Keep Leading!® Podcast 153 | Robert Glazer | Rethinking Two Weeks’ Notice

Robert Glazer
Multigenerational Work Expert | NYTimes Bestselling Author | Keynote Speaker | Executive Coach

Rethinking Two Weeks’ Notice

Episode Summary
Is the traditional two weeks’ notice an outdated concept? In this thought-provoking episode of the Keep Leading!® Podcast, host Eddie Turner sits down with Robert Glazer, bestselling author, keynote speaker, and founder of Acceleration Partners, to challenge conventional wisdom about how leaders and employees handle career transitions.

Robert shares why transparency, trust, and open communication should replace outdated workplace norms. He and Eddie explore how reimagining employee exits can strengthen company culture, foster long-term relationships, and build healthy, high-performing organizations rooted in integrity and respect.

If you’re a leader, HR professional, or culture builder, this episode will shift how you think about retention, offboarding, and leadership authenticity. Learn how forward-thinking companies are redefining success by treating departures as opportunities for growth—not endings.

🎧 Listen now to discover how to evolve with the future of work and Keep Leading!®

Keep Leading!® Live

Bio
Robert Glazer is the Founder and Chairman of the Board of Acceleration Partners, a global partner marketing agency and the recipient of numerous industry and company culture awards, including Glassdoor’s Employees’ Choice Awards two years in a row. He is the author of the inspirational newsletter Friday Forward, and the #1 Wall Street Journal, USA Today and international bestselling author of five books: Elevate, Friday Forward, How To Thrive In The Virtual Workplace, Moving To Outcomes and Performance Partnerships. He is a sought-after speaker by companies and organizations around the world and is the host of The Elevate Podcast.

Website
https://robertglazer.com/

Other Website
https://www.accelerationpartners.com/

LinkedIn
https://www.linkedin.com/in/glazer/

Twitter
https://x.com/robert_glazer

Facebook
https://www.facebook.com/RobertSGlazer

Instagram
https://www.instagram.com/robertglazer_/

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LinkedIn: https://www.linkedin.com/in/eddieturner

About the Keep Leading!® Podcast
The Keep Leading!® podcast is for people passionate about leadership. It is dedicated to leadership development and insights. Join your host, Eddie Turner, The Leadership Excelerator®, as he speaks with accomplished leaders and people of influence across the globe about their journeys to leadership excellence. Listen as they share leadership strategies, techniques, and insights.

