– Hey Gary, Zack here. Question referring back to
episode 156 when preparing employees for leadership how
do you foster leadership with rising stars or unsung heroes? Thanks for everything you do.
‘Preciate it. – Zack, I think this is
really interesting question. You know what’s really funny
to me is it’s a funny where my brain goes on this one which
is actions trump everything. Meaning you prepare them by
giving them opportunities to show that they can. I think one of things that
I’m most proud of is, for the intensity that I come with, for
as much as I want to happen, I would tell you that if you
audited everybody here in this room and everybody the 700
people across five offices across here it is stunning
how little I micromanage. If you want to foster leadership
you have to put people in a position to be leaders. I don’t box you in,
I don’t box Garrett in. I critique when I give him the
room to win or lose if he loses in the game that he’s playing,
I’ll articulate what the shortcomings were,
what the opportunities are. So I think leadership is
only accomplished or, let me rephrase, the prepping of
something is only accomplished when you actually do. This is where I get really
mad about entrepreneur school. Entrepreneur school is
like reading about push-ups. Dunk wants to challenge me in to
some crazy weight thing of who can bench more,
whatever you’re up to and so what’s the
preparation for that? I can’t read about
bench press technique. I got to go do it. You got to put in the work. I’ve been working out
every day since then. Dunk has not. I’m getting more prep. Now, he may have
more natural talent. He just might be stronger. He’s definitely much younger and
should in theory win this but he won’t because I’ll out-prepare
him and so that’s the punchline. Prep and so whether
they’re an unsung hero, whether they’re the
most shining star. I always worry at Vayner that
people think the people that PR themselves or the most loud and
charismatic are the ones who are gonna get the opportunities
and I’ve been really enjoying building Vayner over
the last five years. Especially the last two years
’cause the smartest people here are like, “Hey, wait a minute. “Look at this person winning and “they don’t even really
interact with Gary. “I’ve never even
heard of that person.” That’s the role and
responsibility I have. That I’m not just pandering to
the easiest move and so you give people opportunity. Some are loud about it. “I got this.” Others just quietly go and do it
but here’s the punchline whether you’re like me and you talk a
ton is shit and you back it the fuck up every fuckin’ time,
that’s a win or you say nothing but you back it the
fuck up every time. It’s the second part that
matters so put those people in a position to succeed and then
watch if they’re doing it. Call their bluff,
give ’em a shot. Push them harder than
they think that they can do. Believe in them more than they
believe in themselves and create the framework and the
opportunities to do that. Understand it is in your upside
as a leader for them to fail and you figure out if they can do it versus that task
being done correctly. I prefer that we lose a client,
lose a client, money out of my pocket but I learned something
about the leaders that I’m thinking about
going to battle with versus me micromanaging it, never learning about their
opportunity as leaders and then getting the client
for two more years. That’s called scale. That’s called auditing. That’s called how
you build stuff.

– Hey Gary and Simon. My name is Bill Clanton,
billclantonbooks.com I’m an adult
coloring book illustrator. I live here at the Jersey Shore. I make coloring
books for grownups. Up ’til now I’ve been a
one-man band as far as controlling my operation
and doing everything myself but I’m looking to expand
and start building a team. Do you have any
suggestions as I grow to help new team members buy into my why, or my mission as to why I’m doing this. Is there any best
practices or ideas suggestions to help
them buy into what I’m trying
to accomplish here? Any suggestions would be great. Thanks a lot and
keep up the good work. – Yeah. Sure. – Wants suggestions. – Well one is having
clarity of why. Which is something you
have to have the ability to talk about what you believe what you’re trying to build
beyond the business itself. So he’s into adult coloring
books, what specifically– – By the way, which puts in
a good spot to begin with. Right? I mean if you just think
about that in thesis– – Yeah. – there’s a lot of smiling
that comes along with that, there’s like a
lot of positive vibes. – If that’s why he went into it. It could have been for
some zen calm thing or some stress relief thing.
