846: How to Elevate and Empower Teams to Reach Their Full Potential with Robert Glazer

Pete Mockaitis
Robert, welcome back to How to be Awesome at Your Job.

Robert Glazer
Thanks for having me, Pete.

Pete Mockaitis
Well, I’m excited to get into the wisdom of your book Elevate Your Team but, first, I got to hear, it’s been a couple years since we last chatted.

Robert Glazer
It’s been a pandemic.

Pete Mockaitis
That it has. Tell me, any particularly wild adventures, learnings, surprises in your life over the last couple of years?

Robert Glazer
It’s just been such a supply and demand see-saw that it’s been nothing like my career. I’m someone who likes to plan long term, and in the business and think two, three years ahead, and it’s just been three to six months is kind of as far as you can look. I would say the biggest thing was we were a fully virtual team for 12 years coming into COVID, and we hit it at times and it wasn’t something that we were really public with, and then it’s just everyone was like, “Oh, you’ve done this. How do you do this?” I ended up kind of writing a book around it.

So, that was a little bit of a whirlwind going from sort of keeping the fact that we were fully remote a little bit on the downlow to sort of becoming an exemplar and speaker and author around it. And, by the way, I just talked to a large company this morning, I mean, two, three years later, people still haven’t figured out what they’re going to do with this, and it’s pretty interesting to me.

That and figuring out the strategy where they kind of have a strategy but they haven’t supported it. And this company was saying they have all kinds of rules for remote work that no one has actually read or adheres to.

Pete Mockaitis
Yeah, totally. And I remember even before the pandemic, there were debates in terms of, “Oh, so and so is moving, and they want to move work remotely,” and they’re like, “Oh, well, we don’t allow that.” Like, even then I was sort of, well, I’d been working self-employed remotely for a long time, and so I thought that was really a head scratcher, like, “If this person is excellent and they want to stay working for you, I think you should accommodate that.” That’s my bias.

Robert Glazer
So, here’s my favorite thing, and I was doing a keynote yesterday morning, and I have this slide that I used for a long time and I wasn’t going to use it, but it was David Solomon of Goldman Sachs in January 2021 saying that, or January 2022 saying that “Work from home is an aberration that they’re going to cure as soon as possible, and it’s like this horrible thing that needs to be fixed.” A week later, Goldman announces the best quarterly earnings in the history of the company with everyone working remote.

So, now they forced people back in the office, Goldman’s earnings come out last week, they’re the worst in, like, 20 years and they missed earnings. They’re down 60%. It’s a disaster. It’s just so funny. It’s like what actually…well, does it matter where and how people…Now, look, I am not a, “Everyone should be remote.” I think if you’re Goldman and you’re pitching an IPO, I think that people should come in for that pitch. But if they’re crunching the spreadsheets for 16 hours getting ready for a thing, like, did they need to come into the office that day for that?

But I do think there are things that you need to be in person, you need to be in the office, so I’m not an absolute on it, but I thought the paradox of those two, like statements and results, were really interesting, telling people the thing that was an aberration was the thing that just made your company the most money in its history.

Pete Mockaitis
Oh, Robert, that’s what I love, your perspective, you’re juxtaposing things, bringing together connections, distinctions, wisdom so it’s a hoot to be chatting again. And you got another work here, it’s called Elevate Your Team. What’s the big idea here?

Robert Glazer
Yeah. So, I wrote the book Elevate, it was about this concept of capacity-building and how to use that to make yourself better and help train leaders, really, to be better. And a lot of the stuff that we were doing over the years, I realized was the same framework around, “Well, how do you take that same capacity-building framework to an organization? So, what does it look like for an organization these days?”

And, look, it’s better to be lucky than good, and this book is coming out when the playbook of just burn through people and grow your business is just not going to work anymore. People are too tired around, “How do you grow a business on the backs of your people?” And by growing your people, I’m not saying, “We want to grow this business, and it sort of chews out people.” So, it takes that same spiritual, intellectual, physical, emotional framework, and says, “How do you apply these principles to the organization rather than to the individual leaders?”

Pete Mockaitis
And so, for folks who didn’t catch the last interview, I recommend you do. But could you give us a bit of a refresher? We talked about capacity and building, and capacity-building, can you give us definitions of synonyms for what we’re talking about here?

Robert Glazer
Yeah. So, capacity-building is just a method. I always say that the long definition is the method by which individuals seek, accept, and develop…seek, acquire, and develop the skills and ability to perform at a higher level. Simply, it’s how you get better. I think it’s a process of how to get better and there’s four pieces.