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Transcript

[Eddie Turner] Hello everyone.
Welcome to another episode of Keep Leading Live.
Keep Leading Live is dedicated to leadership development and insights.
I’m your host, Eddie Turner, the leadership accelerator.
I work with leaders to accelerate performance and drive impact through the power of executive coaching, masterful facilitation, and professional keynote speeches.
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Let us know your reaction to what you’re hearing.
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[Eddie Turner] conversation.
Have you ever given your employer a two-week notice?
If you are a working professional in any capacity, the likelihood is, unlike days of old, you’re going to do that more than once in your career.
How did it go when you did that last time?
In fact, why are we still even giving two-week notices?
Is that still necessary in 2024?
My guest today says, we need to rethink the two-week notice, and he has created a proprietary method that he offers as the solution that is a formula for a better way forward.
My guest today is actually a repeat guest, Robert Glazer.
Robert Glazer is the founder and chairman of the Board of Direct founder and chairman, pardon me, of the Board of Acceleration Partners, which is a global marketing agency.
He is the recipient of numerous industry and company culture awards, including Glassdoor’s employee choice award for two years in a row.
He is the author of the inspirational newsletter called Friday Forward, which I believe the last time he and I talked had like somewhere over 100,000 subscribers.
I’ll have to get the new number from him today.
He’s also a number one best-selling author for the Wall Street Journal, USA Today, and the international best-selling author of five books: Elevate, Friday Forward, How to Thrive in the Virtual Workplace, Moving to Outcomes, and Performance Partnerships.
But today, we’re going to talk about book number six, and that book is Rethinking the Two Weeks Notice.
Robert, welcome back to Keep Leading Live.
[Robert Glazer] Eddie, thanks for having me.
You set you set a high bar for matching your energy, so I’ll try to I’ll try I’ll try to bring it.
[Eddie Turner] Oh, you always do, sir.
You always do.
I uh, you know, you and I, I said that we we uh, we had you on in 2020, so I’m happy to have you back.
Folks who haven’t are listened to episode 81 of the Keep Leading podcast will listen when we talked about lifting others up as leaders.
And uh, Robert and I both members of the esteemed Marshall Goldsmith 100 Coaches community, uh, where we are with other amazing leaders, and we came together uh last summer for the third annual meeting of the community, and during that time, we were with some other great people we love.
Remember this, Robert?
[Robert Glazer] I do.
I do.
Yeah, that was a great shot.
[Eddie Turner] Oh yeah, Belmont University’s a beautiful facility that they allowed us to be at.
[Robert Glazer] So beautiful.
[Eddie Turner] Alyssa amazing writer and author, and of course, the legendary Dorie Clark and all her great work and so many other great folks.
So, uh, we have a long history together.
So, tell me, uh, this book, new book that you have out, uh, you have been writing about this in the Harvard Business Review, so we’ve seen a little bit of your thinking on this.
What made you turn this into a book?
[Robert Glazer] Yeah, so I’ve been talking about this for a few years.
Um, there was the article in Harvard Business Review and then a TED talk in in 2019.
And I a lot of people who who watched that talk or reached out and just tried to do anything different in their organization would reach out to me and say, wow, this really like works better.
And that was without sort of a playbook or instructional manual.
They were just frustrated with the two weeks paradigm as as I was.
So, I I wrote the book after that in 2019, 2020, and then this little global pandemic happened, uh, and we had, you know, massive layoffs and then we had hiring and then we had the great resignation and then we had quiet quitting and it just it kind of never seemed like a good time in the supply and demand amounts.
But I realized like if if if I didn’t do it, I wasn’t it wasn’t ever going to get done and and and the the the problem still existed and and and part of the problem was again these zero sum sort of games between employees and and and employers.
And so I I kind of I dusted it off and and and went back and and sort of updated what I had written for I think the modern workplace in terms of um, it it the again, it’s just silly to me.
Like the people, as you said, we are not in lifetime employment anymore.
We have changed so much about how we hire people and cultures and how we onboard them and everything and we have not changed anything about hiring.
And the way people leave organizations you know, enables a lot of distrust and and sort of operates in this mode that we’re all pretending like it’s lifetime employment anymore and we we know it’s not, but we’re still running that playbook.