– Or some weird thing maybe he’s a really bad guy
and he’s mad at children. I don’t think so. – But even beyond the
coloring coloring books what is it that he imagines the ability to talk
about his vision and if he can’t talk about
his why in hard terms can he tell stories of
his own experiences or people he admires that
if somebody hears enough of those stories they can kind
of get a sense of who he is? What you’ll find is that the better you are at
communicating your why people will want to work for you regardless of the opportunity
that you afford them. They want to be a part of it. – Yeah. – We do a little thing,
which we’ve been doing for years and years and years,
called a give and take. Whenever there’s any
kind of relationship whether its an outside
partnership or even somebody
who joins our team we do something
called a give and take where we want
somebody to be selfish and selfless within
the relationship. So not give and get,
but give and take. So we’ll ask them, what is
it you have to give to us that you have that you
think that we need, right? And they’ll tell us. And then we’ll say, great. What is it that you
selfishly want from us? And we want them to tell us
what they can get from us and no one else.
– I believe in that so much. – And when those
things match you have a balanced relationship because for example, I’ve had
it with people who they’ll tell me what
they have to offer and that’s awesome
’cause that’s what I want. And then they’ll say what
they want to take and they go “Oh, I want to work
with smart people.” I’m like,
plenty of smart people, what is it you want
to take from me? They’re like “Oh, I want
to help build something.” Wonderful. Do that anywhere. What do you want to
take selfishly from me that you can get nowhere else? And if they can’t
answer the question I won’t engage
in a relationship. And the reason
is because, in time the relationship is unbalanced they’re going to be giving
but they’re not taking and I don’t even know how
to give them what they want. Then they’ll complain they’re
not making enough money– – Yep, yep. – because it’s not balanced. – That’s right– – So that’s a big part of it. – And I think the other thing
you know as being out there a lot of people play the reverse of that. – Yeah. – You know, they wanna give
you something that is very low in value and they want
something insane in return. “Hey GaryVee,
I tweeted about your book. “Now I want a job with you “I want you to babysit my
dog four times a week.” It’s insane with that. – That’s right.
So it’s about balance. – And to me,
I’ve thought a lot about that I think a lot about it,
I call it 51/49. I fully believe in that.
– Yeah. – And then what I always
think about is how incredibly important it is to me to
slightly give a little bit more not because I’m the
greatest human ever I actually just think
it’s a leverage point. I like the feeling, and
I’m not sold that, I don’t know if that makes
me a good guy or a bad guy it’s just my natural state
to slightly over deliver as close to the
middle as possible. I like that. – So one of the
richest guys in China he might even be the richest, since the Alibaba guy,
not so much but one of the
richest guys in China he’s a real estate
developer, and he always gives the majority share
to all his partners. He always does 51/49,
or even more imbalance. And somebody, again, sat
down with him in an interview and said “Why do you
never do 50/50 deals “why do you give away
the majority stake “in all of your partnerships?” And he smiles and says “‘Cause everybody wants
to do business with me.” – That’s right. – I mean it’s that easy. – Makes tons of sense. To answer the question
in a little bit of detail I think you have the
benefit of being out there I think all of us have the benefit of
being out there today. And I think all of us,
whether your audience and we’ve been at audience
sizes of just starting to where we are today,
whether your audience is very large or quite
small, there are always a small group of people that
are attracted to your message. And I think what I would
do in this scenario is if you’re looking to
hire that first person I would look very hard
at the people that are engaging with your content
on social and start there. I’m a very big believer on that because I think
it’s quite practical. They’ve already
been self-selected they’re using their free
time to comment on your stuff consume your stuff,
buy those coloring books and so I think that’s
a very important place. I’ve had enormous amounts
of success with Wine Library and both VaynerMedia
in the exact same way. – And they have a passion
for you and your work before you even met them.
– That’s right. And by the way,
sometimes you lose. Because they had a
vision of what they were attracted to and
then the reality is it’s work, or this and that. But I do like that starting
point, from a practical nature. – Hey, Gary, it is JJ at
97.9 The Box in Houston.

– Hi GaryVee. – Hi GaryVee and Simon,
hope all is well. Question that
I have for y’all is, can somebody’s personal why,
on why they work for a business vary from the business’s why,
or is that just never good? Thanks a lot, keep climbing. – So, if it’s your business,
the business’s why and your why are
exactly the same thing. – Yeah, but he’s asking if he
works for an organization– – If he works for
a separate company. – He knows the organization’s
why, I mean a lot of people– – He knows the
organization’s why– – A lot of them know
Vayner’s why, but they may have separate
whys within it. Can they co-exist? – Sure. – Can an employee’s
why and an org’s why co-exist, and everybody wins? – Sure. The simple answer is,
yes if they go together. Everybody has their
own unique why, and the organization
has its own unique why. And if they are compatible– – You mean go together in
a peanut butter and jelly kind of metaphor.
