Today's podcast is a mashup of three clips that Gary shared on LinkedIn,

where he talks about his points of views on building culture,

trust in the workplace, and how to manage a team with empathy and kindness.

Have you ever felt micro-managed at work?

In this clip, Gary talks about why he trusts his team blindly.

I think people say no to opt-in because they fear ramifications.

I don't think micro-losses are scary and empowering people to make decisions is how you scale.

And to me, I've always thought that somebody doing an 86 instead of my 100 is better than not

doing it at all, plus how am I ever going to learn if somebody is capable without giving them a

chance. Like eventually you have to let your kids swim. Eventually you have to let them swing

the back. And so yeah, I'm completely not driven by fear. And people are. And the reason people

don't let people do things is they fear it. Or they have, I mean, it's ego. A lot of people don't

want their understudies or their direct reports or the people they manage to be better at something

than them. It's just insecurity. I say yes. I give trust at first. You can lose it. People

like trust is earned. I'm like cool. That seems fucking slow and egotistical. Like who the fuck am I

to have it earned? You know, like great. Like fuck that. To me, trust is given. And then you lose it

if you're a dick face, incapable. Incapable, excuse me. And I've proven that you're not worthy of

the challenge or the role. I think one thing I've noticed though that is a counteract to my move

is that a lot of times when you accelerate that too soon, people become entitled. They get

they in the micro get a little bit of high on their supply and they think they're big shit.

And they start having egos underneath you when you were like watching my people that I empower

with like I trust you blindly, then not trust people blindly underneath them. Is heartbreaking

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