Spiritual capacity, which is understanding who you are, and what you want most, your values and the standards you want to live by. Intellectual capacity, which is about how you improve your ability to think, learn, plan, and execute with discipline. That’s kind of your personal organizational operating system. Physical capacity is health, wellbeing, and physical performance. And emotional capacity is a few different things. It’s how you react to challenging situations, your emotional mindset, and I think the quality of your relationships.

Pete Mockaitis
All right. So, in order or a team to flourish, well, I won’t steal your thunder, but it sounds like is it fair to say your thesis is you got to be building this capacity, growing in these domains in order to flourish as a team, an organization, a business without…?

Robert Glazer
And a human, yeah. So, the take on this that I have that’s a little different is I think organizations should focus on making their people better, help them build their capacity holistically not to just be good at their job today or the best robot for the assembly line, but how do you make them better at work and better in all aspects? At the same time, better father, mother, spouse, otherwise.

Because I think a lot of the things that people struggle with in work or a lot of their growth areas are the same outside, particularly with people working from home. It’s not like you wake out of bed cranky and tired and exhausted, and jump into work and are a totally different person. You’re going to be the same person. I find people that are organized and disciplined and have routines at work have them at home. They tend to really go hand in hand.

Pete Mockaitis
All right. Well, could you share with us in terms of what’s the state of team capacity-building these days? How are we doing with these principles, generally speaking?

Robert Glazer
I don’t think well because I think that people are really burnt out, and they’re burnt out from two years of a global pandemic and the bounce back and all the changes, but that one implies that a lot of these things are out of whack. They’re not clear on what they value and what they bring to the organization. I think one of the things that make people stay and interested and growing as an organization, whether it’s intellectual, a lot of learning and feedback, and they’re seeing how they’re growing an opportunity.

We know people’s physical capacity is very diminished right now, so how can the organization help that, not hurt it? Like, how do you get people a break and some rest and get them recharged? And then again, I think that, particularly now, where you’re in an environment, again, where you have some layoffs and otherwise, psychological safety, becomes a big part of that.

Like, I know leaders struggle with, someone said to me yesterday at a keynote I was doing, one of the questions was, “Look, our industry, rough time, bad year, probably some layoffs, otherwise. Like, what do we tell people?” I was like, “Well, tell them the truth. Tell them where your parameters are, where you need their help, what you’re going to do. Communicate with them well because there’s going to be another company that are going to tell every people everything is fine, and it’s not. And they’re really going to lose the trust of those folks.”

So, I think people, when they know the truth and the reality, they’re happy to stay with something. I think it’s when they don’t feel like they’re being told the whole story that you have problems.

Pete Mockaitis
All right. Well, could you share with us a fun story, a true story, with regard to a team who really saw a cool transformation when they did this capacity-building stuff, they took it seriously, they implemented some goodies, and they saw great results?

Robert Glazer
Yeah, I’ll give you some individual examples. So, one of the things that we do with all of our leaders is that we…and I’m going to give you two examples, I think from spiritual and intellectual, to talk about. We help our leaders figure out their personal core values because our belief is there’s no acceleration partners type of leader. The best leader is going to be authentic, and we want to help them figure out what do they value, what are they good at. Like, what are the natural things?

And the first time we did this, and people figured these things out, they actually kind of wrote it up, they went back to their teams, and they said, “Look, I really learned all these things about myself. This is how I kind of show up as a leader. This is what you can expect from me. This is what I need from you.” And three to six months later, we’d measured their performance before that offsite and we did all that and after, and really everyone improved dramatically. I just think their connections to their teams went a lot higher.

Again, example of intellectual capacity, learning feedback, so we will do a training where we model fake conversations between employees and their managers, kind of rip from the headlines. So, we’d sit down and say, “All right, Pete, you’re…” so the crowd knows both sides of the story, the crowd watching this, but we give you a narrative, “Pete, you just started today, you made some mistakes in the first couple months, but you think you’re doing great, and you want to get promoted.”

And then there’s Carly on the other side, and Carly has a card that says, “You meet with your employee Pete, and you just don’t think he’s going to make it. He has not the right attitude. He’s made a bunch of mistakes. He doesn’t seem to be getting it, and you need to sort of, like, let Pete know that this might not be the best place for him.”