– Yeah. If they’re compatible, then
you will look to the people who have joined
the company and say, “Ah, you’re good fit,
you belong here.” And they will see
themselves as a good fit, and each one is
mutually beneficial. In other words,
it’s like any relationship. You and your wife
have different whys, but they’re compatible. You see her as–
– A hundred percent. – Helping you grow,
and she sees you as– – Hundred percent.
– Helping her grow, etc. It’s the exact same thing. – Which is why– – And sometimes it isn’t
compatible, just by– – Which is why divorce
rates are very high. – Well I don’t know,
it’s sometimes incompatible. That’s a decision
making problem. – Okay. But it’s also an evolution
problem right? Like, if you think about it,
one’s whys can be really aligned with the
organization’s today, and five years from
now they may not. – No, absolutely not. Not if both– – One more time. You’re saying no to that? – No to that. – So you’re saying
that there’s a frozen– – Here, let me tell you why. – No, no hold on before you do, I wanna give you
more framework because I’m fascinated by your
decision to say that. You’re saying that things
are frozen, frozen! And that one’s context
of how the world… For example, that it’s so
frozen both North Stars, that one who’s an employee
who’s rolling quite along, and has a why, but then
his child dies from cancer along the way, isn’t
reframed into the context of where maybe it’s
not aligned anymore. – No.
– Okay. – The word,
I wouldn’t use frozen. You’re saying that there can be no growth when
you use the word frozen. Your why is fully formed
by the time you’re in your probably late teens, and the
rest of your life is simply an opportunity to
live in balance with your why or not, so
the decisions you make. And so, whether
somebody’s living, that’s why I said before
which is as long as both organization and person are
working hard to remain in consistent with their
cause then it works fine. Now, the example you give
of someone’s child dying, you know, tragedy doesn’t
form or change your why. Tragedy usually gives us an
opportunity to live our why because it makes everything
else in the world seem stupid, and it forces us to say there is something bigger and
more important here. Very often tragedy
pushes us into why, not the other way around,
not pushes us away from it. – I totally agree with you. I think the most extreme
things that happen in people’s lives actually
just accentuates the reality of what’s going on.
– It’s accentuates of who you really are.
– Hundred percent. – The test of someone is not
when everything is going great, it’s when everything goes wrong. That’s where your
true colors show. – Or, similar to that, but
a slightly different version for everybody, I’m
fascinated by people’s wealth and fame really not
changing them at all, just finally exposing
who they actually are. And that’s not a tragedy.
– And that’s a hard thing – It’s usually in theory,
a good thing. – That’s a hard thing.
– But it’s a real thing. – Absolutely.
– Alright. – It’s fine if they’re
different, as long as they’re compatible. And this is why you
wanna know your why, and this is why you wanna
find out the company’s why, because otherwise you’re
going to make decisions based on money and benefits,
and then there’s nothing. – A hundred percent. – It’s like making a decision
about who to marry based on– – I don’t wanna
side-track the show, but it’s funny I’m sitting here, it’s why I’m so confident
in what I’m building at VaynerMedia because the
platform is being built to be in their benefit to
reverse engineer what they want
based on their DNA. Whether that is
enormous ambition, which is then this is a platform
for them to create that, or within a very
close ecosystem to me, or quite passive and
very nice work life. I have actual
zero emotion, one way or the other
of what they actually want. I just wanna build a
framework and a platform that gives them those
options, and I think that’s the great mistake that
most businesses make. – And isn’t that what you
preach in your work as well? – A hundred percent. I have no interest in– – So the why is clear
internally and externally? – Hundred percent. – I love that. – Which is what, because
to me, otherwise everything crumbles in its hypocrisy
if you don’t do that. – Amen.

