Transcript context±30s around the cut

• 35:06 → 35:36

  Roger Holden: Like, if somebody's coming in and, again, just making that very clear during your onboarding process with people in conversation. Roger Holden: But sometimes it's hard to tease out. Roger Holden: Like, that's the downside of trying to be in a position that you're in or, like, being in a position to hire people. Roger Holden: Sometimes people take advantage of that. OM: They see something that's worth a lot and they just run with Honestly, Cora, dude. OM: Like, I'm like, when I told Mario, not that, again, she didn't have any malice intent. OM: She's just naive.

• 35:36 → 36:09· in cut

  OM: Like, she just didn't know, you know? OM: And she wanted her security and safety and she was a little feeling scarce. OM: So, like, okay, no worries. OM: There's other people that have, I've told Mario, like, you know, look, like, there's a homie of mine I've known for a long time who I trust at it more than I would anybody else to bring into this. OM: And has much higher. OM: Level of skill set and competency and better fit overall, and he asked for half of what this other person asked.

• 36:09 → 36:40· in cut

  OM: That just goes to show you actually the reality of A, someone who is wise and self-aware and competent and has business acumen too, because they also understand they have to get what they need and what they're worth ultimately. OM: But the company, like, it can't be at the expense of the company, because nobody does . OM: You can't bleed. Roger Holden: No. OM: You can't, that's so good. OM: You can't bleed a raw.

• 36:40 → 37:15· in cut

  Roger Holden: It's the truth, dude. Roger Holden: It really is. Roger Holden: That saying applies to so much, and it's like, the other side of that, it's like, bro, I know my worth. Roger Holden: You know what I mean? Roger Holden: It's not like I came into this and was just like, bro, here's my arms. Roger Holden: Like, you can just have it, and I'll be a slave to the business. Roger Holden: You know what I mean, though? Roger Holden: gotta, the other person, I think that's, and for me. Roger Holden: That's what I look for when I am interviewing and talking with people. Roger Holden: I'm looking for drive, ambition, discipline, and I'm looking for people to be confident. Roger Holden: If you hit those and check those boxes out the gate without being egotistical, you're pretty in that box that I'm looking for.

• 37:15 → 37:47· in cut

  Roger Holden: And anything else can be stuff that can be kind of worked on, you know what I mean? Roger Holden: Or it can be taught or it can be brought up to speed. Roger Holden: But if you check those four boxes, you're pretty fit to be at that kind of elite level and at least optimally working where I need you to be working at. Roger Holden: Like, and I think that applies to pretty much any business. Roger Holden: And anybody that's not looking for that, like, also just might not have the experience when it comes to that. Roger Holden: But again, like, it comes from my background. Roger Holden: Like, I've dealt with , not even just in this business, like, or in my fruiting bodies, but I've dealt with other employees.

• 37:47 → 38:17

  Roger Holden: I've dealt with managing teams before. Roger Holden: And you learn a lot by working. Roger Holden: Being responsible for other people, you learn a lot about what to look for. Roger Holden: And that's been my experience with jobs. Roger Holden: Like, jobs don't really show you what you want. Roger Holden: They show Roger Holden: Show you what you don't want to be doing. Roger Holden: And that's the most valuable thing, at least for me, that I've been able to take away. Roger Holden: Like when I did, you when I was working for other people, it really taught me what I didn't want in life. Roger Holden: And I think that's arguably one of the most valuable lessons that you can walk away from with an experience. Roger Holden: It's like, did you learn what you wanted?