that kind of confrontation at the global scale? That’s the friction point. The
leaders don’t wanna step up and actually be leaders.

Nice to meet you Vayner Nation. (laughs) – What is your question Molly? – My question is I read an article in the New York Times recently. – Is that a newspaper? – It is a newspaper, but my
Mom sent it to me on Facebook. – Amazing. – So, it was called ‘No
Time To Be Nice At Work’ and it was all about how
the workplace is becoming a hostile environment now
because people aren’t civil to one another because of a
bunch of external factors. They’re focused on a bunch
of other different things. – Like what? – So people aren’t nice to each other because the pressure of day-to-day tasks, they’re thinking about something else when they’re in a
conversation with somebody. – OK. – How do you find– – What was the point of the article, like what was it trying to say? – It was trying to say that there’s always time to kind of like take a deep breath and say
hi, how are you, to somebody, which I think you do a really good job of. – Okay. – So how do you find the time to focus? We’re having a conversation right now, this is a great example,
but how do you find the time to focus, be nice to
people, stay in the moment, that kind of thing? – How do I personally? – Yes, you personally. – You know I don’t think I
really have any other gear. I truly believe like DNA and the way you were brought up is real. I truly look around this room and there’s different levels
of being a nice person in this room, it’s just real. It’s just a real thing, right? For me, it’s super easy. So here’s what I would say,
I think that one thing I like to say a lot is money and
micro-fame or real fame doesn’t change a person,
it just exposes a person. So the amount of people
that write me emails or see me in the street like,
“wow you’re…”, they’ll like send a tweet after they take
a selfie with me in the street and they’re like, “Wow, Gary
Vee’s a really nice guy!” Like, you actually get credit
for being a nice person the more exposure you get. Which I think is silly. Which I think is kind of
just a weird kind of dynamic. So, I think that falls in the
same realm as your question which is, you know, I
don’t think external things in the world, like 24/7 world, I don’t think anything’s really changed. I don’t think Gertrude is nicer or meaner because it’s 2013 and
not 1955 anymore, right? I really don’t think that, I
just think Gertrude’s a (beep) and like decided not to be nice just like she wouldn’t have
been nice 30 years ago. And so, for me, I don’t
even know any other Gary. As a matter of fact, I’m
probably a little bit weird the other way, which
is I’m so uncomfortable with negativity and angst,
things of that nature, that I attack it in reverse. A lot of my day is taken up trying to make sure that’s
contained and not happening. So, it’s just my default. I think there’s a lot of value in it. I’m stunned how many people undervalue a head-nod or a “hey”. For me, because as you guys
know I’m running around so much, so much of my stuff is like
a wink or a smile or a, it’s just I don’t have the
time, but it’s so nice. I think people really
value effort, and intent. And I think you can get away with doing so much of that stuff, with
such little stuff, right? And so, for me it’s easy
because my parents had sex at the right moment to give me my DNA. – [Kim] (applause) – Thank you, Kim. And,
– (laughter) and my Mom really parented me in a way to really value other people and all that kind of stuff. And so, I just haven’t
known any different. I love that I get like extra
credit for it now-a-days because a couple people
follow me on social media. But, for me there’s, ya know, and more importantly, and I
think you know this, and I think a lot of you know this and
some of you don’t know this, but it’s what’s more interesting
to me is I believe in it so much the level of which
I’m forcing it down below me, not just leading by example
but being pretty upfront with senior leadership of
how much it matters to me is I think helps our company. – For sure. – Cool.
– It does. – Thanks Mol. – [Group] (applause)

Gary, I wanna say thank you so much. My name is Vlad. I run a restaurant in Astoria, Queens called New York Dog House.
– [Gary] Okay. It’s a trademark spot so
there’s ways of growing. I’ve been doing that
for three years. Funny that, every time I reach a hurdle I wake up and you answer it somehow. So, I really appreciate
that you’re doing that so, every day you’ve
kind of helped me grow helped our business grow and what I’m having problem
right now is that we’re growing and each part of the restaurant the kitchen, the floor,
the bartending crew they become our gang, they
all love the projects so much so every time I brought
somebody new to the group, they start hazing them (mumbling) – This is gonna be a funny fucking show. There is no India in this. go ahead, keep going. So, you’ve gotta hazing
restaurant, keep going. – [Vlad] It’s starting to sound like,
“Yo guys, this is Alfredo He is joining our crew,
teach him what you know and let’s grow, yes I wanna grow.” So, instead of helping me you know, grow they start fucking shit up for him. – Yep
– [Vlad] He’s like “Yo, Vlad. What’s going on? They don’t
like me what the fuck is going? What am I doing wrong?” – [Gary] Yeah. – And you know the crew that
I have now they’re really good but I’m really good on vibes.
I’m really big on personality. – Let me, let me jump in on right here because Vlad, we need
more than one question answered on the show. – [Vlad] I told you it was
going to be long. – You know, and I think,
I referenced this either in a keynote or recently or maybe in one of the shows where I talked about one of the things that really when I
started VaynerMedia. I was obsessed with this issue,
because it was something that was a huge problem
at Wine Library. At Wine library we also grew very quickly. Grew from like 10 to 150 people and the biggest problem I had, was I don’t know if they haze them. They weren’t hazing them, they were just making
their judgment immediately. Llike literally every employee for like two years within two days. Everybody in the company was like Oh, Ricky McGee sucks crap right like like and by the way, this was
the company at Wine Library that had no training, no on-boarding. Like literally showed up
and you are like go, right. And then you had, right, so? – [Vlad] Very easy going, but professional courtesy, respect
but you bring your own style to it. – Vlad, the way I fixed
that at Wine Library was I sat down, everybody individually when I got to place, where was
not palpable to me anymore. One by one, and I told
them right to their face. That they, they were part of the solution of fixing my issue. They weren’t to go be there. And that was probably the first time, I gave any of them negative feedback, because we were growing,
everything was great, they’re making more money
and everything was great. And I told them, right to their face and then, Vlad, and
this is the tricky one, then I fired a couple of them. – Right in the mouth. I feel, I kinda have to do, even though I love what you did do. I think you just said it,
they are not part of solution. Vlad fire someone. (laughter) That’s it Vlad,
Vlad no more mic. I have got to answer some
questions. I love you, no more. Vlad you’re out, next. Let’s clap it up for Vlad. Just fire someone Vlad, Jesus. All right, let’s keep it going.