Why Kindness is the Most Underrated Business Strategy

In this episode of The GaryVee Audio Experience, Claude Silver (Chief Heart Officer) and I talk about why kindness, emotional intelligence, and reducing fear matter to business performance. I share how self-awareness helps leaders recognize their shortcomings, focus on strengths, and approach new technology with humility instead of defensiveness. I also discuss the balance between kindness and candor, serving the people you lead, and why I see optimism as a practical trait. You'll learn about: Kindness And Business Performance Reducing Fear Through Leadership Self-Awareness And Complementary Strengths Balancing Kindness With Candor Optimism As A Practical Trait

• 0:00Speaker 00

  Kindness at work is actually a strategy. It is not soft.

• 0:03Speaker 01

  Being, I wildly value kindness and empathy and over-communication and all the soft skills. I value it more with my business hat on. I like feelings because of the money.

• 0:17Speaker 00

  I think kindness actually has a spine. I think kindness is very much courage, which is strong, bravery, which is strong.

• 0:26Speaker 01

  Humility with self-awareness is the tell, just like a poker tell. It's the tell of someone who has the capacity to be a substantially high-level executive.

• 0:37Speaker 00

  We don't tolerate, we just won't tolerate a-holes here. Life is too short, we work too hard.

• 0:42Speaker 01

  I just don't know why we lost civility and kindness along the way. I do not believe we needed to compromise the level of civility and kindness to build an empire. I genuinely believe that optimism is the only practical human trait. This is the Gary Vee Audio Experience.

• 1:03Speaker 02

  Hey, I'm Claude Silver. I'm the Chief Heart Officer at VaynerX, and I just got off the stage doing a fireside chat with Gary, which was amazing. He just, he just gave it all. He's so real, and it really blows their minds.

• 1:16Speaker 01

  First of all, thank you for having me. Um, I believe that retention and continuity are incredibly misunderstood. I am constantly fascinated by CFOs' inability to see hidden costs of turnover within organizations. Um, I am completely baffled by people that love to live in Excel and play with numbers, and I know you do too, but when it has to do with humans on the other side. The reality of organizations, if you study them over the last hundred years, people talk about soft skills and things of that nature, but the world over the last hundred years has become much more analytical,

• 1:59Speaker 01

  dramatically more leaned in on the black and white. It is a, it is a very recent phenomenon. I love math as much as anyone else, but the concept of looking at a room like this and not empowering people's common sense and emotional intelligence to make decisions, devastating a weakness of most organizations, and the misconception is its value. Like, in real life, as a human being, I wildly value kindness and empathy and over-communication and all the soft skills. In business, in a world that most don't, I value it more with my business hat on.

• 2:42Speaker 01

  I like feelings because of the money. And I am fascinated by people's inability to understand that humanity, warm human traits are an incredible driver of retention, and more importantly, the capacity to do the job. If you are spending thirty to fifty percent of your mind time and emotional time worrying about the politics of the organization or what technology is going to do, you are going to lose. When people are in a place of fear or cynicism or concern, it is very hard for them to show up and do their job at the highest capacity.

• 3:24Speaker 01

  The only job a leader has in life, like a parent, or in a business, like a CEO or a senior executive, is to mitigate fear at the highest levels. Unfortunately, many people, potentially in this room as well, people often weaponize fear for short-term production. If we don't hit these numbers, that's not how I see the world, Claude, and I think it's a massive vulnerability of corporations. And the biggest thing that I look for when I invest in companies or do other behaviors outside of things that I control, I am desperately trying to audit the humanity elements within an organization because they've been a remarkable indicator to financial success in my thirty-year career.

• 4:09Speaker 01

  When in the hell are we going to finally acknowledge this? I know that you're in your professional manner right now. I see how all of you are dressed. But as human beings, in real life, as you navigate life, we all know these soft skills and other variables matter. How many people here are a parent? Raise your hand. You all know. It is not just black and white. I don't give a shit if tariffs change percentages every fucking week. Like, you can navigate that, but if you have constant turnover of your direct reports or a culture that's not at least decent, simple, you lost. I don't care what's going on with the things in the macro. And so like, we do not spend enough time on it. Organizations don't allocate enough money and resources to it,

• 4:54Speaker 01

  and leaders don't allocate enough of their work week time to just be a human being. But people should be worried about AI. Not like the robots are going to kill you, though that could happen. But then let's not worry about anything that's happening at work. Like, I love when people are like, Gary, the robots are going to kill us. I'm like, then let's all go vacation. You should worry about AI if you're going to do the thing that I always worry about, which is you are demonizing it because of the political environment we're in right now or because most people fall for fear, and you are demonizing it so that you don't have to put in the work to learn it. You need to get real vulnerable and honest with yourself of what's going on with AI with you professionally.

• 5:38Speaker 01

  Are you, are you weaponizing the conversation in society so that you don't put in the hundred hours to get strong at it? Because many of you, looking at the age group that I'm looking at, remember twenty-five years ago when you were making fun of your grandma for not knowing how to use AOL Instant Messenger or making fun of somebody when you switched to iPhone and they were on BlackBerry for a couple more years. I need you to realize you've become your grandmother. And so like, if you're not learning AI because you're scared that it might take elements of your job off the table, the ones that you know best or like most, you will lose. Technology is undefeated.

• 6:21Speaker 01

  I just beg you to understand the history of technology. It is undefeated, and our opinions, based on our short-term fear of the impact of what it's going to mean to our wallets, is a losing game plan. That's all. We must have the humility as individuals to realize we often form our opinions of new things predicated on what we're scared to lose. I, I tend to like to push audiences, friends, relatives, people that are close to me, to use these moments to go on the offense, not the defense. It's just a huge opportunity for many of you. AI is not taking your job. Humans that know how to use it are. Focus comes in so many different forms. Back to the joke I made about the robots.

• 7:03Speaker 01

  Like, I struggle at this point in my life even getting, and this is my great passion, what I'm talking about right now, business, life, careers, you know, being productive, but like, it's definitely not going to matter when you're ninety-two and laying in your last six months. So like, I think perspective is a profoundly important mindset. And I think when you get to do offsites like this, right? When all of us are in our day-to-day all the time, you take advantage of, you know, something like this. And this is where you need to challenge yourself to think differently. You can put your head up and think about different things. And so you focus on what's important. I have a good speaking career, and thank you, and I'm humbled to be asked because you know this, I'm obsessed with bringing value in this hour.