And then we watch people have that conversation, and there’s a lot of platitudes, and there’s a lot of dancing around, and now you see why people aren’t on the same page. And we say, “Freeze,” and then we have the team all comment in, and I say, “How many people think that Pete knew his job was on the line?” And 20 people watching will say, “No,” and then I was like, “Okay, what are some different ways you could’ve approached?” and then we’ll have them start the conversation again.

And, again, this is just the thing, “Why do these conversations go so poorly all the time?” Because people don’t know how to do them. And why do they dread? They haven’t practiced them. This is an actual law and order practice, having very common difficult conversations that managers are going to have. It’s not surprising that people aren’t good at something, that they haven’t been trained on, and that they haven’t done before.

Pete Mockaitis
Okay. Well, let’s just keep rolling. Physically?

Robert Glazer
Yeah. So, physically, look, I think you’re putting your money where your mouth is on this in terms of one of the things that we did was we’ve done a couple of fitness contests where… Most companies say they want something and then they incentivize another. They incentivize never leaving the desk, and, “We’ll get you food and we’ll get you your vaccine shot without having to get up,” or all this stuff.

We have said to people on a couple of things, “Hey, we will cover, we will reimburse part of your vacation if you actually take seven days off and don’t communicate with everyone, and actually unplug.” So, we’re again aligning the incentive to that behavior. Similarly, we’ve had fitness challenges where people break into teams during the work day. They have to step aside a half an hour to do anything from walking, to yoga, to meditation, to working out, and the teams get a point and the teams compete, and I think the winners got sort of an Apple watch.

So, again, very different viewpoint when the organization is saying, “Hey, we’re actually compensating you, or paying you, or valuing things that are designed to give you more time, and pay attention to your physical health and make the workplace part of the solution, not part of the problem.”

Pete Mockaitis
All right. And emotionally?

Robert Glazer
Yeah. So, example, we’ve always had this employee TED Talks at our organization at our AP Annual Summit, and one year, we decided to step it up. There was a gentleman I knew named Philip McKernan, and he had a program called “One Last Talk,” where people get on stage and they basically deliver the, “What is the one talk that you would deliver if this is your last day on earth?” And these were not, like, he doesn’t let anyone escape with, “Oh, three great things to live a great life.” It’s much more personal.

So, we had a bunch of volunteers, we picked four people, they trained for two months, they got up there and gave these speeches, and there wasn’t really a dry eye in the room. These were like deeply emotional speeches talking about aspects of their lives that many people wouldn’t have known. What was interesting though was that over the next day, the level of sharing across the company, like what people were talking to other people about, making connections, “You are I work together for five years, and I never told you that I grew up in a single-parent household, and I find out the same about you.”

It was crazy watching how that opened the floodgates for people to want to connect on a more human level. And I think, again, that level of vulnerability just leads people to better relationships, more sharing, more understanding other people’s perspectives and where they’re coming from. And, yeah, it was a pretty cool experience.

Pete Mockaitis
That’s cool. Well, it sounds like there is a boatload of approaches, strategies, tools, activities, tactics, interventions, stuff you can do to see some upgrades, some increased capacity in each these domains. I’m curious, are there a few sorts of top do’s and don’ts that you recommend individuals and teams and organizations consider as we’re looking to implement some of this stuff?

Robert Glazer
Yeah, I think that, oftentimes, people try to make too many changes at once. I think people are pretty good with change over time. Similar to New Year’s resolutions, I always say, like, I’m a much bigger believer. If I saw a company trying to do everything that was in this book, I would think their success would be very slow.

I think if they picked a couple things, started doing them, getting traction, and then I think that getting that one percent better each day or week, and getting the compounding effect of that, usually works better than rushing into a bunch of things that you don’t have the time or energy or resources to support.

Pete Mockaitis
Okay. And are there a few starting points that seem just excellent in your experience?

Robert Glazer
Yeah, I guess it depends on the area. I think if we’re talking about kind of a learning culture, some really easy things that you can do to start just getting more discussion or interaction, a book club, a podcast club, or even the CEO says, “You read this book and we get together, and let’s talk about it. Let’s pick a topic, let’s do a book,” that’s super easy.

Reimbursing people for education and learning experiences, I think that’s something that you can do right away. There’s also feedback, like really working with teams on teaching them how to give feedback, what’s good feedback. So many of these things, I think, we just, again, think that people know how to do.

