New Podcast: Scaling Your Hiring and Business Operations for Long-Term Success

This week, Bob Glazer, founder and CEO at Acceleration Partners, joined me on the podcast. Bob was recently named #2 on Glassdoor’s Highest-Rated CEOs list, has an email newsletter called “Friday Forward” with more than 35,000 subscribers, and is the author of the book Performance Partnerships.

In this episode, Bob shares best practices for how he’s scaled his team for global success, including partnering with Entrepreneurs’ Organization and ghSMART, following a repeatable hiring process, adhering to defined core values, and investing in employees holistically.

Connect with Bob on LinkedIn, Twitter and his personal website. Learn more about his book, Performance Partnerships, here.

Connect with Acceleration Partners on LinkedIn, Twitter and Facebook.













































































































Speaker 1: Welcome to The Best Team Wins podcast, with Adam Robinson. He’s talking to today’s industry leaders and entrepreneurs about the people side of their business.

Adam Robinson: Welcome to The Best Team Wins podcast, where we feature entrepreneurs and business leaders whose exceptional approach to the people side of their business has led to incredible results. My name is Adam Robinson, and for the next 25 minutes, I’ll be your host as we explore how to build your business through better hiring. Today on the program, Bob Glazer is the founder and CEO of Boston based Acceleration Partners, founded in 2007. Bob has 120 employees, a number that’s grown substantially this year, and is making it happen. Bob was recently named number two on Glassdoor’s highest rated CEOs list, with a 99% approval rating from his team. A few years back, Robert decided to email his Acceleration Partners team every Friday morning with a leadership theme that included a quote and related tip or article around personal growth. The email had such a positive response that Robert decided to expand the email outside of the company. Now that email newsletter, called Friday Forward, has more than 35,000 subscribers across 50 countries and six continents. This, and other great ideas, Bob, we want to learn from you today, so thanks for being on the show.

Bob Glazer: Thanks, Adam. I’m excited to be here.

Adam Robinson: We’re going to focus on the people side of Acceleration Partners. But before we dive in, let’s set the stage for our listeners. Give us 30 seconds on what you’re doing.

Bob Glazer: Yeah, so Acceleration Partners is a performance marketing agency. We help manage large scale affiliate programs for brands and increasingly on a global basis. I know the next question after that is, “Alright, I have no idea what that means, so can give me an example,” so I will. A brand such as … Let me pick someone who’s not a client. A brand such as Walmart, that sells things online, will partner with people that have great content online. That could be a deal site, a mommy blogger site, a comparison site. It could be the digital version of a magazine and because everything can be tracked, they will say, “Hey, instead of paying you per click or per placement, I’d rather pay on a performance basis. When we get a lead, or when you sell something, or any activity from your website results in an outcome that we want to pay for,” and they agree to sort of a price for that. It’s really performance based or affiliate marketing. We help companies set up large programs like that, that might have 10,000 plus different partners in them, and help recruit and manage those partners.

Adam Robinson: If people want to learn more, what’s the best way for them to do that?

Bob Glazer: They can go to or my website, which is, all one word, has links to all the various things that I do.

Adam Robinson: Let’s go all the way back to the beginning. It’s 2007. Give us a little bit of the genesis story, and take us through that point when you knew you needed to expand beyond yourself.

Bob Glazer: Yeah, so actually, [it’ll tie this 00:03:11] … I mean, we were talking about it before the show, but we started more as a consulting firm. I had a partner at the time, and we did more large engagements on, sort of, company growth, and even some fundraising. We both really believed in growing consumer businesses, had spent time in venture, and came to understand that really the differentiator for most consumer businesses is customer acquisition, or really, any business, but particularly in the consumers eyes, can you get customers profitably? As the company scaled, we moved away from helping companies with that fundraising strategy, and more towards that acquisition and marketing acceleration. That’s when we fell into the performance based.

Bob Glazer: I think it was 2011, and I had really hit sort of, a million in revenue, and that inflection point, when I was working 80, 100 hours a week. I was just selling as much time as I had to give. Had a couple people and that’s when I joined Entrepreneurs Organization, EO, and that was … I remember telling the recruiter, the membership chair, that I couldn’t even do the training day, because I just couldn’t possibly turn off my phone for like four hours. He put his hand on my arm. He’s like, “You need this more than you know.” That was sort of a turning point for me. I had someone that I was contemplating … I think my first performing meeting was really bringing in, kind of a number two, and someone to help me grow the business, and run the trains day-to-day. That person’s actually our president today, and has been a key role in helping to scale the business. In fact, I’m the least involved in operations that I’ve ever been.

