welcome to part two of everything we learned at Harvard Business School in our last episode we talked about the hard skills that Gan learned at HBS which includes strategy finance product and marketing in today's episode we're going to go over the soft skills some of the skills that HBS is really known for and famous for like leadership and networking harvard Business School is renowned for creating leaders and a lot of times people say that the true value of the education at HBS is learning your own leadership style and then also all the networking that you do i'm Sheree i'm Jean and we're the Tiger Sisters [Music] if this is the first time you're meeting us here's a brief introduction jean is my older sister she graduated from Harvard Business School in 2017 and she's had a kickass career well before that as well so she worked in finance as her first job coming out of undergrad she was at Goldman Sachs and then she transitioned her finance career into tech she was a product manager at the gaming company Zingga and then she went to business school after business school she led product augmented reality monetization at Snapchat and now we're working on our entrepreneurial journey together trying to make all these institutions and industries that we worked in a little less gatekeep so more people can learn more about them i'm Sheree i just recently graduated from Stanford's business school back in June and we're now in this new chapter of our life together so we hope you enjoy this episode and check out all of our other videos in this season and also in the past seasons of Tiger Sisters and we're going to get started right after this break hey guys quick break to let you know that we now have merch on sistersmatcha.com we have sweatshirts and t-shirts that we designed yourselves go check it out and please rate us five stars on Spotify and Apple podcasts these ratings are so important for the distribution and survival of Tiger Sisters podcast thank you for your support okay now let's get started on leadership it is one of the biggest pillars at HBS if not the biggest pillar we studied all sorts of leadership theory at HBS from the classic command and control style to the more modern servant leadership style and we're going to dive into the top styles of leadership today how they affect different companies walking through examples of different leaders at different companies and also kind of talk about how you can apply it in your life too i am so excited to talk about this because it seems kind of like squishy you know but there are four common leadership styles that we're going to outline and it's like actually really important because different leadership styles directly impact the culture of a company that you work for how people think about performance and how they grow in their career so this is actually really important to talk about and performance translates to stock price enter the chi enter HBS cha-ching sound effect yeah so the first style of leadership we're going to talk about is servant leadership gan why don't you kick us off so the idea of servant leadership is to actually sort of flip the idea of leadership on its head and kind of subverting the hierarchy where when you're the leader you approach leadership as serving everyone who actually works for you so what does that mean one really good example we used Starbucks in our previous episode let's use Starbucks again so Howard Schultz who was the CEO longtime CEO of Starbucks left they brought him back like he's kind of a legend iconic he's iconic and he's also iconic for sort of being the star of a lot of HBS cases actually but Howard Schultz is a pretty famous instance of servant leadership and he really employed servant leadership not only in the way that he actually led his employees from the day in day-today but also in how he structured the policies of his company so he was one of the very first people to give um benefits to even part-time baristas and that was very much aligned with the company values and the company culture of creating the idea of a third space so he wanted to create a third space not only for his customers but he wanted his employees to feel that as well and he was like they can't feel that um and they can't create that sort of comfort comfortable space for customers unless they also have amazing benefits yeah I feel like this is the epitome when people are like leaders eat last like this is the actual people say that it's the name of a very famous book but also people say like people who are talking about servant leadership are like leaders should eat last and a lot of my classmates who came from the military actually have this mindset as well like I think a lot of military folks come out of their training and they're like "Okay this is the type of lead there's the leadership where you're like up in the front like leading people but then also it's actually more empowering at times when you're like leading from the back too because then you're empowering your employees or your team to drive forward your mission like you don't even have to be at the front and like be you know dictating anything yeah it's actually very powerful when employees especially line employees see you doing the things and see you also like changing the printer cartridge or like doing simple things that sort of illustrate hey I'm in here in the trenches with you guys like I'm not above anyone task just because I'm your boss i'm here doing it with you too it's actually the type of leadership that I enjoy the most like when I was