“for VaynerMedia on
GlassDoor so bad?” – So this one’s tough for me. There’s a lot of reasons why our reviews on
GlassDoor for VaynerMedia are not as good
as they should be or the reality of our culture. I think, first of all,
I think it has a lot to do with many different things. First of all,
anonymous websites, right? So you look at Secret and
Whisper and Anonymous, you’re gonna get people that
are willing to go to extremes when nobody can figure
out who that person is. So anonymous leads to it. Two, we’ve gone from 30 to
650 people in four years. There’s a lot of pain in that, and a lot of people that
are employees struggle with the constant change and
the different decision making. I move very quickly
and a lot of times I don’t do the greatest job explaining my
actions to everybody, and I think that creates,
you know, I think that a lot of movement, and a lot of structural
changes creates a lot of angst for people
that are more comfortable and it’s easy for
the entrepreneur, it’s harder for the employees. Three, I think cynicism is
unfortunately quite powerful, so I think that that’s the case. I think some of the
early ones back in 2011 are just, I think I did a bad job. I wasn’t really the
active CEO of Vayner, and I don’t think we
micromanaged our youngest talent. So I feel good, I mean I feel
bad, but good about the ones that are in 11, I think
the last 15 of them, and I read them all
50 times a month are coming from employees
that I don’t think we saw the world the same way. I mean, I don’t know
what people expect from former employees,
but if they’re fired or if they quit, they
obviously don’t feel great about the business,
and that’s okay. I mean, I think you
go look at any, the is why I think
Yelp and GlassDoor, and all these
anonymous sites struggle, because what you don’t have is, I’m not gonna do
what most companies do, which try to incentivize
their employees to leave positive reviews to
offset the negative reviews. That’s not gonna happen. I use them as feedback loops. Even though we try here. But these are people
that are not happy with the way we’re doing things. But I think the problem
is the silent majority. It’s kind of like the Britain Exit. I have so many
friends who are like, I wish I voted. I mean, you had a
chance but you didn’t. I think its politics, right? There’s a lot of people
that don’t talk about their views on, you hear it, you look on the internet,
you see the loud minorities dictate a narrative. And then the
punchline is mainly, I think everything
starts from the top, which is I actually like having
a bad review on GlassDoor, I think that any individual
that takes an anonymous website of former employees,
and people say they’re current employees
that are former, I had somebody who
I did a nice thing for, call me and say look, I just
wanted you to know something, when I left a bad review, this
is somebody I did something nice for a year after
they are fired. They called me
because they felt guilty, and said I left a
really nasty review because I felt that was unfair. I was super immature,
and I also left it as a current employee
because I thought that would hurt you more. So like, you know,
I think that anybody who would stay
out of a company, any company looking at,
Vayner what have you because of GlassDoor or
any other anonymous site as the proxy to what’s
actually happening there, is exactly the kind of
people that I wanna keep out. It’s the people playing
checkers versus chess, they’re so, I don’t
wanna say basic minded, because I don’t
wanna razz, but like, I don’t understand how
somebody wouldn’t understand that this is an
anonymous site of people that are the least
happy about something. So I think there’s
a lot of reasons we have a tough review there. They don’t make me happy. I’m really upset when people
are unhappy with things, but I’ll be honest with
you, when you’re the CEO of a company that has gone
through 1000’s of employees over the last four years, I’ve
has a lot more conversations one on one with somebody
saying that they’re mad at me, or they don’t like things and
they’re saying it to my face, that hurts even kind of more
because I respect them so much for going that route. And I wanna fix it for them. You know, I’m in the
firefighting business. Everything is always hard. There’s always problems. But I’m pretty confident about what’s actually
happening here. I think that shows
in it’s results. I think when you look at the
macro turnover rates here, voluntary turnover
is what I look at, we’re crushing the market. People aren’t leaving
because they want, you know, ’cause they don’t like it here. And so, there’s always gonna
be a percentage of people that don’t like certain things, and I don’t think I’m perfect
or this company is perfect. Especially because we’re always
making different changes. But I know that no CEO
organization has more intent to have people
talk to us about it. Some people,
I look at my own father, some people keep things inside
and will never share it, and so I can’t fix
what I don’t know, and then when it
doesn’t work out, whether on their
choice or our choice because they kept
that poison in, a lot of those same
people can’t communicate in real life but love
to go on anonymous site and get that poison out. And to be frank with you, I actually love GlassDoor,
for A helping me not allow people to come in
that have low EQ and are looking at
a basic level, and B, I’m happy that
those people are able to get their poison of
what they feel about me or VaynerMedia out of their body and move on just like I
talked about in the beginning. I hope it helps,
and I hope with that out, they can take a step back,
look at the big picture and maybe reach out to me and
continue our relationship. I’m very proud of my relationship with a lot of former employees
that left on bad terms. And I will continue
to do that forever because I care about my legacy. Because I’m more selfish
about that than the money. Than things that nature. And by the way, you know,
as somebody who’s very close to their business,
I would say I’m 70% sure of the exact person
that leaves that review and there’s a lot of,
I’m never confused. You know, it just makes sense, like sometimes
things don’t go well. Inter-people relationships
and things of that nature and so it is what it is. It’s a challenge
because I care so much, but if you’re watching
this and you’re currently at Vayner, or you used
to be at Vayner and you still have
negativity in you, I’m super available. I’m Gary at VaynerMedia,
I’ve always been available. I’ll always be available. And I think that to me
is much more interesting. You know, I’m not worried
about the perception. GlassDoor’s 2.6 rating
on VaynerMedia isn’t stopping the 1000
applications a week we’re getting or the growth of my company. I care way more about the 20
people that are upset with me or this, I’m here to fix it. Forever, if there’s
actually something to fix, and even if there’s not. – [Britt] Do you
have time for one more?