Adam Robinson: Yeah, you know we talked about Entrepreneurs Organization, EO, on this show a number of times. A number of our guests have been current or former members, and I had a similar experience to you, Bob. I mean, you go into the first meeting a million or so of revenue, and just hair on fire, and thinking you’ve got it, and you’re looking for some tips on how to grow, and you suddenly realize you’re doing it all wrong, and that selling time doesn’t work, and everything you thought was right, was wrong.

Bob Glazer: The guy working five hours a week who has the 20 million dollar business has figured it out.

Adam Robinson: Yeah. Remember that first time you meet somebody, and you’re like, “Wait a second. You’re running a 25 million dollar business. You look calm. Everybody’s doing stuff, and it’s working, and man, I want that. How do you do that?” Turns out that’s a lot easier said than done.

Bob Glazer: That was a little bit of the genesis of our culture, because I was scared to grow. I think it was getting beyond myself. It was getting beyond anything I’d done. But also it’s like, I don’t want to be this big company where we have HR and all this stuff, and it’s not fun. Not like it was that fun working 90 hours a week with your hair on fire. But I did make a conscious decision, which I’d seed some of the oats of our culture, in terms of, if we were going to do this, I was going to do it a different way. I really wasn’t going to, kind of … I was going to do it how I want to do it, and not follow traditional playbooks, and not build a company that I didn’t want to go to work to. Actually, as we’ve gotten bigger and done stuff in different ways, it gets more interesting for me. That’s something I hadn’t anticipated at the time.

Adam Robinson: Let’s jump to culture. You know you mentioned an intentionality with wanting to build the culture. Describe the culture at your organization, and how you shaped it from that first hire through to 120. You’re approaching that point where everybody doesn’t know everyone, and it just gets a little beyond you, as the founder.

Bob Glazer: Yeah, our culture really is our core values, and we have three. We used to have seven. I think when we got to about five million in revenue, and we kind of culled it down, and said what worked and didn’t work. It’s not like we changed them, but I think a lot of companies go through this updating. Our three core values are own it, embrace relationships, and excel and improve. That really defines the people that work here, and how we work, and how we make decisions, and encourage people. We train on those things. We reward on those things. We incentivize, we hire on those things, so that really defines a lot of how we are. We have a flexible work culture. Most people work remotely. That has a lot to do with the “own it” part of it, and we have a clear mission and vision. It’s as simple and as complicated as being entirely consistent around those three things, in terms of, kind of what we think, what we say, and what we do.

Adam Robinson: Bob, let’s talk about some of the mechanics of how you source and hire people. I mean, clearly you’re doing something right. Glassdoor is just filled with people saying what a great place it is to be, and to build a career. With core values that specific, right, there’s three of them, and so, hiring people that fit those values is just not as simple as, “I think we like this person. Let’s give them a shot.” Take us through your process for attracting people, and understanding who might be a fit.

Bob Glazer: Yeah, so, two different pieces. I think on the attracting side, a lot of the culture and core value awards and that stuff, really has made a difference in terms of the amount of inbound resumes we get. I would say the people who are applying to work at the company as much as they’re applying to work on a role, so our investment in that really has … That’s paid off in terms of the flow that we get in. I will say that about one out of a hundred people that apply to a job here is probably a right fit, when we get through the process. Our interview process, which is pretty rigid and documented, probably about a hundred pages in total, it’s really combined on sort of core values, and then aptitude. Is this the right per … It’s like, right person, right seed, and then we have a third dimension. We always talk about right time, but that’s not really in the interview process. Is this the right person, and then, can they do the job? It’s broken up, really in those pieces, and interwoven in there.

Bob Glazer: When we talk about core values, we don’t leave that to chance. There are probably five, six, seven questions for each core value. Then there’s ratings on what a ten answer sounds like, and what a one answer sounds like, and over a couple rounds of interviews, we’re building a pretty good profile on that. One of the things that we always say, and we’ll say it to the candidate is, there’s a real difference between someone who likes our core values and is our core values. If you like the notion of “own it” but you’re really not an “own it” person, and you need group decision making, and you don’t want to make those calls, you won’t like this environment. You won’t work well here. But if you really are that person, this will be a great job for you.