working with my engineering team and my design team at LinkedIn it's not like I was just like telling people what to do i was doing it with them so we're like co-creating together and actually one of my bosses at LinkedIn Albert he also employed servant leadership and as like a gift to me when I got promoted is that he gave me two terracotta soldiers what like you know like the like from ch like from China there were um they're at home here somewhere but like they're like these small miniature shoulder soldiers that like one was standing up and one was like kneeling down and he's like "I give these to you congratulations on your promotion like remember servant leadership is how we serve what I know so this is such good lore i This is like I don't even remember i don't think you've ever told me this story and I had it on my desk for the longest time at at work so it's um this is actually very meaningful for me so I is such a W boss i know he's such a good boss i can't believe he gave you he gave me two terracotta soldier statues like literally miniature and they sat at my desk to remind me of like servant leadership oh that's so beautiful so I think it's also like a really hot phrase nowadays so if you're taking anything away from this episode like you should know like servant leadership is like kind of like very buzzy and people are very excited about it yeah it's a good term to like throw into the conversation actually if you're talking about leadership style servant leadership but back to the example of Starbucks not only does servant leadership help foster a better environment for the employees where servant leadership also comes in for the bottom line is that once you have employees who are more invested in the company they do a better job at their job they also go above and beyond at creating a a better customer experience which then in turns translates to more profit and a better bottom line so think increased brand loyalty and increased revenue growth yeah so if the experience is better for the employee like the outcome is like 10 times greater for the customer itself so this is really a great leadership style to lean into this is a good example where it translates pretty directly Starbucks that's why I like this example okay so the second style of leadership is called transformational leadership sheree can you tell us about that so the classic example for transformational leadership is thinking about a leader who just has like the most insane vision and is like super compelling and you're like "OMG I definitely want to follow this person." A classic example is Steve Jobs if you guys have seen any of his you know on stage product announcements he's just like a visionary that people think obviously he's really great at speaking really great at presenting but he's also really gifted at creating a compelling vision that everyone wants to buy into his vision definitely energizes employees and helps them dream up what they could possibly achieve together yeah and I think in turn it also translates into a cult following of fans right like what other brand has so much cache and brand power and loyalty aside from Apple yeah people love I mean people love their Apple products like nothing else compares yeah and also part of it is the idea of like the cult of the leader that really plays into it too right people like back in the day I I don't know if people remember this but people used to line up for hours like overnight waiting for the new iPhone to come out and it wasn't just because the iPhone was so revolutionary every time it was because people wanted to be the first to get their hands on whatever Steve Jobs had dreamed up yeah he was really special and amazing and drove not only a lot of that innovation but also kind of the concept of the entire company was like really wrapped up in him yeah i mean it's not even just the customers i think the employees like this is like leadership transformational leadership for the employees i think people like were really afraid of him but also so enamored by him yeah people would talk about how he was so magnetic and when he like looked you in the eye he could compel you to do anything like just by like looking at you in the eye and you'd be like "Steve that's not possible i cannot possibly make that deadline." He would look you in the eye be like "Shere yes you can i believe in you." Hey I'm over here what are you i was looking into my camera but then people would make the impossible happen yeah and then a more like modern day example of this a lot of people say that um working for Elon Musk also felt the same at times and he's kind of created that sort of cult following within his own company as well but there are downsides yeah I mean there are downsides because like for example with Steve Jobs passing away I think there's a big question mark of like when that happened who would take over and would they even have the same um effect on the company tim Apple doesn't have the same voice tim Apple's a little bit different you don't You don't get that Steve Job rit but I mean Apple is still a very wildly successful company but I think as that chapter ended with Steve Jobs um stepping away stepping down a part of the company changed as well and I'm sure for the employees on the inside so the last takeaway is that transformational leaders spark massive innovation and they can change entire industries but they must have strong management teams behind them in order to maintain stability okay so the third style of leadership we're going to talk about is