Steven Bartlett

The big professional regret I have is knowing that someone was wrong for my company or team and taking too long to make a decision about it. Because, again, I wrote about some of the research in my book, but the impact that a negative member of your team has is three to four times the positive impact a good member of your team has.

And a nice thought experiment for you guys to think about when you're trying to understand if an existing member of your team is good or when you're hiring someone and you're trying to figure out if they're a good team member, is ask yourself this question. If everyone in the team was like them in terms of attitude, cultural values, i.e.

And a nice thought experiment for you guys to think about when you're trying to understand if an existing member of your team is good or when you're hiring someone and you're trying to figure out if they're a good team member, is ask yourself this question. If everyone in the team was like them in terms of attitude, cultural values, i.e.

And a nice thought experiment for you guys to think about when you're trying to understand if an existing member of your team is good or when you're hiring someone and you're trying to figure out if they're a good team member, is ask yourself this question. If everyone in the team was like them in terms of attitude, cultural values, i.e.

alignment with the company culture, would the overall average be raised, maintained, or lowered? Both me and both Amazon have a policy which we call bar raises. Every single person that we hire should raise the bar. They should raise the average.

alignment with the company culture, would the overall average be raised, maintained, or lowered? Both me and both Amazon have a policy which we call bar raises. Every single person that we hire should raise the bar. They should raise the average.

alignment with the company culture, would the overall average be raised, maintained, or lowered? Both me and both Amazon have a policy which we call bar raises. Every single person that we hire should raise the bar. They should raise the average.

Now think about one person you work with professionally and ask yourself the question, if everyone in your company was like them in terms of attitude and cultural values, I'm not saying lived experience, we need diversity, attitude and cultural values, Would the average be raised, maintained, or lowered? If it would be lowered considerably, you should get rid of that individual.

Now think about one person you work with professionally and ask yourself the question, if everyone in your company was like them in terms of attitude and cultural values, I'm not saying lived experience, we need diversity, attitude and cultural values, Would the average be raised, maintained, or lowered? If it would be lowered considerably, you should get rid of that individual.

Now think about one person you work with professionally and ask yourself the question, if everyone in your company was like them in terms of attitude and cultural values, I'm not saying lived experience, we need diversity, attitude and cultural values, Would the average be raised, maintained, or lowered? If it would be lowered considerably, you should get rid of that individual.

If it would be maintained, maybe that's a case to train the individual. If it would be raised, that's the type of individual you need to promote. Because companies don't have one culture. They typically have as many cultures as they have managers. So in my previous business, we probably had about 30 or 40 managers, and we had 30 or 40 cultures, really.

If it would be maintained, maybe that's a case to train the individual. If it would be raised, that's the type of individual you need to promote. Because companies don't have one culture. They typically have as many cultures as they have managers. So in my previous business, we probably had about 30 or 40 managers, and we had 30 or 40 cultures, really.

If it would be maintained, maybe that's a case to train the individual. If it would be raised, that's the type of individual you need to promote. Because companies don't have one culture. They typically have as many cultures as they have managers. So in my previous business, we probably had about 30 or 40 managers, and we had 30 or 40 cultures, really.

Because I remember one day speaking to Jason's team, and they're all so happy. Best company they've ever worked for. Then I spoke to a team that sat next to Jason's team, and they're all on their way out the door. They're about to quit. So you want your best people, the real sort of cultural disciples, as high as you possibly can in the organization. And that's what we call the bar raiser test.

Because I remember one day speaking to Jason's team, and they're all so happy. Best company they've ever worked for. Then I spoke to a team that sat next to Jason's team, and they're all on their way out the door. They're about to quit. So you want your best people, the real sort of cultural disciples, as high as you possibly can in the organization. And that's what we call the bar raiser test.

Because I remember one day speaking to Jason's team, and they're all so happy. Best company they've ever worked for. Then I spoke to a team that sat next to Jason's team, and they're all on their way out the door. They're about to quit. So you want your best people, the real sort of cultural disciples, as high as you possibly can in the organization. And that's what we call the bar raiser test.

I think, and I've done a lot of research on this, you can correlate someone's success in life to one metric more than others, and that metric is their personal and professional failure rate. If you want to increase your chance of success, you basically have to increase your rate of failure.

I think, and I've done a lot of research on this, you can correlate someone's success in life to one metric more than others, and that metric is their personal and professional failure rate. If you want to increase your chance of success, you basically have to increase your rate of failure.

I think, and I've done a lot of research on this, you can correlate someone's success in life to one metric more than others, and that metric is their personal and professional failure rate. If you want to increase your chance of success, you basically have to increase your rate of failure.

And I've studied many a great entrepreneur, from Jeff Bezos to Thomas Watson from IBM to entrepreneurs that I know and have interviewed, like the founder of Airbnb and Daniel Ek, who's a good friend of mine, the founder of Spotify. What they all share in common is they understand that failure is feedback, and feedback is knowledge, and knowledge is power.