• 7:45Speaker 01

  Like, do you focus on coming up here and just giving the same speech over and over? Or just like, doing a PR event for the book you're trying to sell? Or do you try to bring value for the audience? You know, I just said it to you in our break before here. I work for the twenty-eight hundred people that we employ. They don't work for me, I work for them. How do I bring them value? Then I will get everything and anything I want. And for a lot of you, you are working for your organization. You're trying to be the best you can for the organization to achieve its goals. You know, focusing on what that actually is from your subjective opinion or your expertise, not what, how it impacts you, is a very, very extraordinarily difficult challenge

• 8:28Speaker 01

  of selflessness that most humans struggle with, but it is the blueprint of success. Todos los que nos miran, Claude, en su carrera profesional, están en un lugar muy malo, incluidos nosotros. Creo que cuando puedes entender que no estás engañando a nadie, puede pasar algo profundo. Y es gracioso la reacción del público, los chistes, los sonrisas. Creo que si realmente te sientes cómodo con la humildad, si realmente tienes la humildad de entender, puedes engañar a algunas personas a lo largo del camino, pero mientras subes la escalera y el juego de la vida, incluso una empresa, vas a encontrarte con algunas personas emocionalmente inteligentes, intelectualmente inteligentes,

• 9:10Speaker 01

  y van a descubrir tu maquillaje, tu actitud, dónde están tus fortalezas y debilidades. Creo que cuanto más rápido puedes entrar en un juego de entender quién eres, si eres un comunicador fuerte, si eres analíticamente fuerte, cuáles son tus fortalezas, y deberías ser increíblemente orgulloso de eso, la suerte de la sorta de ADN que tu madre y papá te dieron, el trabajo que has puesto, lo que te llevó allí. Pero lo que es más importante para mí, tener la humildad sobre dónde están tus debilidades, crea un gran ventaja profesional. Puedo hablar por mí mismo y por muchas cosas en mi propia organización, la gestión superior, la suite C, y las muchas empresas en las que estoy en el mando y que invoco. Cuando realmente tienes la humildad y la autoconciencia,

• 9:54Speaker 01

  y llegas a ese lugar, empiezas a ser notable al poner tu energía, no en engañar a todos los que te rodean, sino al rodearte con los agradecimientos que necesitas para que la organización pueda hacer el trabajo. También empiezas a empoderar a las personas debajo de ti. En lugar de ser un supresor de alguien que trabaja directamente para ti, o incluso un reportero por debajo de ti que tiene fuerzas mayores que tú naturalmente en ciertas partes del trabajo, te conviertes en un acelerador de ellos. La humildad con la autoconciencia es el decir, como un juego de póker. Es el decir de alguien que tiene la capacidad de ser un ejecutivo de alto nivel. Pero no es lo que hablamos en la sociedad.

• 10:39Speaker 01

  Cuando acabo de decir esa frase, no me ha perdido a mí cuántas personas no aceptan esa frase. Es tan desafortunado que nos encontramos en un mundo que dice cosas como "los buenos se terminan después", o "tienes hombros anchos", la gente está increíblemente confundida con el tono de la cínica. Hay mucha confusión, pero si puedes deshacerte de la matriz de todo eso y realmente miras cómo funciona el mundo, hay increíbles oportunidades, una forma muy noble de jugar. Siempre vas a estar a la merced, no tengo idea cuál es la atmósfera política dentro de tus organizaciones.

• 11:19Speaker 01

  Siempre vas a estar a la merced del CEO y su temperamento alrededor de este asunto. Y así tienes que ser lo suficientemente autoconsciente como para sentirte por lo que estás trabajando dentro. Pero hay increíbles cantidades de lugares donde esas cosas funcionan. Y creo que la autoconciencia comienza el proceso de doblar las fuerzas y rodearte de algunas de las debilidades. Creo que mucha gente pasa demasiado tiempo tratando de hacer sus debilidades sus fuerzas. Creo que todos entendemos que nadie aquí va a la NBA. Y así en el deporte y en otras partes de nuestras vidas, somos autoconscientes de lo que no podemos ser. Creo que hay muchas cosas en las que pasamos nuestro tiempo...

• 12:04Speaker 01

  Hay gente aquí que nunca será tan fuerte como otras personas en un superpoder de boca limpia. Pero creo que nos enfocamos demasiado en las debilidades. Creo que comunicamos demasiado con nuestros reporteros directos y nuestros contemporáneos sobre las debilidades. Y creo que cuando empiezas a hablar más sobre las fuerzas, empiezas a pensar en poner a los jugadores en posiciones para triunfar en lugar de arreglar vulnerabilidades y crear mucha inseguridad. Pero creo que empieza con ti mismo. Y así, si te sientes autoconsciente, puedes empezar el proceso de realmente gustar a ti mismo lo suficiente para hacer todas estas cosas de las que hablo. El optimismo... Espero interrumpirte, pero estoy muy emocionado de que dijeras esa palabra. Porque estoy muy emocionado por lo que estoy por decir.

• 12:47Speaker 01

  No para de ser testigo de que te gustan las cosas que estoy por decir. Sé que el optimismo es el único trato humano práctico. Lo cual es una frase tan loca. Porque es tan raro. Por lo que es por todo el mundo que nos mira, ya sea deporte, música o emprendimiento, todo el mundo que nos mira solo se encuentra en dos categorías. Una, inseguridad extrema, y fue su combustible para llegar al top durante un corto periodo de tiempo porque no es sostenible. Y luego la más genial, confianza pura fundada en el optimismo. Creo que el optimismo es realmente el trato humano más práctico y raro utilizado.

• 13:31Speaker 01

  Porque, si me permito un segundo, porque esto va mucho más allá del negocio, para todos aquí, cómo ves la vida es cómo es realmente. Porque te prometo, si estás buscando negatividad y cínica, buena noticia está ahí. Pero estoy abatido por cuántas personas no pueden ver la positividad y el amor, lo cual supera mucho la cínica. Pero cuando ves las noticias tradicionales o cuando entras en un túnel social y continúas involucrando la negatividad, eso es todo lo que vas a ver. Quiero decir, la regla es diferente. Aquí estoy, estoy en este escenario. Puedo ser un gran golpe sobre cuánto creo que ser agradable y caliente y todo eso importa. Aquí está por qué. No soy una empresa comerciante públicamente tradicional

• 14:15Speaker 01

  y no tengo un mando. Lo que significa que estoy 100% en control de mi día a día. Y hace tres años, tú sabes los números, y hace tres años cuando completamente nos deshiciéramos financieramente porque estaba creando demasiado nepotismo y calidez y todo el goody-goody-goody, si fuese un CEO público o si tuviera un mando, habría sido despedido.