transactional leadership gan can you let us know a little bit more about this yes transactional leadership is kind of the triedand-true classic standard of leadership it's also sometimes called carrot and stick leadership and I think the most famous original example is Jack Welch at GE in the 80s and the '9s and what this leadership style is is creating very clear rewards structures and penalties jack Welch was one of the very first CEOs to implement what he called a rank and yank system where the bottom 10% of performers were let go every single year and then he also rewarded outperformers in an outsized way so if you were the top 10% performers you got a major bonus way more than anyone else you know was not in the top 10 percent this worked really really well ge was massively successful in the 80s and 90s outperformed a ton and that's why this kind of became the standard for a lot of different companies so I worked at Goldman Shri mentioned right out of um undergrad and that's what we did at Goldman the bottom 10% of people were let go every single year yeah and I thought it was normal because it was my first job out of school i mean the thing is I don't know how I feel about the style of leadership um because the culture that it creates it's like extremely cutthroat it can be a very successful method to incentivize and reward people for doing the best work but yes it's incredibly cutthroat and competitive yeah and I would say like a lot of financial industries um like working in investment banking private equity at sometimes um consulting it is like an up or out system instead of rank or yank like the new phrasing up or out is up or out like you either get promoted or you got to go you're fired i think it puts a lot of stress especially on young people like when I was like fresh out of school and my friends were working investment banking they were so nervous about their like performance review if they were going to be promoted or not didn't that make them work harder and it made them perform better yeah and they made them it made them hate their co-work like their co-workers at the expense of their mental health yes exactly um the thing is like my initial reaction is to label this as toxic and like that's just like me being like Jenz like oh my god that's s such a toxic work environment but I do think this works for certain industries because even in tech the sales org within if you have like a sales team within your tech company which many of them do like if you're working in B2B SAS like a lot of sales orgs have upper out rank or rank or yank type of structures to incentivize sales people well yeah i mean the other numbers driven in a sales org the the main saying is you you kill what you eat or you eat what you kill have you ever heard that no oh really oh you eat what you kill so basically everything you do is accreative to you but you don't really get any necessarily like benefit of the doubt otherwise it's like bring in the money or leave like the reason you're here is to hit your quota or exceed your quota it's just like so numbers driven that at the end of the day they haven't hit their metrics yeah or closed a certain number of deals yeah there's just no like allowance for I guess extenduating circumstance yeah the way that I feel like other organizations within a certain company might have yeah i think also you know why it's because in other parts of the org like in product or engineering or whatnot they work on much longer term projects which take longer than a quarter can take longer than two quarters can even take multiple years to see results so it's harder to judge them on such discrete metrics versus a lot of times most of the times uh sales orgs are judged within the quarter yes that's right it's within the quarter so you have you live and die by your numbers yeah um at LinkedIn and at a lot of companies that have sales teams the top like 1% I think of people of top performers would have an incentive and it's called club and they would bring like top performers this is just the lore i've obviously never been but my friends who worked in sales like would tell me about it you weren't in the club i wasn't in the club she literally was not in the club well I wasn't on the sales team number one so she wasn't in the club and many people who were on the sales team were not in the club anyways just like you but they would bring them to like Bali or something or like something crazy they would go to club yeah it was kind of similar at Zingga the number one performing um studio each uh quarter would get a massive reward so the entire studio it would be like 60 to like 120 people would all go on a trip together so that's why I went to Hawaii multiple times with my team as a reward trip we went to Vegas multiple times as reward trips went on ski trips together but that doesn't really happen as much anymore i feel like people really clamped down on it but anyways that the glory days are over glory days are over i have one more kind of lore story is that at Snap at the very beginning we sold ads at Snap and at the very beginning the way that the incentive structure was was that sales people would literally get 1% of what they sold which is insane like if you just run the numbers some of those sales leaders made out like bandits like did so so well for themselves um but that is very very much back to what we were saying carrot and stick the ultimate carrot you get to keep 1% of the revenue of your ad sales yeah you you literally eat what you kill it's it's actually like very powerful money