Generational office meeting skitfrom @versojobs

Transcript

Gentlemen? Charles? Hi, Charles. I'll let you two kick this off. Yeah. Look. First of all, we just wanted to say tier very sorry that we didn't communicate earlier on our interest in better signal. Right? And we really hope that Why didn't you? Well, we thought that, You thought it'd be better that I hear it from my son at home multiple weeks into the sales cycle? That was not at all our intention, really. It was just so early in the procurement process that, you know, we didn't wanna bother you. You didn't want to bother me by asking my input on a technology that could majorly impact the company. We, we were scared. I have tremendous respect for you and the rest of the tier, but Charles, the the culture here is not exactly receptive to new ideas. I've supported our AI good map every step of the way. You have. And it's been awesome. Truly. Best Better no one has any space here to address the real issue. And that is? The meetings. Our collaborative syncs. Yo. I really hate calling them meetings. Good. I've always loved our strategic huddles, but the reality is they're driving people away. What are you talking about? As I'm sure you're aware, employee turnover has been an increasingly glaring issue. It is. And we're continuing to improve our benefits and comp packages. And that's honorable. But when you look at why people are leaving, it's the culture. It's the waste of time and meetings. Why would our employees not appreciate our operational cadences? Because most of the time, they they don't accomplish anything. Do you really feel that way? I can't believe I'm saying this, but yes. Well, I strongly disagree. Frequent communication between stakeholders has always been critical for organizational alignment. Absolutely. And and I have the utmost respect for company tradition, but I'm worried that maybe it's gone too far. What are you trying to say? What I'm trying to say is, like, if we're gonna spend all of our time just aligning, you know, agreeing on inconsequential matters, how are we gonna progress as a business? You think I don't understand how to progress our business? I was here thirty years ago on the Ground Floor with Bob and Corey building LARP into what it is today. But you have one strong quarter tier, and you think you can flip the business on its head, install some AI software to tell me when I can and cannot schedule a touchpoint. We brought you in to command our technological roadmap, not play business consultant. Am I right? Right. Then I suggest you stick to what you do best. Fair enough. I'm sorry for having overstepped here. I appreciate your time. I'll see myself out. Good on. Hold on. No. No. This is exactly the problem.