“when to add staff? “What positions are most
critical to line up first?” – Taylor, and by the way before
I get into your answer Taylor, obviously this is a startup
themed episode in honor of the 43North competition. Taylor, I think that there’s a
lot of ways to go about this. I think you reverse engineer
the founders of the company. So there’s a lot of
things that are needed. Financial understanding
is needed. Marketing understanding
is needed. Product understanding
is needed. There’s a lot of needs
when you’re a small company. I think what you need to
do is first you hire as soon as you can afford to. There are startups that I know
that are literally paying their founders and CEOs way too much
money because they want to take the money home. You’ve got to start spending it
to invest in your business but not more than you have. So if you make 30
or $40,000 a year as an entrepreneur that’s plenty. You’re building an asset
for yourself for the rest of your life. It’s better than making 100 so
you can take that 70,000 and go and hire your head of marketing,
hire a project manager, hire whatever needs you have. Who to hire is actually
quite easy my opinion. You hire around the thing that
you most need that you yourself can’t most provide. I don’t hire salespeople
very quickly in my companies. I don’t hire HR
people very quickly. We didn’t have a HR department
or a sales staff for the first five of the seven years of
VaynerMedia and everyboy thought that was so crazy because
those of the things that I did. Those are things that I
could do with my hustle. But we did have a CFO and a
legal person very quickly over our means because
those were shortcomings. I think AJ could have probably
learned it on the job but those are things we
didn’t have as much of. I think when you hire first is
the thing you need to round out your team with even if it’s not. Let’s say sales is more
important than legal but you’re great at sales I think you still
fix legal even though it’s less in priority because by doubling
down on a person you’re still zero here and you might just
gain 20 to 50 percent here, where maybe your hustle
and your efforts could just be the part that gains. I think that sometimes people
say sales of the number one thing for this company but even
though I’m great in sales I’m gonna hire second person and
won’t get to that I find that to be a vulnerability. I would say up your game by 20
to 40 percent and allow you to fill some of the other needs
that can become vulnerabilities on your team.

You said you’d like
some new places– – I want to pause right there,
Staphon, cut back I’m so into this. Alastair, thank you so much. Other people have been doing
it. We need to do a good job and make sure I’m also debating
only going to video on the show. This is new thing after episode
200 I’m debating that all five questions are
only in video form. Video is exploding
with Snapchat, Instagram one minute video now. If you haven’t done it I
posted one yesterday, today. And I’m very hot on this. Keep that in mind and let’s keep
the really cool settings going. Alastair is rocking
this. This is cool. – So here’s mine. I run a digital agency in Exeter
in the UK and my question for you is this you have a team of
five or 600 people and you’re very prolific yourself in terms
of the knowledge you have etc. How do you ensure that the
rest of the team is speaking the same language as you
and saying the same things to clients that you would say? Very interested in your answer
and great work with the show. Keep it up. Thanks very much. – Alastair, thank you so much. One of the toughest things to do
here, it scares me to know right now somebody is on the phone
with somebody who has a slightly wrong or off tweak on the one
minute transition of Instagram video or the new Snapchat
messaging or the ability to caption Twitter
posts and pictures now. I’m very, I’m concerned and come
up with emailing the whole team, asking them to watch my content,
I’m going to be doing a recap of my own content and learnings and
thoughts over the last 30 days, we did an internal podcast for
a while. We’re trying a lot of different hacks all hands-on
meetings, break out groups, lunch and learns but the
truth is there’s vulnerability because it’s a human situation. Here’s a big one,
I’m not crippled by them doing the wrong thing. I’m not crippled by Ricky Magoo
right now being on a call with a client and saying the wrong
thing because it just plays itself out meaning either we
have to apologize to the client and say Ricky gave the wrong
advice and that’s the human vulnerability and we can get
fired and things of that nature but I recognize the
inefficiencies in human communications and I own them
and I know that 89.7% of the time we’re 100% on point. 7% of the time we’re doing a
really good job and 3.3% of the job we’re not. I can live with that.