money so yeah so that is transactional leadership now we shake hands so the last and final form of leadership we're going to talk about is laser also known as hands-off leadership i thought it was pronounced lzair lzair lzair lzifair lzair oh anyway um yeah this is actually a very controversial leadership style and it's basically the idea that there is no official hierarchy and everyone in the team will self-organize around the most important goals and those will be self-identified and that's what people are going to sort of um gravitate gravitate towards and work on and so one really famous example of this is this company called Valve um there's definitely HBS cases written about them i did a case about them once learned about this at Stanford as well with an HBS case probably we at Stanford's cases are all HBS cases okay so Valve is the video game developer behind Steam and the idea behind uh them doing lazy fair leadership is that they think it unleashes a massive amount of creativity and the idea that people can sort of socialize and put their energy into whatever projects they deem the most important that kind of creates this like massive you explosion of creativity and people are doing all these things that never would have been sort of come up with if you had ahead of time done like a major strategy exercise and you know sort of had top down leadership deciding what people focus on so it's pretty controversial I think yeah my two cents nobody asked my two cents what are your two cents Sheree my two cents on this leadership I'm like when I first learned about this I was like this is dumb i was like why would anyone do this obviously it's worked well but I think it's just so dependent on the company the company culture obviously like the style of leadership affects the culture the culture affects the leadership but like it really requires like fastm moving people and people who take extreme ownership and want to like if you know if there's no one telling you what to do you need the type of personalities working at the company who will then take the initiative and take it on i think coming from a big tech company my experience is that like it can feel very complacent and if you don't have people on the team who are like willing to step up rise up and take responsibility then it like everyone's kind of like looking around and like what do we do and so like I've worked on teams like that and I'm like I just don't see this happening on like the teams that I've worked on however like in a different circumstance different people different industry um it could come together but my initial reaction was like what nothing would get done she said "Rise up rise up on your knees you rise up." Anyway I think I could take the devil's advocate devil's advocate to love being devil's I love I love being the devil in smaller teams it can work really really well smaller teams where you have a lot of trust and there isn't any hierarchy and what I'll say is maybe in our company in a lot of ways we are less afair leadership yeah a company of two people i agree yeah but like it's not like I am in control of what you do and you're in control of what I do so if you expand that even beyond us like let's say there were six more people in our company that were sort of equivalent to you and me where we have the same level of trust in their competence and we're we can say like hey this is your area of ownership and go ahead and run at it you could see how this could eventually expand this takes extreme extreme ownership trust and extreme trust and extreme delegation and I think it is extremely fragile there's no delegation the point is that there's zero delegation you just delegate to yourself sorry then I take back delegation collaboration I guess no I guess extreme delegation is is what I mean but I I see your point where I'm just like I'm not going to handle this you handle it and then they go running with it but I wouldn't even be telling someone to handle it it's not delegation it's ownership yeah it's extreme self ownership this makes me want to throw up she's so big techified i know she's so all she knows are is structure and she just wants to be told like how do I excel and she wants everyone to just play their role well actually I don't think that's quite it i think it's more that I'm just cynical i think I've just seen a lot of people rest and vest and so if I were working on a smaller team where everyone's in it and everyone's collaborating and has as much to win and to lose I would feel much more safe i've worked with people who are just like who made her feel unsafe who are just complacent and I'm like who are not hungry i'm I'm freaking hungry to like win and to get it and if you're not hungry then I'm like then this is not going to work she hates complacent people complacent people show yourselves i mean this is just who I am and if you want to work with Tiger Sisters aka You'll want to work with us if you want to work with Tiger Sisters aka Sisters Worldwide aka Sisters Matcha you come to me on the day of my daughter's wedding anyways we're going we're going home okay no one thing I will say is that the way that this is presented is it's very black or white which is also not the case in the real world right i will say a lot of companies will have elements of Lazair leadership within the company and I actually think when I worked at Zinga there were a lot of elements of Lazy Fair leadership and I've said before that the company motto at Zingga was be your own CEO and the the way that the company was