One of the examples I love and I used in the book is that Scribe, which is a book company that does a lot of self-publishing books, so they actually teach their customers on how to give feedback to their team. And they say something like, “Look, saying you hate this cover is not super helpful to our design team. Saying, ‘This cover is off brand for the colors we like and the imagery I want to use, and I prefer imagery that is more X’ is a lot more helpful.”

So, it’s really interesting, like in that context, they’re even teaching that, how to do feedback. So, yeah, there are so many ways for, I think, companies to improve, but I think focusing on opportunities to learn and learn together is usually a pretty easy one of them.

Pete Mockaitis
I love that notion about design feedback because I always feel ridiculous when I’m sharing my feedback on designs, and yet designers seem to really love it. I was like, “This font makes me feel like a child.” They’re like, “Oh, that’s excellent.”

Robert Glazer
That, actually, right. Well, at least they know.

Pete Mockaitis
I was like, “Really? I feel nutty when I say that out loud.”

Robert Glazer
At least they know what you don’t like about it. That’s fair on that.

Pete Mockaitis
That’s good. All right. Well, there’s two things you kind of touched upon that I think are really juicy, and I’d love to hear all the great, your favorite tools for them. First, let’s talk about exhaustion, when folks are just tuckered out.

Robert Glazer
They’re toast, and if you think they’re going to come in and work 80 hours a week, even if they wanted to, I think they’re toast. And I actually think it’s happening more at the leadership level. The leaders carry the water in that first year in COVID, and they have the kids they’re worrying about and the sick parents, and their teams. And then I think, eventually, carrying all that water has really impacted them, too.

Pete Mockaitis
All right. So, if you’re good and exhausted, where do you recommend that we start?

Robert Glazer
Yeah, look, it seems counterintuitive when there’s a lot to do but try to give people some real breaks, whether that is the weekend, whether that is their week vacation, whether that is not worrying about emails at 6:00 o’clock after night. One of the tools that I’ve used for years, and, look, France and some places have taken them to the extreme. I think you’d go to jail if you email people after 5:00 o’clock.

But sometimes, like on a Saturday morning, I love to clear out emails from the week, and I learned when I was CEO that if I wrote someone an email on a Saturday, they thought they needed to respond. And I was often doing stuff after hours because that’s when I had time to doing it. I wasn’t looking for a response, that wasn’t the expectation. So, I learned to just use delayed delivery.

And so, anytime I write something outside of kind of normal hours, I delay until 8:00 o’clock the next work day. The side benefit of this is you can look really awesome and be productive at 8:00 o’clock in the morning when…

Pete Mockaitis
“Wow, Robert has given me six emails within…”

Robert Glazer
Yeah, you can do 7:58, 7:59, 8:00, 8:01, now you feel like a slacker in the morning. But I think people really appreciate that, particularly when you are a leader and you’re emailing other people on your team, they don’t know the priority. People tend to assume that everything is important, and not that just you felt like writing the email to them at that time.

Pete Mockaitis
Yeah, or I had a cool idea, and I wanted to get it on paper. And while I was there, how about I copy/paste, send?

Robert Glazer
That’s the other thing I do. I keep a notepad for everyone I meet and I take that cool idea and I put it in the part of the OneNote, and, in that way, I sit down and talk about the four ideas as well so they’re not getting bombarded with ADD at different points of night and day.

Pete Mockaitis
That’s good. Okay. So, exhaustion, real breaks, whether that’s guidelines on the email timing or expectations, clarity that we’re not doing stuff over the weekend, or that week vacation is true and real.

Robert Glazer
Yeah. And, look, model the behavior. So, I’m a leader, “I’m going on vacation this weekend. If you need to reach me by an emergency, here’s the thing.” Put it on my autoreply, “Don’t email from vacation.” Because people will do what you say. This is the same over parenting. People will do what you say not what you do. Sorry, they will do what you do, not what you say. I got that backwards.

And that’s where I think it’s really important. If you tell people, “Oh, it’s fine to take a vacation,” but then you say you’re going on vacation, you’re out of office, and you’re emailing all week, what they take away from that is that it’s not okay to take a vacation.

Pete Mockaitis
Yeah, I remember when I was an intern, like I got the memo in terms of one the one side, the recruiting teams wanted the interns to have a truly fantastic experience so they go back to their university, and say, “Oh, my gosh, you got to work here.” But then there’s your actual work team, and they wanted useful stuff from you that brought things forward and served the client.