• 14:38Speaker 01

  Porque es la verdad. Así que quiero responderte honestamente porque quiero ser justo con el público. Depende de qué tipo de CEO. La responsabilidad de un CEO de la Fortune 500 es traer valor a las acciones. Porque si ella o él tiene el mismo compass moral como yo y ve el mundo de la misma manera, nunca se hará calidez y calidez si el precio de las acciones baja un 30% porque se va a despedir. ¿Verdad? Así que depende. Pero creo que los CEOs necesitan crecer el negocio y la gente. No puedes crecer a la gente si el negocio está descendiendo, se vuelve más difícil, empiezas a estar en la espalda. Quiero que más empresas sean más independientes. Creo que hay tantos grandes operadores y emprendedores ahí

• 15:20Speaker 01

  que se engañan en querer el dinero y levantar capital, PE, VC, salir a la publicidad, y luego pierden su curso y terminarían ganando tan mismo, si no más dinero, si hubieran tenido paciencia y mantenido su independencia. Pero yo nunca julgo el dinero de alguien. Todos tienen sus propias esperas y sueños y deseos en la tierra. Pero creo que para mí el papel de un CEO es crecer el negocio y crecer a la gente. Y creo que es muy alcanzable en las circunstancias correctas. Hola a todos, espero que estén disfrutando el podcast ahora mismo. Asegúrate de seguir el podcast, es por eso que me interrumpo. Continuemos en este show, pero sígueme. Me hará feliz a mi madre. Estoy tan feliz de que sea esta señora. Explico por qué.

• 16:05Speaker 01

  Si me permito, te daré unas flores antes de que te pregunte. La razón por la que estoy tan feliz es que es tú. Cuando hablo, como sabes, mi cerebro hace como diez cosas al mismo tiempo. Una de mis cosas favoritas cuando hablo es simplemente ver a todos. Y realmente sonó en ciertas cosas pequeñas que estaba diciendo que creo que no son muy obvias, pero son la parte más importante. Así que siento una muy fuerte amistad hacia ti ya antes de que escuche tu nombre y/o preguntas. Así que es bueno conocerte.

• 16:33Speaker 03

  Hola, mi nombre es Shannon Cox y empecé en esta industria en 1994. Y muchas personas en esta sala trabajaron para mí en un momento en su vida.

• 16:42Speaker 01

  Increíble. Así que eres como la señora gangster de los años 80.

• 16:45Speaker 03

  No quiero retirarme todavía, pero podría pronto. Pero no quería decir que realmente resonó conmigo cuando hablabas de AI porque tuve que tomar clases de estenografía en la escuela secundaria. Estoy seguro de que algunas personas tendrán que buscarlo. Pero eso es lo que hiciste, eras una secretaria.

• 17:06Speaker 01

  Correcto.

• 17:07Speaker 03

  Tuviste que escuchar a la persona diciendo "señor", y luego tuviste que escribir en la mayúscula. Y aprendí a escribir donde tuviste que levantar la mano y mover la carretilla. Así que cuando salió el procesador de palabras con la pantalla...

• 17:22Speaker 01

  Lo recuerdo.

• 17:23Speaker 03

  Estaba muy emocionada de no tener que levantar la mano y de poder hacer espacios backwards.

• 17:28Speaker 01

  Correcto.

• 17:32Speaker 04

  But I'm so psyched about AI. And the company that I work for isn't really investing in it like they should.

• 17:39Speaker 01

  Yes.

• 17:39Speaker 04

  They're relatively open to it.

• 17:42Speaker 01

  Yeah.

• 17:43Speaker 04

  I just wanted to say that. And I think it's great because I consider myself a super positive person. I do have my moments. There's some people in this room who can tell me. You know, you have to have a positive attitude.

• 17:55Speaker 01

  Yeah.

• 17:56Speaker 04

  Helps you entertain people.

• 17:57Speaker 01

  I agree.

• 17:58Speaker 04

  And that's it.

• 17:59Speaker 01

  I think you're awesome. Nice to meet you.

• 18:00Speaker 04

  Okay, thanks.

• 18:01Speaker 01

  Yeah, I think the point of what you're saying that I so resonate with is like, there's just every generation's version of this. And, yes, the internet was a bigger transformation in society than, let's say, the typewriter. Right? But it's all still the same game. And, more importantly, don't worry. I'm never phased by that. And more importantly, every innovation hits things differently. I'm gonna make an assumption, which is scary to begin with, but I don't think anyone here was devastated by, you know, Google and Yahoo and search engines coming along. My read is that this room was not overtly devastated by it. The 78,000 salespeople over the Yellow Pages were very affected by it. Right? I have a feeling that this room was not...

• 18:46Speaker 01

  I was an early investor in Uber. Good for me. I have a funny feeling unless you have a family connection, no one here was like, "Oh, that was catastrophic." In fact, for many of you, it was a very net positive. But the people that spent millions of dollars on taxi medallions that went to nothing were really upset. And so, there's gonna be... There's always things that come along that affect very negatively in the short, medium term. I mean, when the car was invented, lots of people pumped. The people that were cleaning up horse poop in the streets of New York City devastated. It's just the way it goes. And all of us are capable of learning. To your point, we have a very, you know, similar career arc. I hit the ground in 98, not far from 94.

• 19:29Speaker 01

  I don't think we're as old as dirt, but we'll talk about that later. You know, I had to learn everything too. Like, I got an F in typing in high school because I'm like, "I'm not fucking... I'm fucking... I'm never... I'm an entrepreneur. I'm never gonna fucking type." Fucking, six minutes later, the internet explodes. I'm like launching this e-commerce site. I only typed. You know, like, it's just, you know, I just think that too many people in... Actually, this is just like a massive life thing that I hope helps someone here. If you're a no person, like, something is thrown at you and you're no, that's bad. And I don't like to say things definitively, but finding a way to become a...

• 20:10Speaker 01

  I am very yes-oriented, but that's also bad if you're only yes, because I've made a lot of mistakes. Become a maybe person. When you're thrown with something, if you can be a maybe person, it allows you to critically think, not jump to conclusions, and it will open up doors of joy in your personal and professional life that had no chance of being opened if you're defaulting into no. And so many people's no's are only grounded in their own insecurities and self-interest. Bless you. I don't know if you know this, I was born in the Soviet Union. One of the biggest superstitions in the Soviet Union is that if something is said, if someone sneezes, it means it's true.