Bob Glazer: That’s A, and then on the aptitude side, we always have some sort of test, or project, or something that mimics the work that people have to do in that role. We want to see them in their element. We want to see what it looks like. You know a lot of people who struggle with whatever that is in the past have come back to us, and say, “Oh, can I have another try?” Or, “Can I do this differently?” Or, “I wish I would have …” or something like that. The response is kind of, for the people that have … This is the work, so, for the people that have done well here, this is the stuff that’s easiest for them, so it probably is a good sign that it’s not a good fit if it’s something that you struggled with, because on day one, this is what you’re going to be asked to do.

Bob Glazer: Anyone can learn anything, but if that role requires you to be a great proofreader, and clean copy, and everything you write in your exercise has typos in it, it’s just not going to start well. If it doesn’t start well, it usually doesn’t end well. Our process is … That’s our process. There are multiple rounds, and we come together, kind of, a best practice from a lot of companies. We come together as a committee at the end, put all of the evidence on the table, make a decision. There’s always someone in that meeting who doesn’t have a vested interest in that hire, that can sort of think from the company’s perspective, because I think historically, some of the worst decisions we’ve made are where the hiring manager is rushing to fill a seat, because that feels like it solves the problem, and really it just creates more longterm pain.

Adam Robinson: I’m sure it wasn’t always a rigorous, 100 page business process. What informed your decision to move to a structured hiring process? How did you used to do it? Where did you learn to do this? Was it trial and error, or is there a particular system, or book, or experience that someone share with you?

Bob Glazer: Yeah, it was a bunch of different things. We worked with Coach Cam Herold for a while. We really … A lot of it is influenced by the ghSmart, and Top Grader, and Who material, which, I was in a private session with Jeff Smart for a couple of hours, for an EO event, which was invaluable. I think what we realized is that, you just don’t want to leave subjectivity. I think when people … If you created a repeatable, scalable process that had all your best practices, it was less likely to fail than leaving people to individual subjectivity, and there’s just tremendous confidence behind it. I mean, we hired some people, or I had some great interviews with people who I could tell just had a lot of similar qualities to me, but they also had a lot of differences to me, and I was attracted to the similarities, and I didn’t pay attention to the differences. I think it really, it forces you to get unemotionally out of the process. Do the work. See what the research comes back with, and then map it against what you said that you wanted.

Bob Glazer: One of the other key things that came out of, I think the Who process, or some of the stuff we looked at, was this notion of scorecards. The job description is pretty much the six month review or the 12 month review. We say, “Look,” and this is part of “own it” for us, “At six months, this is what we’re going to be evaluating on, and probably why we’re going to be talking about why it’s a promotion and it’s not working. You’re signing up for this,” and I think that creates a lot of self selection in itself. I have a lot of friends in recruiting, and who are headhunters, and it seems like the biggest problem is that most of these companies start these searches with different people, and no one has the same definition of success, or even what a good job is. I think on our team, everyone needs to agree in advance what success looks like six and twelve months in.

Adam Robinson: Listeners often ask me whether, or not the investment in employment brand is worth it, and how to start, if what they have today is a list of jobs posted with a, “Send your resume to,” transitioning from that to really retailing jobs, like products, which you clearly do. Talk about your thought process for representing your employment brand.

Bob Glazer: Yeah, I can’t stress how valuable that has been, where we used to have to really prospect, and search on LinkedIn, and find names. We just hired a VP of Marketing and a managing director in Asia that were both inbound. Someone once said to me, “When we write a job description, it’s a little more like ‘Hey, check out this company with great culture and great values that’s looking to hire X,” and I think that appeals to a certain type of person. But, look, it starts with quality. I think one of the things about Glassdoor is that it holds you accountable. It holds you accountable to making sure, kind of like TripAdvisor does for all these small travel businesses that you make sure that people have a good experience, and that when they leave our company, they go out into the world, and every … It’s the one thing we focus on. Every touch, for every person that we reject, which is 99 out of 100, people say, “That company was respectful. They were nice to me. It was a positive experience.” That’s for the people who worked here, or who didn’t work here.

Bob Glazer: A lot of times it’s the people who have problems who speak up about the company, so you’ve got to make sure that the really happy people are out there talking too, and you’re profiling your employees, and you’re sharing your values, and not sharing them because they’re wall art, because it’s what you do. It takes constant application of pressure, I think, in doing this stuff probably for two to three years before you really see the outcome. But it’s just a change in our business today. I mean, our recruiter is interviewing. She’s not needing to do a lot of outreach, unless we get very targeted. We probably have a backlog of resumes, but that’s taken hundreds of hours over years. It’s no different than building a company brand. It’s building a brand of your company for employees and prospective employees.