That’s a net-net game. The other day when I said speed
is better than perfection when you’re running a big company the
way you get to 650 instead of 9 is you don’t worry about every
person having everything exactly right plus you need to
leave a little room for them to do their thing. The Mark Evans and the
Katie Hankinson’s and the Matt Seigels of the world,
these are talented people, Steve Babcock, my new
chief creative officer, these are talented people. They need to have
the slight iterations. They’re allowed to
disagree a little bit with me. It’s not called Gary Vaynerchuk. This is VaynerMedia and
VaynerMedia’s a collective of us and so those are two ways
I actually get through that and I think a lot of you can learn
in management and leadership from that answer. – [India] I think you get this
question but I like to throw it

– How do you feel
about remote workers? – I’m not into it. Now it is a massively proven
successful way to go about doing business. I wish my homie Jason Fried,
the founder of 37 signals, was sitting here he’d punch me
directly in the mouth and he would be right because for Jason
Fried and DHH the way they built their company or Matt Mullenweg
who’s built a billion-dollar company, Automattic WordPress
they have built it on absolute only remote
operators and employees. I, for me, self-awareness,
Gary Vaynerchuk, don’t like it. I don’t like having
satellite offices. I don’t like it. I want to be very hands-on. I’m very touchy-feely. I scale and build my business by walking by people’s
desks and can feel their. I literally sometimes go to the
bathroom to take a piss, right, walk walk by somebody don’t like
it way the felt and as I’m going to take a piss text my HR
company I’m like I need to see Rick for five minutes. That’s literally how
I built my company. That’s how I build my companies. I’m built on EQ. It’s funny when everyone said
social media was like not human and it’s bad the reason why so
optimistic about social media or technology is technology’s a
gateway drug to human connection. I know it because I only
live on human connection. I just use that stuff to scale. Without social media and
technology there wouldn’t have been one person on the corner
of that street last night, let alone 300. I used it to have the three and
half hours I had with all of you last night one by one
by one because of it. It was the enabler. Now, remote workers can do that
but for me to be successful I really like the idea
of having it together. Team dynamics. I’m a guy that loves sports. Clearly I like team dynamics. It’s not for me. I don’t like when people work
from, we had to force people to work from home for a year
because we’re going so fast and we ran out of space and fire
codes and everything and it was the worst year.
I hated it. I don’t feel that people are
productive, I don’t give a (censored) what you
say I don’t believe you. (audience laughter)
And so I don’t like it. And so it’s not for me as an
operator to run a company for me. But for a lot of
people it could be great. I will never build a company
that has remote employees at scale ever.
It will never happen. – [Ed] Thank you.