• 20:53Speaker 01

  So I just wanna thank you, sir, for confirming my very epic rant that I feel very passionate about. And for anyone who's from Soviet roots, you know how real that was. That's like Black Hat, number 13. It's big in the Soviet Union. So, I really was excited. Thank you for doing that.

• 21:12Speaker 04

  I just wanna say I really appreciate how real and drawing you are sitting up there. It's just great... It's great energy.

• 21:18Speaker 01

  Thank you.

• 21:19Speaker 04

  I have no idea who you are. I know everybody else here knows.

• 21:25Speaker 01

  Probably not. Watch, watch this. I love a good dose of humility. Raise your hand if you have no idea who I am. Yeah, I mean, listen, I know I have 60 million followers on social and all that stuff. There's 8.3 billion people on Earth. Almost no one knows who I am. So, go ahead.

• 21:42Speaker 04

  Yeah, I was just curious where you came from. And it's clear that it's really people-driven.

• 21:47Speaker 01

  Yes.

• 21:47Speaker 04

  Humanity-driven.

• 21:48Speaker 01

  Yes.

• 21:49Speaker 04

  And that's very special and not something you see...

• 21:52Speaker 01

  Not common enough.

• 21:53Speaker 04

  So, how does that in the Soviet Union? Where did that come from? What's your story?

• 21:58Speaker 01

  My story is that you are looking at a human being that is the byproduct of some of the world's greatest mothering that has ever happened on Earth. That's the truth. You know?

• 22:14Speaker 01

  For the... How many people do you know who I am or have followed me? Like, let's go in reverse. For the people that do, you would be, especially if like you're a little bit of like a real... Like, you know stuff about me and you really follow it? You would be, you know this, you would be flabbergasted how detached I am from any of my professional life. From the Gary Vee of it all, from the financial success. I got so... My story is, it was a perfect storm of like what we all know about nature and nurture. Not only, and I mean it, do I have a world-class... I'm baffled by how she walked the line of unfiltered love and self-esteem building, but also held me so accountable.

• 22:55Speaker 01

  Like, the way she navigated, the way she parented me is really a foreign language in modern parenting. We're either... It's kind of like politics. My mom purpled it so perfect in a world of red and blue. Um, in a way that's just... Especially now that I'm a parent at, you know, of three. Like, I just can't even wrap my head around how perfect she did it. And then, if that wasn't enough, and I'm sure anyone here who feels they're the byproduct of very good parenting or of a very good parent or great parent, I also got the, you know, the nature of it. I was born in the Soviet Union. I mean, I came to this country and lived in a studio apartment the size of this little stage

• 23:39Speaker 01

  with eight of my family members for two years. We grew up incredibly humbly, which was huge for me because with all the love that my mom was bringing to the table, I learned by the time I was eight that money had absolutely no impact on happiness. Because we had none, and I was happy as fuck. And then, back to the cursing, which I apologize, I know it's not for everyone. I also then got lucky and we moved from Queens to Edison, New Jersey in the 80s, which was like pure, like, just like, like the streets of New Jersey can raise you real good. You know? And so, just like, I had this perfect storm. And 14 being dragged into the family liquor store business that my dad built up from nothing.

• 24:21Speaker 01

  Like, it just kind of all, quote-unquote, worked out for me. And like, and also the DNA, like, I have my mom's soul. Like, I love people more than I love myself. It's just the way I am. But then, I had to go through the shortcomings of that. Also, being a grown-up and being accountable. When you're that kind of person, you're gonna over-people-please. My candor was nowhere close to what it needed to be, based on what I've been building the last 30 years. I had to have a lot of humility injected into me when I realized I'm this like, "Let's build an empire. We're gonna build these great companies." And I had an entitled company at scale because I was unable to deliver candor. We went through that journey together because Claude... The reason I was attracted to Claude was because she was like me

• 25:03Speaker 01

  and both of us were leading this massive company and we were not giving enough candor. It was all love, love, love, love, love, but like, you know, nepo is bad. And so, you know, adjusting along the way. But what you're sensing is I have an incredible sense of responsibility, driven by incredible gratitude, but also probably a level of guilt that I know how much was the luck of the draw that makes me wanna communicate my spirit on what I believe about humanity. I'm a purebred entrepreneur. I'm trying to buy the New York Jets. Like, that's gonna cost me $20 billion, you know, at this point. So, I'm like, not like, this is not like, you know, 1960s like hippie thesis of like, I'm very grounded in practicality.

• 25:48Speaker 01

  I know how to run a business. I've run it for 30 years of my life. I made payroll every single week for 30 years. This is all very real to me and practical, and I have great ambition. I just don't know why we lost civility and kindness along the way. I do not believe we needed to compromise the level of civility and kindness that is achievable and has been in our country and other places 70, 80 years ago to build an empire. I do not believe we have to compromise on it.

• 26:20Speaker 01

  But let there be no confusion. To the level and, you know, hopes and dreams I have, like, almost every corporation and big company does not have it. They just have allowed the CFO and the finances to be the North Star. And that's a shame because it doesn't have to be that way. But we've become incredibly impatient and too materialistic. So, that's my story.

• 26:44Speaker 04

  Thank you for sharing your journey. Your mom was a very special person and the world is lucky to have your energy.

• 26:50Speaker 01

  I agree. Her, because of her.

• 26:52Speaker 04

  The things you've been saying and what I always say is too late. Work hard, be nice to people.

• 26:57Speaker 01

  It's real, and it's achievable. It's incredibly difficult because I think we, as a overall society, have just started to champion the wrong things. You know, and it shows up in our politics. You know, like, just the lack of civility is a real fucking issue. And like, you can't change how someone else acts, but you can definitely control how you act to bad behavior. And my capacity, back to great mothering, to be the bigger person, even in the face of incredible negativity and mishandling of me, is definitely the greatest skill that she imposed on me. It's, it's hard. It's hard to be a leader, be fiscally responsible, human...

• 27:40Speaker 01

  Like, I don't say any of this is easy, but you're definitely not gonna achieve it if it's not part of what you're aiming for. If you've succumbed to like, "Well, this is just the way it is. This is the world now," you're part of the problem. And that's where we're at. And that's why I'm trying to get so popular. Because if I get really, really, really popular and people really, really listen to me, I know there's some people in here that have like a 15, 16-year-old boy in their life and they know the impact I've had. I'm trying to change the conversation. I'm proud of that effort.