Adam Robinson: Let’s talk internally. You know you’ve got … I think when we first started talking about having you on the show, you had 100 folks on the team. It’s 120 now. That’s pretty substantial growth. How are you managing the business now that it’s gotten to, you know, it’s a pretty fair degree scale here. What does a manager profile look like, a successful manager in your company? Talk to us about who they are and what they’re capable of.

Bob Glazer: Yeah, and I think this is a key point. I think as you scale a company, you need to start delineating between contributors and managers and leaders. We’ll say manager and leader interchangeably, because it’s not one or the other. But there are people on your team who make that leap, go from understanding it’s about what they’re doing to making everyone else better. Then there are people who probably shouldn’t or don’t want to make that leap. We’re now at the point in our size where managers really aren’t doing. They’re leading, coaching, meeting, and they have people on their teams doing. Really, when you make that transition, and you have a lot of people make it as a growing company, you almost have to unlearn everything that made you a great doer. Some people really don’t want to do that, or they’re not inclined to do that. We’ve had discussions where, as people move up, they start managing people, and we said, “Look, we really think there’s a role for you as a contributor. You don’t seem to enjoy dealing with people, and making them better. You like doing.”

Bob Glazer: We try to have very honest, kind of Kim Scott, Radical Candor conversations with people around what their strengths are, what their weaknesses are, and getting that aligned. But my job should not be doing anything anymore. It should be setting the strategy, working on the vision, coaching with people. I’m actually working through a whole process of getting out of meetings now, where people want me in the meetings. It’s like, I can come in the meeting and solve the problem, but what I really need to be doing is spending time coaching with people, and outside of the meeting hear about the problem, and help them be able to address that problem themselves next time, or that’s the way to make myself obsolete, rather than make myself necessary. That’s a big change, and I think there’s a real difference on our teams, again, the people who are leading and who are doing.

Adam Robinson: You referenced radical candor. I’m a huge fan of that process. In fact, we have some folks from that organization running a workshop at our annual kickoff …

Bob Glazer: Oh, great.

Adam Robinson: … for the company coming up in January. Yeah, I mean, just, we could use a dose of speaking clearly and directly. Talk just for the education of the audience here. What is radical candor, and what’s been the impact in your organization?

Bob Glazer: Yeah, so we’re very focused on feedback. What we talk about is, and I won’t get the exact quadrants right, but Radical Candor is where you challenge directly, and care personally. It’s very attuned to, how we’re all about feedback to get better, and we try to make sure that it’s not personalized, and that it’s about what happened, and that people learn from it. Radical Candor, the concept is really caring about your employee, but not avoiding those things, tackling them direct on. Again, maybe having that conversation with someone and saying, “Look, it doesn’t … We want to support you here, but you seem like a much better doer than a manager. Or you seem like much more of an operations person than a client service person. You know we need to do something about this. How can we help and support you?”

Bob Glazer: It’s really about focusing on outcomes. We’ve all read the book as a leadership team, and people that have had these discussions have said they’ve just been so much more productive than they would have imagined. It’s mistaken, like in a Silicon Valley episode for kind of just saying whatever you want and being a jerk. I mean, that is actually obnoxious aggression in her matrix. That’s not radical candor. Candor is, it’s caring, but not, not beating around the bush in terms of what needs to be discussed or what needs to be said.

Adam Robinson: Talk to us about your feedback process. Let’s say you’ve got somebody either new to the team or new to a role that, for whatever reason, has got a little bit of a learning curve climate that maybe they need a push making … Talk to us about your philosophy for helping them achieve success, and the outcomes that you look for.

Bob Glazer: Yeah, we’re really clear from the beginning, I mean, I do the onboarding call every other week for new employees, that feedback is part of our. They’re going to get it, but they should get it in a depersonalized way. One of the frameworks that we like is kind of a situation-behavior outcome. You know, here’s what happened, here’s the impact, and here’s why, rather than, “Hey, you stumbled in that conversation and sounded like an idiot,” versus, “Hey, you stumbled when you didn’t have time to think of the answer. It’s probably better if you figure out a crutch. I know you like to process stuff. It’s probably better to figure out a crutch word, or say, ‘Let me think about that and then get back to you,’ so that the client doesn’t think you don’t know what you’re talking about, because I know you do.” I mean, those are two examples of how you could say the same thing differently.

