Darrin: [00:00:08] Jonathan Kaiser what is the BIGGEST RISK? [00:00:11][2.9]
Jonathan: [00:00:11] I think for me it's a it's not an insurance answer even though what you do is extremely valuable and without it, companies put themselves at risk which never seems like a big deal until you need it and then you need it badly. [00:00:28][17.1]
[00:00:29] For me the biggest risk is cultural dilution. [00:00:33][3.1]
[00:00:34] And it's something that I'm very actively aware of daily. There are so many times that I'm tempted to choose revenue over culture. Whether it's because I have to let somebody go which are some of the biggest lessons I've learned in the past. Somebody talks a good game. You think there's somebody that's wired for service. Then they get in and you realize that that was just it was just a really good sales job they used to get in the door. And making sure that people are living it right it's easy for people to get busy and forget that we are committed to these 15 cooperating principles and that's what makes us special so cultural dilution as we scale I think is the biggest risk. Because if we if we dilute our culture then we're just another real estate firm and ruthlessness springs up and everything that I set out to change goes away. And that's part of why this book is so important to me right. It's like in it we describe the three levels of reinvention which is an inside out reinvention. It's start with yourself and you reinvent your company culture around service and then you reinvent your relationship with your stakeholders. And it has to be that inside out thing. And one of the things that we've done here recently is as we've built this firm people come through our space and say oh my gosh this is amazing. How have you guys done this? How can I do this in my own organizations? So we've launched the Kaiser Institute. And the Kaiser Institute is designed to train, empower and certify the next generation of selfless leader. In the future, there will be a Kaiser certification or just like somebody gets an MBA or a black belt in Six Sigma or the Kaiser certification which means they know how to go in and affect change around culture within organizations. We'll also have one for the organizations themselves. So companies come to me and say I want to be Keyser certified. I want to show that our that we live these values. And so again at the end of the day it's my biggest risk is that we get away from what got us here. That we get away from the vision of changing the business world through selfless service and proving that you don't have to be ruthless to win. I mean my whole mantra is success to service. Not serve and go broke. But succeed through service. Not in the short game necessarily but in the long game. And if imagine a world, I can just envision a world so clearly, where to best and the brightest spend their days selflessly helping other people. Not because they think it's the right thing to do but because they get at a deep level that is in their own personal best interest to do so. That world excites me. That's a world I want to be a part of. And that's a world I wake up every morning and try to help create. [00:00:34][0.0]