Jun 8, 2026 · 37 min · 10 segments
You're doing the work. 1:1s, recognition programs, team meetings fill your calendar. And still your best people leave. What if the problem isn't effort? What if you're focused on the wrong moments?…
Chris DyerGuest
William AttawayHostNo entities detected.
What's funny is when you make the decision to do something, it magically becomes the right time.
... that pressure, right? Like, no one's, like ready to have a child, but as soon as you have a child, well, then-
So, you know, one of the things that jumped out about you, uh, is that the company that you built earned Best Place to Work recognition fifteen times.
I would say if I wanna take a step back from that, like what happened right before then, I made the decision that I needed to radically change the culture back in two thousand and nine.
Uh, everything we had done from two thousand and one to two thousand and nine really revolved some version of leadership that I learned from sports coaches, teachers, and my parents, right? And, like, that's okay, but really you can't scale a company with that kind of leadership.And that's not something people teach you.
They don't tell you that, that, you know, you can, you can rah, rah, rah and be a sports coach or whatever, or do, do as I say because I said so type of a leader, and that'll work when you got five people in an office.
And, and so I had to unlearn some behaviors, and I had to turn myself into what I like to refer to as the virtual machete, which is every day I would spend time not helping anybody actually do their job.
What's funny is when you make the decision to do something, it magically becomes the right time.
... that pressure, right? Like, no one's, like ready to have a child, but as soon as you have a child, well, then-
So, you know, one of the things that jumped out about you, uh, is that the company that you built earned Best Place to Work recognition fifteen times.
I would say if I wanna take a step back from that, like what happened right before then, I made the decision that I needed to radically change the culture back in two thousand and nine.
Uh, everything we had done from two thousand and one to two thousand and nine really revolved some version of leadership that I learned from sports coaches, teachers, and my parents, right? And, like, that's okay, but really you can't scale a company with that kind of leadership.And that's not something people teach you.
They don't tell you that, that, you know, you can, you can rah, rah, rah and be a sports coach or whatever, or do, do as I say because I said so type of a leader, and that'll work when you got five people in an office.
And, and so I had to unlearn some behaviors, and I had to turn myself into what I like to refer to as the virtual machete, which is every day I would spend time not helping anybody actually do their job.
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