This is the Gary V. Audio Experience.

But can I ask you like, how do you define a high-performing team and how to measure it?

I measure, you know, how to find how to measure it. I define it based on how I measure it.

I think that for me a high-performing team starts with retention.

I basically the own more than even how much money we have in the bank.

I care more about how long are people staying at the company on average.

So for me a high-performing team is first based on retention, which is just black and white math.

On the gray side, the non-measurable, I use my intuition on how happy are the people.

Some people stay in jobs because of money. That is often a gateway to unhappiness.

And so it's not just retention. It's overall common sense slash intuition, slash emotional intelligence to get a sense of how happy are they while they're here.

And then finally, I judge performance or know how it's a high-performing team based on the results.

For all the warm and fuzzies, I'm sure you sense this in the book that I wrote.

For all the warm and fuzzies and la la la, and all this, in that book are words like tenacity and ambition.

And I think work ethic matters and I think results matter. I think that so much of the world's unhappiness and anxiety is based on the fact that we eliminated or demonized competition at the youth level.

The idea that eighth place trophies are a good idea is a huge mistake in my one person's opinion.

And so the other way I recognize if there's a high-performing team is if they're winning. And in business, that means they're hitting their financial goals, both top-line revenue and profit.

For me, not only do I measure success financially, top-line and below-line revenue, in a year, I try to look at it in a three, five, seven-year window,

thus giving, and this is important to hear, thus giving a team the ability to over-focus on happiness and retention in a given year that may actually hurt them on their top-line and bottom-line revenue.

But if I look at the body of work, I'm always building businesses in perpetuity.

You know, we talk all about building brand, which is a marathon, right? Let's build a brand, yet you know this. Everybody here knows this.

The business operators from the CFO down care very much about sales.

And we do many things to hurt our brand in the face of hitting numbers and sales because we are in corporate environments held accountable to stock prices.

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