And so, I quickly learned, “Oh, in order to do well here, I need to completely ignore the preference of the recruiting team that wants me to not work much, and work as much as necessary to advance the stuff and have things look great for the team I’m working with. Okay, don’t listen to them. Do listen to them. Got it.”

Robert Glazer
And, look, this is the exact point, is that everyone figures this stuff out because the culture values it implicitly or explicitly. And it’s not like anyone told you this, but you very quickly figure out the rules of the road and what you need to do, and that becomes the default point and behavior. Then you think it’s normal and you teach it to the next person.

I literally had a friend, I think in five years, the people he worked for never let him have a vacation without calling him or bothering him. Like, there are just so many reasons why that’s wrong. It’s actually even bad for the company. Like, give the person a break so they actually feel refreshed in coming back. I think you should want people to have a life outside of work. They will do better work.

Pete Mockaitis
Yup, agreed. All right. Now, let’s talk about the folks having difficulty with real conversations, and you say, “Of course, it’s to be expected. They don’t have training or practice very much in that domain.” What are some great first steps to developing that skillset?

Robert Glazer
Practice. I think, I mean, we collect a lot of podcasts that talk about certain topics, “Hey, how do you have this sort of conversation? How do you have a difficult employee conversation?” I remember when I interviewed Patty McCord at Netflix, who’s sort of was part of their whole culture and the culture deck. She talked about when she was training people to do changes in jobs or whatever, she told them to call their own voicemail, say what they were going to say, and listen to it three times.

Just even some basic rep and practice, talk to other people, there are very few things that when you do it for the first time, have never practiced it, it’s going to go well. I think when you think about, in sports, no one does that. In business, we do that all the time. I wrote a Friday Forward about being a speaker at a conference, and I was sort of the general speaker and there was a subject matter expert after me, and I had checked the timing beforehand, I’d met with the AVP people, I had looked at the thing, I had that on my computer.

He came in with three times the amount of slides as the amount of time, didn’t set up AVP, someone had to do his computer. He had great content but he got pulled off stage because he never went through a dry run or practice, or it just doesn’t really work well to do things for the first time, and do them on stage. You should practice anything that you’re going to do.

In fact, someone was saying, our sales team, one thing that we could do better is, when we go into some big pitches, and we did this years ago in front of an important one, it was like we practiced the whole thing an hour beforehand. And what we noticed was we had some awkward transitions, “Oh, no, Pete, you take that. No, I’ll take that.” And we worked those transitions out during the practice, which having not done it, we would’ve made those mistakes in real time.

Pete Mockaitis
And when it comes to the practice of difficult conversations, it’s tricky because, okay, there’s a person, there’s an issue, and we got to talk about it. And, yet, if I want to practice it with them, it’s sort of already the performance…

Robert Glazer
Well, you got to practice it with other people, not with them. But you could practice it with your manager, you could practice it with a peer. Again, you could practice it with yourself. You could sit down there and record it, and be like, “That sounds not good.” Or, again, you can learn some tools that you can use. So, here’s one that I learned, and I learned through all those trainings.

We know the sandwich concept, right? And if you watch it, it’s so awkward. Like, when someone starts a praise, then I’m going to deliver the real thing I want to say, and then wrap it with praise at the end. And you confuse people, and they’re like, “Wait, wait. Am I being reprimanded?” because it’s like two positives and a negative, but negative was the real reason why you were having the conversation.

The last time I had to have one of those really difficult conversations, I actually picked up a cue from someone else, and I started by saying, “Hey, we’re going to have a really difficult conversation, so I just want to let you know that.” That just totally changes the demeanor to me fumbling around for a minute, and being like, “Hey, Pete, what’s going on?”

So, again, but I had to learn that. I learned that from someone else, I learned that that was a best practice. I applied the best practice and it was difficult but I think it went about as good as it could go. And the other benefit is if you know how to do these things, then you don’t lose nights of sleep beforehand on it.

Like, this is the whole point on capacity. Capacity is not more. When you think about intellectual capacity, it’s like if you have a better operating system, if you know how to do it smarter and faster, it should be less energy. If I had 20 of these difficult conversation things, and I walk into one, it will cost me a lot less energy and grief and all the stuff, like, I will know how to do it. That, to me, is the definition of capacity because it’s getting more done with less resources, not more with more resources.

Pete Mockaitis
That’s good. Okay. So, Robert, this is cool stuff, focus on the organization, the team, the leader level. If we find ourselves individual contributors who would like this stuff to be happening in our organizations but isn’t, what do we do?

