Mark Porter

So, so that's an area where I think we could have done a little bit better than, and the company was growing and that's fine. Um, you know, I don't really have any other areas where I think that, that we have needed to take a different approach. I think we've actually executed really well. And a large degree of that is because Dave, my CEO listens.

And so people bring up problems to him all the time and he listens and we change our course regularly as a result of that. So when we say taking another approach, I mean, frankly, we take another approach all the time.

And so people bring up problems to him all the time and he listens and we change our course regularly as a result of that. So when we say taking another approach, I mean, frankly, we take another approach all the time.

And so people bring up problems to him all the time and he listens and we change our course regularly as a result of that. So when we say taking another approach, I mean, frankly, we take another approach all the time.

So micro changes should be embraced. What you want to do is be aware of what's going on and not have this culture where people are afraid. What's that phrase? The elephant in the room or whatever. And people are afraid to say the scary thing.

So micro changes should be embraced. What you want to do is be aware of what's going on and not have this culture where people are afraid. What's that phrase? The elephant in the room or whatever. And people are afraid to say the scary thing.

So micro changes should be embraced. What you want to do is be aware of what's going on and not have this culture where people are afraid. What's that phrase? The elephant in the room or whatever. And people are afraid to say the scary thing.

Well, Dave, again, I'm not brown nosing Dave, if you're listening, Dave often just pauses and lets the silence in our meetings go for like 30, 40 uncomfortable seconds until someone says, you know, I'm not really comfortable with what we just decided. I just really want to talk about that more.

Well, Dave, again, I'm not brown nosing Dave, if you're listening, Dave often just pauses and lets the silence in our meetings go for like 30, 40 uncomfortable seconds until someone says, you know, I'm not really comfortable with what we just decided. I just really want to talk about that more.

Well, Dave, again, I'm not brown nosing Dave, if you're listening, Dave often just pauses and lets the silence in our meetings go for like 30, 40 uncomfortable seconds until someone says, you know, I'm not really comfortable with what we just decided. I just really want to talk about that more.

And that helps us make those micro course corrections to avoid the macro course corrections, which are the ones that damage organizations, damage people's careers and damage companies.

And that helps us make those micro course corrections to avoid the macro course corrections, which are the ones that damage organizations, damage people's careers and damage companies.

And that helps us make those micro course corrections to avoid the macro course corrections, which are the ones that damage organizations, damage people's careers and damage companies.

The first advice, unsurprisingly, relates back to a lot of what we've talked about on this podcast, which is be human first. I mean, that's not a surprise. So I'm just going to say be human first. Be human with everyone. Don't pose. Be vulnerable. You're actually stronger through vulnerability. So that's a piece of advice, number one. And they'll all look at you and they'll all nod.

The first advice, unsurprisingly, relates back to a lot of what we've talked about on this podcast, which is be human first. I mean, that's not a surprise. So I'm just going to say be human first. Be human with everyone. Don't pose. Be vulnerable. You're actually stronger through vulnerability. So that's a piece of advice, number one. And they'll all look at you and they'll all nod.

The first advice, unsurprisingly, relates back to a lot of what we've talked about on this podcast, which is be human first. I mean, that's not a surprise. So I'm just going to say be human first. Be human with everyone. Don't pose. Be vulnerable. You're actually stronger through vulnerability. So that's a piece of advice, number one. And they'll all look at you and they'll all nod.

And then six months later, I'll get together with them on a conference call because I mentor a lot of entrepreneurs. And they'll go, yeah, I haven't been doing that. Okay, so that's fine because that's a lower brain thing. So the first piece of advice is be in touch with your lower brain because entrepreneurs are in touch with their frontal lobes, with the, what is the algorithm I'm writing today?

And then six months later, I'll get together with them on a conference call because I mentor a lot of entrepreneurs. And they'll go, yeah, I haven't been doing that. Okay, so that's fine because that's a lower brain thing. So the first piece of advice is be in touch with your lower brain because entrepreneurs are in touch with their frontal lobes, with the, what is the algorithm I'm writing today?

And then six months later, I'll get together with them on a conference call because I mentor a lot of entrepreneurs. And they'll go, yeah, I haven't been doing that. Okay, so that's fine because that's a lower brain thing. So the first piece of advice is be in touch with your lower brain because entrepreneurs are in touch with their frontal lobes, with the, what is the algorithm I'm writing today?

How much revenue am I going to make from it? What's my pitch deck look like? All that. So be in touch with your lower brain too. That's the first piece of advice. The second piece of advice I would give them is you're gonna think that being right is what matters as your company grows. Now, sure, when you're at five people, 10 people, 20 people, yeah, you gotta be right.