[Eddie Turner] Yes, people uh, the idea of lifetime employment when your folks and my folks were working, you know, they they they worked for 30 years, 40 years.
Yeah, at pensions, got a gold watch and you live life happily ever after.
[Robert Glazer] 30 years.
[Eddie Turner] And uh, that just isn’t the way it is and it’s you know, you know, for different generations.
So Generation Z, I think I saw on the stats was, I think you can expect to have at least five jobs.
[Robert Glazer] I mean, in their 20s.
I I I think a lot of people today under 30 would say, look, two years is a good amount of time in a company.
You know, whether um, whether it was great or it was bad, like two years is good.
Like and so I I I would guess that number would be like so much more than five.
That would imply like almost a little more than one per decade, but but yeah.
[Eddie Turner] All right.
Well, one of the other things I want to make sure folks know is that not only is this book available now uh online, you are also offering it uh at least for today, I’m not sure how long you’re promoting this, 99 cents.
So get your copy, folks, on Kindle.
Get a copy of the book for 99 cents as uh as long as this promo is running and certainly uh the the hard cover as well.
[Robert Glazer] Yeah, the 99 cent book is through the end of the week.
You can also get the first couple chapters for free on Substack.
As I said, if you’re not, you know, if you’re not Adam Grant or Oprah Winfrey or Malcolm Gladwell, you’re not you’re not writing books to make money.
I I I really want to see companies and leaders and organizations change this paradigm and that’s really the sole motivation for writing this book.
[Eddie Turner] Fantastic.
And uh, as you wrote this book uh and and coming out with what you said, what has the uh what what’s been the biggest reaction you you’ve seen from people uh as this book has launched?
Just a couple days ago in fact, right?
[Robert Glazer] Yeah, I I I mean it’s been a great response.
It was I’m kind of surprised.
I woke up this morning and was uh, you know, number one in 30 different categories on on Amazon.
Uh, you know, I I I thought I might be talking to sort of a small group of of, you know, kind of change makers, but I it turns out there’s a lot of frustration around this.
Um, probably particularly from employees.
However, it is really not on the employees to make this changes.
It is on the the manager and the leaders and the employer to say, look, we are a company where we have open conversations, you know, when things are going wrong and there’s psychological safety and you can come and talk to your leaders and we won’t walk you to the door for doing that.
So, there’s always, look, there’s always problems and and one of the pushbacks I get about this sort of program and this notion of an open transition program is that um, hey, like by the time this person’s going to leave, it’s it’s bad and it’s toxic and we just they just need to go and because I advocate for these transition periods.
And that sort of misses a big point about this entire system in that if it’s like let’s just say it’s November right now and I’ve got to fire someone this week and it’s going to be ugly and they’re toxic and they’re already pissed.
The the signs of problems with that employee probably were in February or March.
And it was actually the work that I didn’t do then and and the honest conversations that could have maybe led to a couple good results of them still working in the company, maybe in a different capacity or solving those problems or realizing that like this wasn’t the right thing for them and and we could have moved on, you know, before it got really bad for both sides.
[Eddie Turner] Yeah, so often it deteriorates and in some cases even when there was a good relationship, the mere fact that an employee submits the two-week notice, I’ve seen uh situations where they were treated as a disloyal person.
How could you be looking around as if we were in a relationship and you’ve been cheating on me?
[Robert Glazer] Yeah, I mean, as as I open the book and the TED talk with, if you’re if your partner came to you and just so and you didn’t think they were unhappy at all and they told you they were moving to a new city with a new partner in two weeks, no one would say that’s normal.
I understand why somehow, you know, in the job market that that that has happened.
But people remember, if you’re if you’re doing a conference, they always say, people remember endings and beginnings, right?
So have your best speakers, have a great opener, have a great closer, do the most important thing at the end of vacation.
And I think employees miss a lot that, you know, how they leave these jobs is is their lasting memory.
And one thing I talk about in the book is like they don’t realize, particularly, look, two weeks notice in the great resignation was a long time.
People were giving one day’s notice or no day’s notice.
There’s a large world of reference back checking, right?