• 28:16Speaker 04

  One of the things that I hear you guys talking about is kindness and empathy. And at the end of the day, just be a good person, right? And, you know, as a parent, you know, we raise our kids to treat people how you want to be treated. We all have good days, we all have bad days. And as long as you're trying your best, it all rolls back to intention at the end of the day. So, it's like, you know, somebody makes a mistake, don't be harsh. Try to look at what their intention was. What was going on with them?

• 28:40Speaker 01

  Correct.

• 28:41Speaker 04

  You know? Um, did they have what they needed to do the job? Did they...

• 28:45Speaker 01

  Yes.

• 28:45Speaker 04

  ...cursing going on? And I guess my question to you is, is do you think that as a leader, if you get the person's intention, is what it holds?

• 28:53Speaker 01

  More positivity. 100%. I, I, you couldn't comprehend how much over the last 20 years I've talked about intent. And Steve Unwin, an employee years ago, once challenged me and said, "Yeah, but if you don't execute against your intent, what's the punchline?" It was a good challenge. I was like, "Yeah, that does make sense. Like, if you didn't want to murder someone, but you did, you still murdered." And so I was like, "Damn, that's a challenge." And, you know, I thought through that for some years. Um, I'm a big fan of intent. I think that's really cool that you brought that up. We spend a lot of time on that. But I also think, back to my nepo years, I do think accountability, circum-- yeah, when you're trying to tell your kid, "Be a good kid, be a good kid,

• 29:34Speaker 01

  be a good kid," and then they go do something very wrong. The question is, what level of accountability are you executing? Back to, I'm always willing to give my mother flowers. What my mother did incredibly well was made me feel uncomfortably supported, self-esteem, you know, you're to bet, all that. But when I did things wrong, she smacked my face with her hand so hard you would not believe. Because she was like old-school Russian, was still, you could still get away with it like 30 years ago.

• 30:06Speaker 01

  I believe as business leaders and as parents, we are looking the other way too much. Like, forget about smacking in the face and getting like spanked. We don't even ground kids anymore. When there are no consequences, humans will do shit. And so, yes, we do look at intent. We looked at it so much that we didn't have enough consequences for poor behavior years ago, which made a lot of our best behavior people resentful towards us. Right? So you've got to find your balance. We call it something maybe that somebody wants to steal. What has completely reactivated our organization to get a little bit more balanced into this convo is we call it kind candor. Once we put that word "kind" in front of candor, because

• 30:49Speaker 01

  you remember radical candor was hot for a while, and what I saw from all my executives was they were using radical candor as a weapon to suppress people underneath them or to just be a jerk with their words. "Well, I'm just being candorous. Let me keep it real with you, Susan. You suck. I think there's a better way," you know? And so, kind candor really unlocked us, which actually unlocked, most companies need kind, most new companies need kind candor for the kind part. We weirdly needed it for the candor part. And other companies do too, and you need to decide where you are on this journey to purple, if I may use the political system right now. We, every company is much like our society, way too

• 31:31Speaker 01

  red, way too blue. Often way too red. Only in young companies do you see way too blue. Because once finances really get to lead seat, it's over. You become red. And it's just about the bottom line, which is, listen, has its place-ish, but it's really not a great place to be. And honestly, all of you, you know, notwithstanding some of us are as old as dirt, but we're definitely not, we're gonna talk about that. All of you, God willing, are gonna be here in 30 years, and you're gonna realize like, "This is great." And listen, my career is my passion, but this is bullshit. All of it. Your family, how much time you have, where you sit with your joy, you know? Like, there's no amount

• 32:16Speaker 01

  of money I will make in my career that made me happier yesterday than at 4:00 PM when I was in Nashville and the Jets finally won the first game of the season.

• 32:27Speaker 01

  And if you actually knew how real what I just said was to me, and you know, and so, you all have that. Skiing with your family, cooking, with the music on, like, we need a tweak. And intent is a great one to focus on because it will give you, it will make your workforce and your work environment dramatically better. And it will start the way that you're giving feedback to someone from a much more compassionate place, 100%. And then, more importantly, everyone's always watching. Who here has more than one child? Two, three, four? You know this. When you're doing something with one, the others are watching. The, the reason we've exploded in retention, we have an agency, we're in marketing,

• 33:09Speaker 01

  we have an agency, our industry has a 1.8 lifespan on average for people who stay in companies before they jump. We have 140 employees that have been with us 10 of, plus of our 15 years. When people ask me like, "How's your business doing?" I'm like, "Great. We have 150 people that have worked for our company for 10-plus years." You know, that, that's because when we're communicating, we know everyone's watching. You talk to one employee, you know what's going on. Right? They go back and everyone knows everything. No matter how much you try to like, everyone knows how much everyone's making, everyone knows everything. You need to create safety so that we can then implement AI into the

• 33:49Speaker 01

  company, or, you know, get change, or deal with tariffs that change every 13 seconds, or be a united front to push back against the CFO.

• 33:59Speaker 05

  Hi, my name is Michael Sinse.

• 34:00Speaker 01

  Hey, Michael.

• 34:01Speaker 05

  I'm a fan of your brand as well as your take on accountability.

• 34:05Speaker 01

  Yes, sir.

• 34:05Speaker 05

  And self-awareness.

• 34:06Speaker 01

  Yes, sir.

• 34:07Speaker 05

  Um, what was your moment, when your aha moment, when self-awareness hit you?

• 34:12Speaker 06

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• 34:37Speaker 05

  And then also, how have you seen self-awareness hit your employees and worked connected?