– Cool, you got it. (applause)

Go ahead, play it. – Hey Gary, Benjamin Holmgreen here. You said you wanted some more interesting videos for the show so I
went by this busy street in the big city and
wanted to ask a question. The question is, how do you
feel about employee poaching? Taking employees from
someone elses company and bringing them to work for you, good, bad, or indifferent? Thanks Gary. – I think this is a very
easy question to answer. I think people hire from other people’s companies all the time. This isn’t nursery school, this is business. And if you can steal somebody from another competitor or another company that you think brings
benefit to your company and you’ve got recruiters. I mean, we have, seven, nine,
10 full time recruiters here at the VaynerMedia. They’re just pounding, hitting it, and trying to find the
right people for us. So I think in big
business, this is just part of the equation. Poaching? Poaching makes it seem bad. You mean employee recruitment? You guys, I’m sure you’re getting e-mails from recruiters, from
LinkedIn all the time. And it happens all the time. That’s why I try to build a really, I’m very proud of our turnover. Voluntary turnover here is incredibly low, and that means we’re building culture, people are going to
believe in me as a CEO, believe in Vayner, and so you need to focus on building a good business so that people are unpoachable as you say. But I think that’s common practice, I don’t think there’s anything. If there are shady practices where people are under contract, but normal every day recruiters trying
to find people for jobs. That’s like asking, what do you think about having an accounting department? Or what do you think about having an office for your business. That’s table stakes, that’s oxygen. That’s normal business behavior. So I think you’re eluding to something that I guess lends itself, I love how you how
you hacked the video. I guess it’s lending itself to like, Hey you stole my developer
or you stole my CTO well build a great product so that nobody is stealable. Build a great culture,
so nobody is stealable. I don’t own India. This is voluntary. Build something great that
people want to be a part of. You want to be a part of this, India? – Yeah.

something that signature near mount
rushmore would love one of those anybody near Mount Rushmore I’ll take it as they
are you getting ready for summer vacations as you get around more
visually exciting things for a scary you won’t get on the show we use LinkedIn
hardly pay for the program it’s a great utility works great for Boehner but
nothing works better than the Brant when you build something that special people
are coming to you and said a new recruiting the greatest way to recruit
is to not recruit its to do something that is so significant or interesting or
curious or challenging that people want to work for you banners now starting to get that
momentum even though I don’t promote it was me holding off promotion even though
I don’t promote if you’re wondering if you know i dont promoted what we are
doing is we’re trying to let the word of mouth or two people that try hard enough
to like get through all the traps I put out there to get through and see what’s
actually going on here and so I would say it is a great tool for us we love it
we use it were a lot but the word of mouth of the internal employees telling
other people they should come and work here oh my god this amazing place and
people that are sniffing out and talking to other people clients are human beat my clients are
human beings meaning when I know they’re getting great work and they’re out to
dinner with a buddy who happen to work in an agency that’s a competitor and
like you know we should really look at the inner unique light sweet cuddly
employees will get that way mouth so the two ways to do it is to do
great stuff that everybody wants to work for you and I do think the utility
LinkedIn as great as incredible as well I’m gonna surprise like this part

“Gary do you expect your own
employees to work like you do? “Does it affect your opinion of them?” – J, I do not expect any of my employees to work as hard as I do because it’s not their business, and I get so mad at so many of you that get mad at employees that don’t work as hard
as you, they shouldn’t. Why in the world would they? Now there’s plenty of employees here that know that I value
hard work and hustle, and they know they’ll be
rewarded within the context, but no I do not expect
anybody to work harder than me and I think one of the quickest
ways for a business to fail is to have an employee
working harder than you and let me break that down. So many of you think you make it, and then you get to chill. Then what? You expect everybody underneath
you to work hard to sustain. Nobody cares that you worked
your ass off for 15 years, to get to this point if you’re fucking sailing
right now and fishing and like hanging out with
your boyfriend on the beach for a month and you’re
supposed to hold it up? Why because they worked hard
for 15 years, what about them? People have their own best at interests, and if you’re not out working them. As a matter of fact never, I have to work so hard to
create an infastructure that can even allow me
to have the audacity to have people to wanna work
with me for a long time. The only way I can even expect
all of them to work with me for a long time like I want them to is that I create such a big thing that they can make the monies
and have the challenges both get the monetary values they want the work life balance and the
money they wanna take home and do things that are
interesting and creative and challenging and not the same thing. The only way I can do that is to build the biggest thing possible which means I have to outwork them to have the wants and needs and audacity to have
people to work for me, talented people to work for me people that can really move the needle. So no it doesn’t change my opinion as a matter of fact I hope, and I know a lot of you are
watching right now at Vayner. I hope that I’m creating
something that allows hundreds of them to have a nine to six, not nine to five, a nine to six 45 hour
to 50 hour kind of job that pays them enough to be happy and gives them plenty of hours
to be on the bowling team, or knit, or work on
their music on the side, or come home for dinner every night. No I do not judge them, because if they wanted
to be exactly like me, or if they were wired like me, or had the ambition like me, or the talent like me, they’d be doing it for themselves. As they should, and I want that for them. Yeah I’m in a good zone.