A competitor called every person on my leadership team within the same month once, offering more money to jump.
My eleven-year-old talked me into a better allowance deal than half the vendors I have ever negotiated with.
I loaned a close friend eighteen thousand dollars once, no paperwork, because he needed it fast and I trusted him completely.
I sponsored a Little League team eleven years ago mostly because the coach asked and I felt bad saying no.
I did not answer a work call on a Sunday for an entire year, on purpose, as an experiment.
I gave a client a fifteen percent discount once to save a renewal I was nervous about losing.
My wife and I had a real argument in the middle of a client dinner once, low voices, but a client sitting four feet away could tell.
I spent about six thousand dollars turning my garage into a home gym during a year I told myself I would finally get serious about training.
How do you actually weigh someone's skill against how the team is going to feel about working next to them, when you cannot find that out until after they have already started?
A former partner cost me close to two hundred thousand dollars on a deal that went sideways, and he never once said he was sorry.
I ran two companies at the same time for about three years, and neither of them got my best.
An employee once turned down a twelve percent raise and asked for a title instead.
I coached my younger son's baseball team for two seasons, and it taught me more about managing people than most of the jobs I have had.
A guy once offered me a distribution deal so good I should have walked away from it on the spot.
My first real office was four hundred square feet above a dry cleaner, and I was so proud of it I gave people tours of a room the size of a hotel suite.
For six years I have gotten up before my alarm just to sit in a quiet kitchen for ten minutes before anyone needs anything from me.
I was in the middle of a board meeting when my sister called about my father's test results.
My lawyer wanted to cut an indemnification clause out of a vendor contract because it was, in his words, boilerplate nobody ever uses.
I did cold plunges every morning for six months because a guy I respected swore by them.
More than two decades of pitching, negotiating, and trying to talk people into and out of things, and I still could not tell you what actually changes a person's mind in the room.
I had a board member for two years who I thought was wrong about almost every call.
A guy quit on me eight years ago over a raise I would not give him. Went to a competitor for twelve percent more.
My instinct when a deal goes bad is to perform being fine. My kids usually get the edited version.