• 34:44Speaker 01

  My biggest self-awareness moment was in 20, we just moved into the building 10 years ago, because we just went into 2026, 2016. In 2015, I stumbled upon a Facebook group of former employees of VaynerMedia, where these were like OG, original employees, where I was like, fucking, like, so in, knew every, knew their middle name, let alone their first name, who their cousin was, like, knew everything about my first 150 employees. And I mean everything. Favorite football team, of course, you know, wine preference,

• 35:20Speaker 01

  like where they lived, deep, deep, deep. And of that 150, you know, 100 adored me at that point and to this day, and either still work at the company, or I've had an impact on their career, or it's just, you know, every two years, "How's your wife or husband or blah, blah, blah?" But there was this group, ironically, and this is where it really was the moment, of, of that 150, there was a Facebook group of 30 of them that I would argue I was the closest with. Or at least on par with, you know, the other people that were still active in the company and that I'd had the best relationship with. And they were shitting on me heavy. They were venting out their issues with me. I, it, when I tell

• 36:05Speaker 01

  you my entire, you can see what I'm talking about. So if you're getting context of the way I'm talking, you can imagine what I'm about to say. My entire heart ripped out of my body, punched me in the face, jumped in the toilet and flushed itself down the toilet. And I'm just like shook in a way that I hadn't ever been shook before. And it was the moment, it was the moment I looked myself in the mirror and said, "I'm doing something wrong." Very quickly, because this goes back to accountability being the greatest trait. The second you actually go into accountability, what's wrong in your relationship, at your work, like whatever is going on in your life, the second you're like, "It's on me," not the fun part, when you get to blame the other person. The second I went into it, I was

• 36:50Speaker 01

  like, I, it's unbelievable. Literally could not see it for 20 years of my career, and in a flash, by the way, physically looking at myself in the mirror and talking to myself off this moment, I was like a coping mechanism, I was like, "My God, these 30 people have the same exact issue. I was unable to communicate that to them for years, that they sucked at their job." Or more realistically, I'm trying to get a laugh, like, there were certain things that were just not working, not just from my opinion, from their, because with my opinion, I was thrilled to like have everyone on the payroll forever for vibes. This was, you would get only fired when everyone else thought you sucked, but they didn't tell

• 37:32Speaker 01

  you. Right? They told me and like my brother, who was the co-f, like, and I was unable to be candorous with any of these people. So it was literally these people, all the same, super close to me. And on Friday, it's like, "Claude, you're the best, like, have the best weekend, tell Shalom I said hi. Like, what are you doing, drinking wine in Moorestown? I'm gonna order you a bottle at the place." And then on Monday, be like, "Claude, I need to talk to you real quick." So Claude, you know this is over, right? And Claude's like, "What the fuck? On Friday, you bought me wine?" They were all some version of that. And I just said, "You know what?" And then I started thinking about my personal life. Then I thought about Wine Library, the first business I built, where I couldn't even fire people and have my cousin do it. And I was like, "Fuck, I'm a bitch."

• 38:19Speaker 01

  You know, really, real talk. I was like, I'm going to have to now... Something very interesting happened. I don't know if this is something for you to think about. This was right after, for a long time, my health and fitness was just a real struggle. Like, I had 500 hours a week work ethic for work, but 30 minutes in the gym was like, I wanted to die. And somehow, some way, after hiring a full-time trainer, like, who followed me as a babysitter, I got to a financial status where I hired a man to literally shadow me 24 hours a day, so I couldn't like sneak a Snickers for a year. He's still my trainer. I'm literally gonna work out tomorrow in this place wherever the fuck I am.

• 39:03Speaker 01

  Virtually, with a man in Minnesota, Mike, my current trainer, been with me for 11 years with one little gap in the middle. I won over Michael, something that came so uncomfortably, not natural to me. My entire belief in the human race is I can't believe that I work out and eat well. I got there. I fought 38 years of behavior, culture. My mom's a snack. My mom gave me a lot of things. She also gave me, she's snacking 24/7. And, you know, I got there. And I realized in that moment, seven years ago, not 12 years ago, I'm like, hey, I figured out the health and wellness thing. The last thing that comes natural to me on earth is to be candorous. On stage, as a public figure, I'm the best. Candor number one.

• 39:48Speaker 01

  Because I'm talking to a blend, I'm just talking to all of you. But I'm such a lover boy. You work for me for a week. I'm like, we're family, right? Like, I get so in, so fast. And if I care about you, my candor goes pew. And I'm very proud. You know, I could say it now. It was harder to talk about this in the beginning because I still wasn't there. It's easy now that I've got it. You know, I'm still fucking a 6 out of 10 on that one. But wait, but being a .5 out of 10 was... And it broke my heart. It still bothers me. Like, I'm talking right now and I can feel what's in my body right now, how like upset I am, still. Because for me to be the loser in this equation is crazy, considering what was actually happening. But my inability to be candorous, I became the enabler of it.

• 40:32Speaker 01

  And I take the L for that. And that started the process. And Claude will tell you, it was like, I got there and I was like, Claude, you're gonna have to get there because I know what you are. You're me. And we gotta get there. And it's been such... And that was my self-awareness moment. That was like the moment where something, it was, brother, it was... Literally the day before that happened, I thought I was cooking with gas on, I keep everything pot. Like, I'm like, this is a great leader. And by the way, I talked to you about everything right now. I'm looking forward and not looking forward to seeing the next thing that I can't see right now. And that is our lives. That's how we go. My question though to you is, if you do see it, why aren't you fixing it?

• 41:16Speaker 01

  And it's, for me, it's easy. I own the company, I have full control. For you, it's easier to not take it on because you're part of a bigger system, but you can make a lot of change. A lot more than you think. You're using the excuse of, I'm not in full control, or it's Johnny's fault in finance, or Sally, or this, that. And then in real life, in your relationships, with your parents, your spouses, your children, like, who here has the emotional strength to forgive? Like, do you have the capacity to forgive? Even if someone very close to you did something very egregious? Or are you digging in and just contributing to the negativity? Those are the questions I think about. And I really appreciate your time. I have a conference call in one minute. I've gone way over time.

• 42:00Speaker 01

  And so I have to run out the back door so none of you can stop me. I love you, see you later.

• 42:04Speaker 02

  What I love is how he talks about his own journey, his own journey to self-awareness and to candor and to humility and all of the mistakes he made along the way. I was there for that. I made them too. But I just love how he has so much humility to talk about it as a leader, as a CEO, as a massive entrepreneur. He's like, yeah, I did that. And I created that entitlement. And I had to check myself. And I just, I love that he did that. I think it's very, very brave, especially for an audience that knows him, doesn't know him. Hi, I'm Sean Melvin. I'm a senior account manager with Copper Hill. Man, I just, I gotta say that the best part of it was the humility, the humbleness and just being a human being

• 42:48Speaker 02

  and not having all this superficial, you know, what I think you should hear. It's, this is what you need to hear. Like, take a look inward and be real with yourself about who you are, what you need to change. Because we all know, we all know what we need to do to fix our stuff, right? When your manager comes to you and says, hey, there's this problem, it's not a shock or a surprise. We just don't want to admit it to ourselves because that's painful. And I feel like he imbued that. He brought the brass tacks down to make you get real with yourself. If you're real with yourself, then positive spark and change. But that's what I got out of it all. Is that, yeah? Hi, I'm Ally. I'm a product owner at Copper Hill. What I liked most about Gary and Claude's speech was they talked a lot about how important culture is within companies.