structured is that there were a lot of different um gaming studios so each game had its own GM so basically each game had its own president under the CEO and so all of these different studios were run completely separately they had their own GMs they had their own CTOs they had their own um head of product like chief product officer within the within the the studio yeah and so that in some ways is sort of lazy applied in a different way yeah I can see that i think just lazy fair it unleashes a lot of creativity yes gives a lot of ownership to the individual team but it also requires a lot of self-discipline and a lot of self-management okay so the main takeaway of all of this is that there are many different styles of leadership and it's not like a one-sizefits-all as you can see Gene and I as we're talking through each style we're like "Oh we've seen some of this we've seen some of that." Like sometimes it's a combination of all these different styles put together different styles call for different approaches and sometimes the best leaders are able to weave all these different styles together to create a culture and approach of their own yeah and I think the point of actually learning about this framework of all these different styles is so that you can draw from each of them and pull in which elements make sense to you which one works for your company culture that you're trying to create and I think the other thing to keep in mind is that it's not one-sizefits-all for even the company right so depending on what stage your company is in let's say you're a really early startup like Sheree and I it actually makes sense to be LZair right like we don't need to create some crazy structure between the two of us because when's my bonus coming eat what you kill because it's just the two of us yeah but once we start growing and we have more people then maybe we do want to transition to transactional because then there's actually a rubric and people understand what they have to do in order to be perceived as or to be measured as successful right and then maybe from there that's what sets up the base where you can actually have um transformational leadership come in right that's when you say when people really understand what their roles are and what they're supposed to do then you could say this is what we're aiming for like we are sort of aiming for the stars this is we're trying to do something that's never been done before and we need you guys to actually go above and beyond what is stated in your roles in order for us to all do that together so yeah depending on the stage of your company depending on the industry of your company depending on your own personal style the idea is to take all this what you've learned and then use it for yourself okay now moving on to our next section which is networking networking is often considered the biggest intangible benefit of an MBA especially at Harvard the idea is that at HBS or at GSB or wherever you are you're surrounded by peers who are all investors future leaders um operational kind of experts and you're just building these organic relationships with them and the ideas that you kind of start building together in the future I mean a lot of people go to get their MBA because of the network and this is like I'm going to give you kind of one example of how that might play out and how it has played out with our startup um Tiger Sisters podcast and Sisters Worldwide which is what we're building together when you're going to get your MBA there are like three things you should think about if especially you are starting a company of your own first is the network of your classmates the second is the network of the faculty and professors you're surrounded by and third is the network of alums and potential investors so for the first category of like network is like your classmates these are like Gene mentioned like brilliant people who have been like so highly vetted and have done amazing things in their career before coming to business school like for example since I started this podcast the idea of podcasting when I was in business school I was able to ask my classmates to be on my first ever podcast which was Shereice Corner before we had Tiger Sisters and because of that like I was able to figure out the kinks of podcasting i was able to reach out to my community of classmates as my first like beta testers for my podcast before you know we hit the big leagues they were so helpful so kind and each time I iterated with them I was able to learn something new so that Gene and I are able to network on this full-time relatively seamlessly the second network that is super helpful and useful actually invaluable at business school is faculty support and also professors so in my last few quarters of business school there's like two examples that come to mind like one I was able to ask these incredible lecturers and professors Joel Peterson um Glenn Crayon who are iconic professors of mine who I've had the privilege to learn from but they were on my podcast which was so amazing and also the second example is that I worked with another professor lecturer at Stanford Allison Kuger whose specialty is in media and entertainment and so she and I were able to work really closely over my last few quarters as I pitched her the idea idea of you know working with my sister in entertainment after graduating and so they were their advice their experiences like I don't know how else I would have been connected to such amazing industry professionals yeah outside of Stanford's business