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In big companies especially, many decisions are predicated on ninety-day numbers. This level of common sense and human truth will play out. I don’t know which six-year-old girl in Tennessee is going to invent the system to score this, but at some point, it will be mappable. If employees don’t have to spend their time trying to outmaneuver one another, trying to kill one another politically, they may actually achieve the task at hand. When you can eliminate fear from your organization, very good things happen. It’s harder to gauge the 30-, 60-, 90-, 365-, or even 730-day effectiveness of empathy, kindness, and self-awareness in an organization, but their results will play out. Business leaders tend to find safety in the “black-and-white.” They find safety in the academics, math, hard data, and what looks good on spreadsheets. I tell that story because modern society’s definition of a “smart business decision” is disproportionately predicated on analytics.
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We scheduled a call the next day, and I stood my ground. This conversation was one of those interesting moments when you have to decide what you’re going to stand for. If we could weather that storm, it would be a clear indicator to our employees as to what we really value. I also had enough saved up that, if we lost money that year, I was willing to help bridge the gap if needed.
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I was mentally prepared for them to fire us, but at the time, I knew that we had just enough new business coming in that we could afford a year with no profit. That brand represented about 30 percent of our total revenue at the time. But it had to be my decision what the ramifications of that tweet would be. The executive had every ability to fire us if that’s what she felt was necessary. I had to be able to run my own busi ness and make my own decisions about my employees. It took me about a hundredth of a second to think it through. Then she said to me, “The only way our company sees that we can go forward working together is if you fire the individual who posted that tweet.” The executive told me that she expected this not to happen again and asked me to put the proper protocols and systems in place to ensure that. To the world, it looked as if the brand had made disparaging comments about the other agency. It was a very negative tweet about another agency that VaynerMedia was working with to support the brand. That day, an entry-level employee at my company had accidentally posted a tweet from the client’s Twitter account, thinking she was logged into her personal account. The executive called me and asked if we could meet in Midtown Manhattan. It was with a top executive from one of the biggest brands we were working with at VaynerMedia, a contemporary creative and media agency where I’m the CEO. Years ago, I had the most difficult conversation with a client that I’ve ever had to have in the course of my career. Dedicated to every single entrepreneur, founder, executive, manager, employee, mom, dad, and older sibling courageous enough to become better leaders to those who look up to them.