• 43:33Speaker 02

  And working for Copper Hill, I think we have the most amazing culture. The first thing I always tell everybody about what I like about my job is how much I love the people and the company that I work for. And so it's just cool to hear him talk so much about how important culture is. And then we already have that culture here at our company. So I hope more people listen to his speech about culture and companies and start implementing that themselves. My name's Natalia. I'm also a product owner at Copper Hill. I thoroughly enjoyed his speech, as well as Claude's, earlier today. I just feel like, I had a million questions I wanted to ask him, but like, not enough time to ask him all. But the one thing, I'm just like, so impressed. And like, I respect his ability to speak to a crowd

• 44:18Speaker 02

  and just his confidence. And a very well-rounded, super kind, super smart guy. Hey Gary, this is Ryan Lockman. I just wanted to say real quick, if it doesn't work out to buy the Jets, could you please, please buy the Bears? Really enjoyed the talk today, especially about the accountability part of it. Thanks for coming out.

• 44:46Speaker 06

  Maybe we start with, sort of based on your book and things you talked about in other podcasts, but kindness at work, specifically what people might misunderstand most about kindness at work. I know you and G have talked about pushovers before and that sort of theme, but is there anything that comes to mind?

• 45:06Speaker 00

  Oh my God, yeah. So kindness at work is actually a strategy. It is not soft. It's actually part of the operating system and the structure of any kind of organization. Meaning, it has to be embedded. It's not a nice to have. You can't just buy a coffee for someone and think that that's kind and never talk to them again. Kindness happens in small moments. Holding the door open for someone. Going and getting someone a coffee. Saying thank you, those types of things. And what I would say is kindness, the origin of the word kindness actually means family.

• 45:48Speaker 00

  It, I think it's kind, I think it's like K-Y-N-D-N-E-S-S. Like, I like origins of stuff. It means family and it means your people. And then eventually, it started to mean generosity and courtesy outside of just your family. So more, more, more. And there's something that I really love about that because I think kindness actually has a spine. I think kindness is very much courage, which is strong, bravery, which is strong. And we see these things in our family and in our worlds. We don't call them soft there. Why do we call them soft at work? I think what happens is people feel as though,

• 46:33Speaker 00

  if I'm kind at work, I'm gonna create entitlement and coddling. Yeah, sure, that's the shadow of being kind, right? It has to be balanced with accountability. It has to be balanced with, you know, the North Star. Where am I going, right? Kindness for kind's sake is lovely, but I believe in a workplace, it also has to be, like I said, it has to be in the roots. It's just who we are. And without it, when kindness leaves the room, that's when I think people experience, we'll just call it incivility. People experience rudeness. That rudeness probably isn't even personal. That rudeness is coming at you because someone is burnt out,

• 47:17Speaker 00

  they're in a rush, their manager just got pissed off on them. It's not even about you. But yet, when it comes to you, it's quite shocking. And when someone isn't nice to you or kind, it is quite shocking. And people will leave the company because of that, eventually, right? But it's not because people are cruel. Their intention isn't to be cruel. I believe their intention is to be a good person. Being a good person is kind, considerate and all those things. But they just get super stressed out. And the last thing I'm gonna say about kindness, I mean, I can go on and on, as you can say, is there's something called a helper's high. And a helper's high, when you help someone and you're there for someone and you do a kind act,

• 48:02Speaker 00

  you get a hit of oxytocin and dopamine. Oxytocin, the bonding drug, the love hormone, right? That's what they call it. Dopamine is the hormone that makes you feel confident and safe. Kindness, when you do an act of kindness or receive an act of kindness, I believe you get a high. And I call that a helper's high. So think about that in your workplace. Like, the more people are kind to each other, the more people feel good, that emotion is contagious. We've already proven it out, that emotions are contagious. So I'll stop there. I mean, again, I can seriously go on and on.

• 48:46Speaker 00

  It's like setting the precedence of kindness and like setting the culture for everyone else to, like... It almost feels a little hard for people to be like, can I be kind without like, it's like being okay to be kind without seeming quote unquote soft. And I do think there's a very big difference between nice and kind. Can you go into that a little bit more? So nice, I think is that was a nice thing you did for someone. That was nice. They said, you know, how are you? And then they walked away. I think nice is more performative, not to say it's not important. It is, but kind to me is a generosity. Kind is coming from the inside. Nice is like, hey, how are you doing? Nice. That's nice. But how about, hey, how are you doing?

• 49:30Speaker 00

  And staying for the answer and then really being there for that person. If they have something to say, that's very different. And so I do think that's where the kindness has the roots. It comes from the inside. We teach kindness to our children at a very young age, whether or not they keep it or keep it or not, that's, that's what the environment does. But kindness itself holds our entire society together. That is what I believe and kindness is what I'm, that's why I say it's a strategy. It holds our entire culture together at Vayner. Nice doesn't. Nice is wonderful and cheap and cheerful. But you kind of forget the niceness. You find, find a kind of forget that that person said, hi, do you walking in the hallway?

• 50:15Speaker 00

  When they stop, hey, I noticed you got a puppy on Instagram. That's a whole different ballgame, right? So you got to build it into, you got to build kindness into the system. You know, with flexibility in today's day and age, understanding that rest is important, understanding that people need parental leave, understanding that sometimes we get overwhelmed and we act out and we're cruel to someone or we're intense with someone, you know? But like, think about this, a kind moment will change your day. If someone does something kind to you, they put money in your meter. They hold the door, they bring you a coffee. That is like, wow, thank you so, so much. A kind company, think of what we can do. We can change lives.

• 50:59Speaker 00

  Love that. I'm kind of going into a specific example. I'm going to share a video of Gary. It's kind of one of the most viewed videos Okay. of his. And I would love to get your reaction to this.

• 51:12Speaker 01

  Fire every single person that is not a good human being, regardless of how much money she or he makes for me.

• 51:20Speaker 01

  There is no quicker way to fuck everything up than to look the other way at someone who's talented and contributing, but is a piece of shit human. I'm talking about not looking the other way when your best salesperson that's driving your short-term P and L is also a piece of crap and making everyone's life miserable. And you not looking the other way because currently she or he is driving your short-term economics, but you're destroying your culture because you're allowing cancer to spread. The culture creates continuity. Continuity is something I believe in tremendously because I believe in speed. Speed comes from continuity.