school program and the third type of networking that people usually do at business school is with alums and investors many times the alums are the investors yeah another example that happened just last week is that um recently um some companies have reached out to Shri and I with different business opportunities of ways they want us to collaborate and work with them together and they were in industries that candidly we know nothing about um as you guys know you know we have sisters matcha but that's all been totally new to us neither of us have ever worked in CBG or made anything remotely that you can hold in your hand so last week I actually was like who do I know that's in this industry and I realized one of my really really good friends is I want to say one of the foremost experts in this kind of newish industry and I literally just texted her and I was like hey um can I show you this contract that they sent us and get your thoughts on this and like this is what they offer this is what they had in mind this is what seems weird to me based off of my business intuition this is what I think I'm surprised by this is what and I just we just basically texted she looked it over she even made a tiny little spreadsheet for me in like 5 seconds and sent it over and she was like "Hey this is how I think the math would work out." And I was like "Wait so you did like they didn't include this in the the like the profit aspect." Anyway I'm not telling the story well but the whole point is that I was able to text her and she came back to me and she was like the most valuable adviser I could have possibly had in the world like it's just so cool and I was like "Oh my god thank you so much this is so so helpful." And she's like "Yeah no problem like I'm sure I'll ask you for for help sometime in the future too." And I'm like "Yeah I'm sure you will." I mean I think it's also not only just having access to this network too it's really how you kind of make use of it and not only like you receiving help but also providing help to the network as well and so it's like awesome to hear that you and your friend have kept in touch and are able to lift each other up in in different ways yeah totally and I think it's not just access it's very casual access right like this person that I texted she's my good friend and I didn't really think twice about texting her i wasn't like "Oh like should I reach out should I not reach out?" I was like "Hey dude look what do you think?" You know and it's actually fun to help each other with areas of your own expertise like if somebody texted me something and I was the exact person perfect person to help them with their problem I would be really excited to lend my expertise to them you know it's actually like really fun to help your friends out and fun to help them succeed and vice versa um so it's it kind of goes back to remember when we interviewed Imran Khan and he said "You're not really my friend unless I can just text you unless I have your phone number and I can text you anytime and you respond to me pretty much right away." Yeah i was That's kind of the case here i think that's also why it's powerful it's like not just having these people in your like second third degree network it's having all these people that are really impressive and amazing and just being able to reach out very easily and casually and knowing that it's reciprocal mhm absolutely okay so Sheree can we get a little bit tactical here so how do you actually go through the process of I guess like networking even if you've met these people how do you be more intentional intentional about maintain your relationships yeah I think networking is all about intentionality it's like so easy to kind of sit back and just like wait for it to happen but you have to like be very mindful of how you go about it and it's honestly one of the things I really enjoy which is kind of like sick of me but like I really like it so like whenever this is her personality it's kind of my personality like whenever I have like I'm really whenever I'm reading an article and I was like oh my god this would be perfect for Glen Kramer like my my one of my lecturers who I'm like super close with he was the former editor of the New York Times for like 36 37 years yeah dude i love Glen Crayon he's so badass so cool i've only met him once but I love him he's like legendary in so many ways um but like if I like read an article I'm like "Oh this is interesting glenn would love this." Like I'll send him that article and in that vein like when I'm sending him that article it's like a correspondence where I could be like updating him on some of the stuff that my sister and I are working on i mean I do that all the time for the professors that I stay in contact with just because like they're my friends and like I'm constantly like reminded of ways that I'm like "Oh he would find this interesting or she would find this interesting." But like it takes that like little extra step of intentionality not only having the thought but whenever you have the thought just like go and do it and send an email and it doesn't have to be like a 20 minute exercise where you're like reading your email over like 15 times be like "Oh my god should I have written this?" No just be like "Hi like dear so and so like like was reading this article and I thought of you thought you might like it for this reason." Then just you know wrap up the email and send it yeah this is Sheree is very very good at this i think like naturally it also I think it's a skill that can be built