Bob Glazer: We just get people used to it very early. I’m open to any feedback. I tell people they can send me anything, as long as it’s not whining, or it has some sort of … Like, well, here’s how I would address it, or some recommendation, and they see that. I mean, one of the things is, we started this before actually I read Ray Dalio’s book, but we’ve adapted it since then, but we have kind of, a debrief form that must be filled out any time there’s a mistake, or we lose a client, or there’s a certain … something has cost us a certain amount of money, and you have to share that. Again, what we’re showing is that, we’re taking a mistake, we’re learning from it, we’re sharing. Mistakes are fine. Repeating mistakes are not.

Bob Glazer: I think feedback is part of making sure that you don’t repeat mistakes. I mean, if you’re doing the same thing over and over again, it’s driving everyone crazy, and you don’t know it, then that’s going to be a problem. But some of these debriefs are great, and they’re really vulnerable, and people are expected to say, “Look, here’s what I messed up, and here’s what everyone can learn about it, or here’s what we need to change going forward, so that this doesn’t happen again.” Then you do this stuff enough, and you see people talk about their own mistakes, or we’ll start off a call with, “Hey, what …” We started off a quarterly leadership call with, “What’s one thing you would have liked to have back this quarter as a do-over?” You just get people comfortable with, discussing these things, and understanding that it’s about the outcome, and it’s not about them personally.

Adam Robinson: You mentioned in a previous answer, we were talking about an inbound hire for us leading part of the business in Asia. It sounds like you’ve grown beyond the four walls in the home office. How are you managing remote work, and what does the future of your business look like from that perspective?

Bob Glazer: Yeah, I tell everyone, I think everyone is surprised that comes here, about the amount of communication and systems that we have. That remote work, for the type of culture that we’re … You know we won the Small Giants award this year. It said something like, “Even though they’re a great place to work, they don’t have a place to work.” It was pretty funny. But I actually think it forces us to be really, really measured, and calculated, and planned. When someone starts off working here, their entire first two, three weeks are scripted out every day. A lot of companies, someone just shows up, and they go, “Oh, they’ll start, and they’ll figure it out.” It’s forced us to be more intentional.

Bob Glazer: When we started in London, and now we started in Singapore, we’ve got people coming back and forth almost every month, really cross pollinating culture, making sure that they’re working with our team here, we’re working with our team there. I’m going to London in a few weeks, that office. I’m then going to Singapore after, just to sit, and listen, and interact. We’ve done that pretty consistently. I think we’re really clear that each region needs its local nuances, and to know the market, but we’re one company, and we’re one operating system. As we talk about it, we talk about adjusting the operating system, and upgrading the code, but we all run the same software. I think when you …

Bob Glazer: The two mistakes I’ve seen people make, expanding internationally, is either, it’s going one or the other. You know, like sending the whole US team to the UK, and not understanding the market, and not understanding the context, and really failing. Or hiring somewhere there, and having them run almost as an isolated island, and not be tied to the culture. I think we heard enough of those mistakes on others, and we’ve specifically budgeted for it, even that investment of all those people go back and forth in the first six to twelve months to make sure you have the right foundations of the culture.

Adam Robinson: I see in your bio, you’re everywhere, doing all kinds of stuff, speaking, contributor thought leadership. You write for Inc, and Forbes, and Entrepreneur, and all kinds of great outlets. What’s your message to businesses out there, when you’re writing and speaking?

Bob Glazer: Yeah, I mean, my focus now, I actually just did a book deal for my second book, which is based on Friday Forward, which is tentatively to be called Outperform. It should come out next year, and it’s on this concept of capacity building, so it’s one of my key messages. I think, A) culture is reflective of the self awareness and the clarity of the founder, about who they are and where they want to go, and being authentic about that. But the key leadership tool that we have used is this notion of capacity building, and that, when you’re growing a company like you did, or we are, you know, 20-30% a year, your ability to not outgrow your team is that you need to actually grow the team. We have focused on holistic capacity building. How do we make people on our team better? You know, better over all, more … healthier, more efficient with their time, better with priorities, all of that stuff.