There’s a lot of people who can figure out where you worked and know someone and I get reached out all the time and and you can leave a pretty, you know, you you you don’t even names that you aren’t giving, you know, if people feel really burned by how you left that job, you can have some, you know, detractors out there who who can serve as sort of an invisible barrier to your career growth.
So, I it’s just better for everyone if we try to end things.
Think about a breakup.
I mean how or divorce, like when it ends so acrimoniously, it’s not good for anyone, right?
Like people break up.
So like how do you do that in a in in a in a more productive way?
[Eddie Turner] Indeed.
And speaking pulling on the thread that you mentioned there about uh best openers and closers for your conferences and events, uh you are a keynote speaker.
I’m a keynote speaker, so uh we definitely want to make sure folks know that we’re two people they can call to do that.
[Robert Glazer] We only do opens and closings, you know, don’t don’t use us in the middle.
Take your high risk people in the middle.
[Eddie Turner] Yeah.
[Robert Glazer] Absolutely.
[Eddie Turner] We must get that plug in there for sure.
But yeah, so uh you you have this this track record and people who will call off record to check in on people because of the way things ended.
And so you offer a formula, in fact to chapter three, I think it was in the book, uh about respect.
R E S P E C T.
[Robert Glazer] Yeah, I think that’s the the the the biggest thing that’s missing in this process.
That was sort of so the concept of an open transition program is is to create a a way for people to leave that that that sort of creates better outcomes.
And the notion that you can have this transition timeline.
So, either the company leads the transition or you say you’re interested in doing something else and there’s a period where you can continue working and looking for your new job.
And again, it’s a it’s kind of an open transition.
And to to to do something like that, you need psychological safety, you need communication, but you need this sort of mutual respect.
And there’s a psychological principle uh of cognitive dissonance, I think that happens a lot.
Well so what happens is like, so Eddie’s my employee and Eddie is like really struggling and he’s missed quota for three quarters in a row, you know, different Eddie.
Um, and and I know I’m going to like this isn’t working with Eddie.
And and and but I like Eddie, right?
And so my my I have to let’s say I have to fire Eddie or tell him that that it’s not going to work out, but I like Eddie.
My brain can’t handle those two things, right?
That’s dissonance.
It’s like I really like Eddie and I have to fire Eddie.
So it has to bring one of those things into congruence.
And what it does is usually you start to emotionally distance yourself from the person and make them out to be a bad person and a problem and create a narrative because then it makes it easy to do a bad thing to a bad person.
It’s hard to do a bad thing to a good person.
And if you had operated from this place of respect, you would have been able instead to lean into the relationship and be like, Eddie, I love you.
You’ve been working here forever.
Obviously like sales is not your thing.
Like this isn’t working.
Like what do you want to do?
How can I help you?
Should we look at stuff inside the company?
Should we look at stuff outside the company?
What what what I while I love you, I just this can’t go on like this forever, right?
So so I understand why people do, but I don’t think they realize they start to actually distance themselves from the person, become disrespectful and that’s when a lot of the problems start.
Um, and I think it’s because they know in the back of their head they’re going to have to deal with this, um, and they don’t really want to.
[Eddie Turner] You’re so right, Robert.
And that that that is precisely what happens.
You have to demonize the person to make it easier to take that action when you could do it in a much more respectful, loving way.
And that’s why oftentimes when you have these conversations with people who are no longer with an organization, you’ve got two different narratives and it doesn’t align with each other and it’s like that’s not the person I know.
Even other customers or even other people who work with the person have a different view.
So I love how you highlighted that and that makes so much sense.
The we have a couple people joining us.
In fact, one person is joining us from Facebook, someone who I haven’t talked to in a long time, Teresa Jackson.
Thank you for tuning in and listening to our conversation on Facebook.
Uh, she and I went back to our degrees together from Northwestern 25 years ago as adult learners.
So so good to see her online and that means I have to check in.
It’s been a little while.
So thank you for tuning in, Teresa.
And we also have joining us Ezra Miller, who I met a couple months ago.
Um, uh, she is joining us from Istanbul, if I remember correctly, uh, overseas.
So great to have you tuning in and saying, it’s lucky to learn we’re so lucky to learn from two great keynote speakers.
We appreciate your feedback, Ezra.