• 51:55Speaker 00

  I mean, he's been saying that forever. And what can I tell you about it? How do you interpret that? Like, what does that mean? Like those words that he's saying mean to you or what could you add on to what Gary is saying? Because kindness not only comes from the top, it's who Gary is and it's an expectation. And because kindness is in our roots, we expect people to be considerate, kind, warm, have positive intention. So I agree with all of that. When someone veers outside of that, it's very important to find out why are they burnt out? Why is their dad in hospice? Why did their girlfriend or boyfriend leave them?

• 52:38Speaker 00

  And to make sure they know, this isn't going to fly here. And so what Gary's talking about, and he has a great LinkedIn video where he talks about this, and then he talks about the C H O role. He and I, it was one of the first times that we, it was probably 2017. We had a director here that was amazing and the Pepsi team clients loved him and we did incredible Super Bowl commercials. And he was mean and he was nasty and he talked down to people, especially women, over and over and over and over again. And finally, finally I went to Gary with like 10 new people and he's like, that's it.

• 53:20Speaker 00

  So I let the person go and Gary talks about it on the stage that day. So my, my point, I guess, is we don't tolerate, we just won't tolerate a-holes here. Life is too short. We work too hard. But the thing is that he's not saying there because he didn't have time is what that a-hole behavior actually does to a person or a team over time. It's one thing if someone interrupts you once. Okay, they interrupted me once. If they interrupted you three times in a meeting, they are not being considerate of you or anyone else. They're just taking up the oxygen.

• 54:01Speaker 00

  So what I'm very interested in is the behavior, the fear that that creates in our system. And so that's the long tail effect of someone not being nice. It's just not, okay, so they're just an a-hole. What does that really mean? Well, three people left, two people don't want to work for the person. And it's really created fear on that team. That's the problem.

• 54:23Speaker 06

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• 54:49Speaker 05

  Wanted to talk about some of, some of your sort of upbringing slash early years. You've talked about your Nana. Could you just kind of describe a little bit for people who aren't familiar?

• 55:05Speaker 05

  What maybe she kind of instilled in you or what you've as an adult now come to realize that she helped you most with and helped shape you and specific to your role with, with Vayner?

• 55:16Speaker 00

  Yeah, thank you. Yeah, Nana, she was my heart. And, you know, we called each other heart. And it was great that she was still alive when Gary gave me the title. But it is funny, we have called each other heart since I was like seven. And Nana had this incredible gift, like, let me tell you, she was 99, she died at 101. She had seen life, she had seen hard times, she had a child die, she had, you know, she had life, right? She had lived a lot. And she still had so much generosity of spirit inside of her. And so the example I give all the time, whether or not it's in the book or on stage or wherever is, Nana would go, I would, when I would go home, I would take her to do errands.

• 56:01Speaker 00

  We'd go to Trader Joe's, I'm like bagging the grocery and she and I are talking. And then she hands the cashier her credit card because she doesn't know how to use the machine, right? Simple. Credit card comes back and she looks up and she goes, because it's a name tag here, she goes, Courtney? Courtney goes, uh huh. Would you do me a favor and have a peaceful day? And just walks out. Look at Courtney's smile and we're just faking this. Courtney then has six customers. How do you think they feel? Cause she's lit up now. Nana, I truly believe taught me what it was like to give because we have so much to give. And when you give, you happen to get an enormous amount of abundance back.

• 56:45Speaker 00

  But Nana always said the things to never forget. Your family, don't go to bed mad at your partner and always be of service. Always, always, always be of service. And that's what she taught me and I, you know, that's what I, I try to emulate every single day in every, in everything she does. Everything she, in everything I do, I try to bring her into my, my world. So that was that. And my parents are very generous as well and they're really great. But Nana had a thing, just there's no reason for a 99-year-old to be like, would you do me a favor? Have a peaceful day. Like, no, someone should say that to her.

• 57:28Speaker 00

  But no, she said it to people. It was on her answering machine. Beep. Wasn't beep, hey, B, this is B, leave a message. It was beep. Would you do me a favor and have a peaceful day? Who does that?

• 57:42Speaker 05

  I like that it was peaceful as well. Claude, I don't know if there's anything to that or that word choice. I suppose to joyous or happy.

• 57:51Speaker 00

  No, you know, I never asked her. It just seems right. It seemed ambiguous enough, neutral enough that everyone could understand. You know, you could say peaceful to some, so she volunteered at the hospital for years. She probably wasn't going to say to everyone, have a joyful day if they're dealing with something. But peaceful is different. But everything does come back to kindness, like everything comes back to how we treat people. Because, think about this, how we treat people is the outward expression of how I'm treating myself. Think about that. It's hard to fake. It's hard to fake consistently. The one other thing I wanted to share about kindness, which I didn't,

• 58:34Speaker 00

  was when I was talking about the helper Todd, there is a researcher that found that kindness has a high of four minutes. After four minutes, you drop, which means we as a culture, we as a team need to be piping kindness moments in as much as we can. You know, we all feel the buzz and then it goes away. And then it's like you have a hangover. We all need it and we need it consistently.

• 59:03Speaker 01

  Everybody, if you enjoyed this podcast, please go back and look at the prior episodes. They're loaded. I appreciate your attention and thanks for being part of this.

• 59:13Speaker 02

  It's getting chilly outside, but you know what that means?

• 59:19Speaker 02

  It's time to cozy up with Panera Bread. Let's get toasty, cheesy. Oh, hello, broccoli cheddar soup in a bread bowl. How about melty? Okay, Chipotle chicken ovo melt. It's dipping bread and soupy goodness season. Oh yeah, we are so back. It's Panera season. Order now. Stone Fire Naan is made with real buttermilk and ghee. It's the perfect flatbread for any occasion. I put out Stone Fire Naan with dips at every dinner party. I make naan grilled cheese when my daughter has friends over. I use Stone Fire Naan to reward the humans who do my bidding.

• 59:57Speaker 06

  Right. It's perfect for camping trips. Dance for it, feeble mortal. Sorry, is he talking to me or? Dance.

• 1:00:07Speaker 06

  From our tradition to yours, Stone Fire. Together we Naan.

• 1:00:12Speaker 01

  Journey. See you later.