Robert Glazer
Yeah, look, you can become a leader in the organization with different ways. So, again, a perfect example, just because you’re an individual contributor does not mean you couldn’t start the book club, or the podcast club, or a class, or help start a fitness competition for everyone at the organization. So, yeah, you want to honor individual contributors who don’t want to be leaders.

I think there’s a difference between wanting to be an individual contributor and not have a big team, and wanting to be a loner and not care about other people at the organization. I think, actually, what would make an individual contributor stronger is the more connection they have to the company overall. So, I think they should look at these things as opportunities.

Pete Mockaitis
All right. Robert, anything else you want to make sure to mention?

Robert Glazer
No, the one other thing I will mention is when we talked about the spiritual capacity and the core values of helping your team understand their core values, in Elevate, I did not have anywhere to point people to do this. And so, we started building it out over the years. We started doing it with our team. I turned it into a course.

There’s some information on that in the book but, also, if you go to CoreValuesCourse.com, if you’re interested for yourself or for your team to figure out, “What are our core values?” there’s an actual process that’ll take you through that.

Pete Mockaitis
Well, that sounds fantastic, and I want to hear more about it. What does the process look like?

Robert Glazer
Yes. So, it goes through a bunch of different behavioral-based questions to figure out, “In different environments in your life, where are you successful or not successful?” And I think when you answer these questions, and you ask to start to pull the answers together, you start to see some pretty consistent themes around where you show up and are highly engaged, and where you are disengaged. And it starts kind of setting the foundation for what your personal core values might look like. And then it gives you kind of a process to suss those out.

Pete Mockaitis
All right. Cool. Well, now could you share with us a favorite quote, something you find inspiring?

Robert Glazer
“What the wise man does at the beginning, the fool does at the end.” I’ve always liked that one.

Pete Mockaitis
And a favorite study or experiment or bit of research?

Robert Glazer
I was reading about the Dunning-Kruger Effect recently, which was pretty interesting. Dunning-Kruger says that the people who understand something the least often have the greatest overconfidence in their knowledge on the subject. And so, it’s an interesting study in organization or otherwise. Sometimes the loudest voice on something is often the most uninformed.

Pete Mockaitis
And a favorite book?

Robert Glazer
Well, I love Atlas Shrugged is one of my favorite books. The book I give to a lot of people is a book called Mistakes Were Made (But Not by Me).

Pete Mockaitis
Oh, I love it.

Robert Glazer
It’s sort of the definitive book. I have it on my desk here on cognitive dissonance. And I interviewed the authors recently. I think cognitive dissonance is so prevalent in everything we do every day, and just understanding that is a huge competitive advantage.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Robert Glazer
I don’t think I could live without this tool called SaneBox, which takes your email, filters it out, lets you snooze it to come back. So, it just keeps a lot of email that you don’t need to read out of your peripheral vision. And I remember one time my subscription expired, and like, 300 emails dropped back into my inbox, and I almost had a panic attack. Like, that’s how you know a tool is valuable to you.

Pete Mockaitis
And a favorite habit?

Robert Glazer
Well, I like brewing French brew coffee, and it takes five or ten minutes, so I try to time some…I like the concept of habit stacking. So, I try to do something else during those five or ten minutes I wouldn’t do, whether it’s writing in a journal, or stretching, or otherwise, because I can tie it to doing that every day. So, I like the concept of stacking a habit, like something you’re already doing with something that you want to be doing.

Pete Mockaitis
Okay. And is there a key nugget you share that you’re known for, folks are always quoting this Robert Glazer gem?

Robert Glazer
Friday Forward, I think, is the most popular of all time, it’s called the “BS of Busy.” And I think there are some things in there around many of us are busy or just saying that as an answer to everything, and we really need to understand it’s not a great answer to, “How are you busy?” when someone asks. So, I think we need to move away from being busy to being productive and being fulfilled, and so I’ve talked about that a few different times.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Robert Glazer
Yeah, so everything of mine, Friday Forward, books, podcasts, everything is at RobertGlazer.com, including the new book. If you want the shortest path to the new book, it’s EYT, like “Elevate Your Team,” EYTBook.com.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Robert Glazer
Yeah, the final challenge I think would be figure out what is most important to your organization today, and then see how you could be helpful to it.

Pete Mockaitis
All right. Robert, it’s been a treat. I wish you much luck and elevation.

Robert Glazer
Thank you, Pete.