Appreciate your support.
One of the master certified coaches in the world.
So if anybody’s looking for a great coach, she is someone who I recommend.
Now, also, uh, Robert, there’s this idea of I talked about the disloyalty, but what would you say about sometimes what happens is there’s this counter offer that is when that when the two-week notice is turned in.
[Robert Glazer] Yeah.
I I’ve written articles on this.
Uh, I I counter offers are a really bad idea.
So, in business a lot of times we point to exceptions and we celebrate exceptions.
If I’m doing the same thing over and over again, I would rather play the odds.
And I think the odds are that when you counter someone, they’re not with your organization after 18 months.
Um, because you probably haven’t fixed the problem, right?
Or or dealt with it uh otherwise.
So, if if if if you’re really pissed about, you know, if the problem really was salary and you’re arguing about it, well, you’re also then going to be bitter that it took you telling me them that they were going to leave in order for them to, you know, pay you.
So, uh, that’s the I I I I don’t think counter offers are a great idea.
People will point out to the one that worked out of out of 10, but my thing is if something has a 90% failure rate, you should just go with the with the rule on that.
Um, and and we should either, look, you should either cure problems before people get to that point or you should recognize that it’s not solvable and, you know, one of the parties needs to move on.
[Eddie Turner] Uh, well said.
And then you also have a situation where now you’ve you’ve spurned the other employer.
Things didn’t end up working out here at this employer.
So now you got two bad relationships, uh, where you would have just uh hopefully not had one, but it would have only had the one.
[Robert Glazer] Yeah, it and if a company won’t give you what you want unless you threaten to leave, it’s just not a healthy dynamic for anyone in the first place.
[Eddie Turner] Yes, with rare exception.
That is that is absolutely true.
Uh uh Ezra’s winning again.
She says, yes.
And then uh says, what an honor to hear this.
Thank you very much.
So yes, the wisdom that you’re sharing is very much appreciated, uh Robert.
Well, what I’m going to do now is I’m going to take a a quick pause and I need to acknowledge the sponsor of the Keep Leading podcast.
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Just realized I didn’t pull that up.
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All right, so Robert, as we transition back here uh to our conversation, what I would uh uh want to know is also you you talk about uh the the the need for us to get into uh three there’s three buckets that you would kind of categorize everything into.
[Robert Glazer] Yeah.
[Eddie Turner] Can you briefly share that with us?
[Robert Glazer] Yeah, so this is when you go to the three roots of most employee problems, right?
There’s things that that the employee can fix and has to do the work on.
Uh, things the employer can and wants to fix or change or things that are not going to change.
So, so again, let’s imagine your employee is is a little disengaged and not doing great work, right?
You can keep telling them they’re disengaged, you can keep writing them up, you can do a performance improvement plan.
That’s sort of like giving someone Tylenol for a headache rather than getting in there and figuring out why do they have a headache in the first place.
So, you know, let’s let’s we’ll be Reggie, not Eddie.
So we dig in with Reggie.
Well, I might find out that Reggie is lost, you know, his his child care and has been trying to work around these hours and so has been exhausted.
Also like he just doesn’t have the training he needs.
Well, I can then work with Reggie and say, look, we can adjust your hours temporarily, but like you’re going to have to figure out this child care thing and you’re going to have to do this training and we’ll work with you, but this is on you to to to to to make these changes.
Well, number two, Reggie might be like, I don’t know, upset about not getting a raise or or a promotion and maybe I dig in and those things are are are are actually warranted and or or needs to change your teams, right?
Came from the sales came from the marketing team onto the sales team, that’s not working out.
The marketing team would love to have him back.
And I kind of dig in and I just like, you know what?
He really you he’s right.
Like we’re hiring people at a, you know, at a higher rate than him and I understand it’s frustrating.
So so we fix that, right?
And it gets better.
Then the third one is, let’s say I’m a remote work uh environment and Reggie’s like, I really want an office and we want offices.
you know, there are some things you just have to say, sorry Reggie, when you came here, we told you we were remote only.
We told you this is part of our culture.
You said you were up for it.
Like we’re not going to open offices because you want them because most of our employees don’t.
Um, so that’s why I talk about sort of digging to the root, right?