and it's a muscle that can be built up over time so if you do it a few times then you kind of get into the habit of doing it and it doesn't feel like scary each time yeah i think it's more natural to you than me because for me I'm and probably a lot of people out there it's more I think I I feel like I have to think more about the email and like make sure it's like written in the right way so that I create this barrier for myself to even send it what I could do is maybe just have a more casual mindset about it i mean unless you're emailing like the prime minister of Norway like I'm like you know what I mean and I'm like "Hey kind of how actually kind of how you're email you're texting your friend." Yes is the mindset in which you should approach these like intentional networking discussions yeah yeah yeah i think that's actually a great way to look at it and I'm I'm trying to do that more is to just treat more people like they are your friends because I think generally people want to be friends with you and if you just treat people as your friend then they'll treat you as their friend i love it okay so last question on this topic is that how could you replicate this without having an Ivy League degree or without actually going to business school yeah I think the most important principle is to make sure that you're offering help first before like receiving help that is like one of the most important things about networking i think it networking get gets such a bad reputation because in in my mind like a lot of people are like take take take take take and like that is not what networking is at all networking is so much more about giving than it is about receiving um you have to be willing and open to give help and open up your own network open up your own resources before you even receive help at all um it's kind of how I think about mentorship as well a lot of people I think go into mentorship being like "Dear so and so you're amazing please mentor me." But mentorship is very much a two-way street and before you ask someone for help you also have to give help someone who's watching this might be thinking like well I'm just little old me like what do I have to offer like how can I actually help this person that is you know five steps ahead of me in their career and one example I would give is like even for you sending an email you know of like hey I read this article i think you would really enjoy it for XYZ reasons that's already kind of an overture that's like offering help to someone in a way that anyone can do right like Glenn Cremon doesn't actually need you to like for anything no but actually this this this really worked out because I read an article yeah wait this is such a good story so um Glenn Cremon one of my writing professors at Stanford he has a class on like LinkedIn and like how to make your LinkedIn how to spruce it up how to have the right LinkedIn introduction all this stuff and there was like an article that was written about like LinkedIn specifically the topic um that he like talks about in his lecture and so I read the article and I sent it to him and he responded within like 15 minutes he's like "Thank you so much i'm going to include this in my next lecture." like you know it was just that was professor have such an easy way to offer up help and offer up that hey I'm thinking about you and it made a tangible difference in how he runs his life i mean that's such a good example cuz like you could be like oh what could you know Sharice her his former student possibly offer this like worldrenowned lecturer who was also a worldrenowned Yeah times editor new York Times editor and like literally you helped him with his lesson plan exactly exactly so and it wasn't like I like moved mountains or like I like completely like um changed turned his world upside down it was just like a little little thing and it helped and that's I think just it builds goodwill i wasn't even trying to build goodwill i was like "Hey I thought of you this is helpful." Yeah I love that example that's such a good example yeah love you Glenn okay guys that's pretty much everything I learned at Harvard Business School about leadership and networking in 30 minutes what a good overview and the fact that you paid over $250,000 but you guys get it for free and in 30 minutes is great and if you guys haven't seen we have another episode it's part one where we talk about more of the hard skills that Gan learned at Harvard Business School and we go over that in that episode please check it out yeah and also we did say this is everything I learned in 30 minutes it's not literally everything it's a good summary it's a good summary but we could also probably create like 25 more of these and they would all be a creative and you guys would learn a lot from it so tell us your questions like let us know what areas you want us to dive into more and what specific questions you have what you want to learn about and maybe we can answer them yes and please remember to like comment and subscribe and share this episode with someone who would find it helpful we read all the comments let us know what questions you have and we'll see you next time thanks bye hey everyone quick break to share something special sisters Matcha we've launched limited batches of ceremonial grade single estate single cultivar matcha straight from the family farm Sheree worked on in Japan it's pure authentic and crafted with intention head to sistersmatcha.com to grab yours before it sells out make matcha your daily ritual for lasting energy and focus