Sean: What did you notice about their company culture that made them win? Or those that made them lose and not succeed.
Jason: I think the difference was, and it’s funny, I was talking to one of my business partners in another business of mine about this today. And I think the difference is that a lot of people were focused on success and ego and money.
And that’s hard to build long-term success because there are people that feel left out and there’s a lot of ups and downs. And what I found in the other businesses, they were looking for more fulfillment and a higher purpose. Like we’re serving other people and we’re helping them. We’re on a noble mission.
This is bigger than the company itself or the money that we’re making. And it’s about the people and the relationships that you’re building here. And so success was a piece of it, but it wasn’t the sole mission. And they think that they understood that that was the requirement to get people enrolled in things like that, because you’re not going to get someone to work 60, 70, 80 hours.
And operate at peak performance and give them their all, if you don’t feel like you’re doing something important and you’re making an impact, that’s outside of the dollars being generated. And they think that that was really the secret sauce in what they were able to do, that other people failed to see.
And they actually really believed it overall, where there were a lot of other people that did it because they wanted to be CEO of a company and make a lot of money. And they wanted to assure themselves that they made a lot of money, but they don’t really care if anyone else did. So they, people saw that.
And I think that ended up having short-term success. And then a lot of those businesses ended up failing. And I think the other part of it was, – Netflix is a great example, as they invested a lot in their people. They understood that creating an atmosphere of re – belonging connection inside of the company and really creating and focusing on the people was the core part of what they had to do.
To sustain the business for a long time. And I felt like a lot of other people gave it lip service, didn’t really believe in it or didn’t invest in it. And the people were actually not even second, but they were like last. And I think what ended up happening is that you’ll see a lot of businesses didn’t do well because people figured that out.
Right. And then they just job hop and they just left and you have a lot of turnover and there’s environments. And then people really aren’t working their best because they know. That they’re essentially just being used. Right. And no one is allowed to be a part of all of that. So I think that those were the main, like larger concepts that I saw people do, and I don’t think it really plays itself out any differently now.
And I don’t really think it matters the scale of your business, whether it’s a five person business or it’s a 50,000 people business. I think all those things stay true today and probably even more so. Especially being in the environment that we’re currently in and what looks like to be what we’re going to be facing probably for the next couple of years.