Because each of those problems that is showing up as Reggie not doing great work and being disengaged has a different root and and and needs to be addressed or solved in a different way.
[Eddie Turner] Good, good, good, good.
And do you have uh you you have several case studies that you go through in the book that support your hypothesis.
What is one that you might be able to share with us briefly that shows how this is an effective solution that people should be implementing?
[Robert Glazer] Yeah, so my favorite case study is and and and is actually uh someone named David uh or that’s his pseudonym.
And David was a a great employee for us for a long time and he started to get really frustrated.
And his manager had sort of one of these happiness and engagement conversations I talked about like what’s going on?
Like, look, a lot of my job is managing people now.
I we’re bigger.
I liked being in the data.
I think I like data analyst, data science and we said, that’s great, but right now we don’t have the need for a data scientist.
It could be 6 to 18 months until we do that.
Like and so like let us we’ll be like let us why don’t you think about it?… We’ll think about it like what we can do in the short term, but we could sense that like this wasn’t going to be tenable, right?
Either either he needed to get back to some of this work that he loved or he was going to continue to not being not be super engaged.
Now, during that time, uh a partner of ours sent me a note and said, hey, I’m looking for basically like a data analyst on my team.
It was a big Silicon Valley uh company and I I actually looked at it.
I shared it with our leadership team who all knew the situation because we kind of tried to have these conversations and we all were like, yeah, that’s kind of his dream job.
Uh, we should let him interview for that.
So, we reached out to him, we reached out to the company.
I was like, look, I know this might be a surprise, but I actually have an employee who’d be a great fit for this.
We we’ve been having some conversations with him.
We know he wants to do something different.
So so, you know, we’re happy to have him interview this with for this with our blessing.
We also told him, look, if it doesn’t work out, again, we’re not going to fire you.
We’re going to figure something out.
Anyway, he got that job.
He’s been there for six or seven years, moved to California, doubled his salary.
He’s been at that company forever, doing great.
And uh actually last year they became a client of ours as well.
So um, yeah, and so there’s just good karma um around these things.
It was the right thing for him.
But but this never would have happened had those honest conversations not sort of come about and the psychological safety for him to start that conversation with his manager and say, you know, I think I’m going to want to be doing something different by next year.
[Eddie Turner] Indeed, indeed.
Well, what a wonderful story.
Thank you for sharing that case study with us.
And you describe that there are seven steps to a successful transition if we’re going to do this right.
[Robert Glazer] Yeah, so if you if you’re if you read the book or you kind of have a program and then you’re ready to kind of move someone into a transition, there there there’s sort of seven steps I think are part of it.
The first is uh have a written plan.
Everything needs to be clear, including the timetable, which is number two, what the expectations are, what it looks like if it doesn’t work out, kind of this is how it’s going to work.
Maintain really good clear communications.
Hey, I’m going for an interview this day.
I’m actually I’m in the final round.
I might get an offer next week.
If I do, they need me to start in two weeks.
Like keeping everyone sort of on the on the same page.
Um, that’s three.
Four is open your rollerdex.
I we I’ve helped I’ve written hundreds of of notes and emails to to people going through transitions at our company and to other companies that they’ve identified of people I know in my network.
So have other people on our team, you know, trying to get them the right role at the right place.
Um, five is provide internal resources.
Again, your own HR team could uh practice interviewing with them, look at the resume.
The goal here back to that respect is, look, just because it’s not working out here, it doesn’t mean we don’t care about you and you don’t have value and we want to see you go become successful uh elsewhere.
Um, the sixth is third-party support.
Again, maybe that person needs some retraining, maybe they need a recruiter, maybe they need job placement services, co-working, like what will help them.
And the last one is just make it personal.
There are a lot of interesting ways to to help people that don’t even cost a lot of money.
There’s a story one company shared about the person really needed a suit for the interviews he was going into.
So again, rather than paying firing them, not having them working and paying them a severance, as part of that program they they got them a suit um and and helped them out.