Bob Glazer: What happens is, we get the best version of themselves at work, but their kids get a better version of them, and their spouse gets a better version of them. We have people right now, you know we have a lot of focus on personal goal setting, and really tying that and sharing those with each other. We’ve got people running marathons for the first time, and doing all this stuff for the first time. I really can see a corelation with performance. Rather than just burning people out, and hoping they’ll work more, and changing them out, we’ve really focused on this investment in employees holistically, and trying to grow their capacity across these four dimensions, which are spiritual, intellectual, physical, and emotional, and we’ve seen great results with that.

Adam Robinson: For listeners who may be in that aspirational spot, you know, perhaps hair on fire, and hoping to scale, all of this sounds good. They’ve got to go execute it. What’s one experience you could share, or a piece of advice you could give for someone looking to start managing the people side of their business with intention? What’s step one, for someone looking to do this differently?

Bob Glazer: I actually, and this goes to another EO event I went year ago, my leadership style for years was very patchwork. I took things from person … You know, I saw that Adam did this, and I like that. Steve did this, and until I really went to a leadership retreat, that was very introspective, and figured out who I was and what I wanted, it was hard to then figure out what the company wanted, and align all that stuff. I really think the founder needs to step back, schedule in three to four hours a week where they’re out of the office, really thinking, writing, planning. But I think the key to longterm success is really figuring out what you want, and then getting alignment with your business and all aspects of your life around that.

Bob Glazer: If you’re not clear about what you want and where you’re going, it’s really hard to then ask others to join that mission with you, or even be consistent. I think you’ll find out, you know, people every day saying, “You wanted this on Monday, and this on Tuesday?” You can just see the difference with people who’ve gotten real clarity around what they want and where they want to go. It translates, I think, into clarity for their business.

Bob Glazer: The other one thing that I think we did was, we did the Cam Herold Vivid Vision, and that exercise of really drawing a picture of where your company’s going to be in three years, what it’s going to look like, getting everyone’s input, putting that out there in the world. Everyone I have talked to who has been part of programs where they have done a version of that has been shocked that these ridiculous, ambitious goals that they sat for three years, and really wrote it out there, and made it clear what it was going to look like, and shared it with the company, that it all happened, and usually at a faster rate. I’m a big fan of planning, and so, I think if you want to get somewhere, really understand who you are, and then paint that picture and that road, so that you can get the right people onto the bus with you.

Adam Robinson: Speaking about the future for the business, and specifically for the people and culture side of Acceleration Partners, if you were to come back on this show in a year and talk to us about whether, or not you’re able to successfully accomplish what you see as the biggest issue or opportunity in front of you to move culture, the people side of the business forward, what will you be telling us happened a year from now?

Bob Glazer: Yeah, so, I’m trying to globalize our culture, which is a new challenge for me, and for the company. One of the mandates is, no politics, and we’re really trying to explain to people what that means, and how to identify when they’re making decisions that are right for them and their team, and not the company as a whole, and the destruction that, that will cause. I think if I was here in a year, I’d be, really wanting to talk about that we had launched, you know we’re in our second region now, and we’ve learned from our mistakes on the first region, and that we were launching a third region, and we had just really figured out how to launch, how to solve the culture thing, and how to find the right people who have the company’s core values, but have what we need locally, and that we felt like we had taken the same formula that made us such a great place to work in the US, and then really translated that into whatever the global translation is.

Adam Robinson: Ladies and gentlemen, that’s the final word you’ve been learning from Bob Glazer, founder and CEO at Acceleration Partners. We heard about all kinds of great tools today, and resources. Cam Herold and his COO Alliance with the Vivid Vision, great program. Jeff Smart we’ve talked about a number of times and the ghSmart team, with Top Grading and the book, Who, all fantastic resources. We’ll put those in the show notes. Bob, thank you so much for being with us on the program today.

Bob Glazer: Thanks, Adam. It’s a lot of fun.

Adam Robinson: Alright, that is a wrap, folks. Again, Bob Glazer, founder and CEO at Acceleration Partners. This has been The Best Team Wins podcast, where we’re featuring entrepreneurs whose exceptional approach to the people side of their business has led to incredible results. My name is Adam Robinson, author of the book, The Best Team Wins, which you can find online at Thanks for tuning in, and we’ll see you here next week.

Speaker 1: Thanks for listening to The Best Team Wins podcast with Adam Robinson. You can find out more information about Adam and his book, The Best Team Wins: Building Your Business Through Predictive Hiring at Thanks again for listening, and we’ll see you next week.