So, those are sort of the seven components I think to any successful uh transition program.
[Eddie Turner] But now if I just listen to you describe those, especially I think it was number three, what if I’m afraid?
I am afraid that if I go in and tell my employer that things aren’t working out, I’d like to go somewhere else and let me please work with me so I can do this smoothly with you, that they’re going to just fire me on the spot.
[Robert Glazer] Yeah.
[Eddie Turner] Let me let me help you out.
[Robert Glazer] Yeah, so that’s it’s a great point.
And and this has to be led from the company and they have to promise people that won’t happen as we did.
I’m not advocating that if you’re listening to this now, you go and say, okay, I’m going to go.
If your company marches everyone to the door right after they give her notice, you don’t want to do that, right?
This this has to be the company and the leaders saying, look, we’re changing how we do this.
You can trust us.
You can call us out on this.
When we rolled out this program, we said to our employees, you can call us out, you can go on Glassdoor, whatever.
I promise you, if someone comes and starts one of these discussions, they will not be walked to the door.
We will we will figure something out.
It’s not going to be indefinite, but we will figure it out.
And I think that took a lot of the, you know, burden off them or the fear off them.
[Eddie Turner] Which is one of the reasons you have such a high employee satisfaction rating as reflected on what’s being commented about your organization on Glassdoor.
So congratulations.
[Robert Glazer] Thank you.
[Eddie Turner] Well, what’s the main point you want our listeners to take away from our conversation?
[Robert Glazer] Yeah, so this is this is a broken paradigm.
I think most people, if you say, you know, tell them, hey, the door closes, someone steps into your office, they say, can you speak a minute?
Everyone gets that sort of like like horrible feeling.
They’ve been part of that discussion.
So we all know this sucks.
You know, I just don’t think we know how how to fix it.
And and I’ve thought a lot about this and I’ve talked to other leaders and I we’ve tried this in almost over a decade and I really do believe that this is the foundation of of of changing that.
So, if you’re frustrated with this problem, if you’re uh you know it’s like not what you want to be doing, but you just don’t know what to to replace it with, like the the the the book will give you some clear frameworks and advice on how to do that.
[Eddie Turner] Excellent, excellent, excellent.
And so now, this is the Keep Leading podcast, Keep Leading Live.
I love quotes.
I always love to know as a leader, what quote do you live by that helps you to keep leading or the best advice you’ve ever received?
[Robert Glazer] Um, they’re probably one and the same.
I’ve always loved the quote, how we do anything is how we do everything.
Um, and and and I just think that’s a great mantra for anyone in any leadership role.
[Eddie Turner] Absolutely, very good.
Well, thank you for sharing it.
I want to also say thank you again to Teresa who tuned in from Facebook and also Ezra who tuned in from LinkedIn.
We appreciate that and I saw several folks on YouTube but the names didn’t come through.
So didn’t mean to not acknowledge, but uh anytime I see the name come through, I definitely acknowledge that.
If you would like to uh learn more about Robert and his work, uh please visit RobertTGlazer.com.
Follow him on social media.
And by the way, Robert, I forgot to get that stat from you.
How many subscribers to your newsletter do you have?
[Robert Glazer] Uh, I think it’s close to 130,000 now.
[Eddie Turner] Wow.
That number just keeps going and growing.
That that is very, very impressive.
So we want to make sure you you you you go out to uh uh to see uh Robert at at his website, uh follow him and the great work that that he is doing there.
Any uh uh other comments you want to know want people to know, Robert, who are following and tuning in?
[Robert Glazer] No, again, if if if you’re interested in the book, uh newsletter, podcast, all the different things, they’re all at RobertGlazerGLZR.com.
I encourage you to check it out.
Again, you can read there on Substack, the first couple chapters of the book are up there for free.
So you can read it and decided if it’s something you’re you’re interested in learning more about.
[Eddie Turner] Well, excellent.
Thank you for being a fantastic repeat guest on the Keep Leading podcast.
I really appreciate it and uh love uh knowing that we can now have a new way of thinking about the two-week notice.
Thanks, Robert.
[Robert Glazer] Thanks for having me, Eddie.
[Eddie Turner] And thank you for listening.
That concludes this episode, everyone.
I’m Eddie Turner reminding you that leadership is not about our title or our position.
Leadership is an activity.
Leadership is about action.
It’s not a garment that we put on or take off.
We must be a leader at our core and allow it to emanate in all we do.
So whatever you’re doing, always keep leading.