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A
Hi
everyone
thanks
for
joining
it's
the
I've
got
half
an
hour
on
my
on
my
clock,
so
I
thought
we
could.
We
could
get
started
I've
already
hit
record
as
well,
and
so
just
to
let
you
know
the
the
recording
has
begun
thanks
all
for
dialing
in
for
the
last
session
of
this
and
I
think
we
can
have
a
discussion
at
the
end
if
we
wanted
to
break
heart
and
do
and
do
anything
separate
from
four
weeks
going
forward.
A
But
this
is
the
fourth
part
of
the
book
club,
which
was
the
last
one
that
we
had
planned.
So
thank
you
for
sticking
with
us
to
this
point
and
yeah.
Let's
begin
I'll
start
by
saying
this
section
was
definitely
the
largest
and
definitely
that
we
had
the
most
content
in
of
all
of
the
sections.
A
It
felt
like
there
were
a
lot
of
really
specific
things
and
really
like
specific
advice
that
you
could
take
into
the
actual
role
of
being
a
manager
and
further
than
just
the
ideas
of
the
breakfast
factory
or
the
other,
the
other
ideas
that
he
put
forward.
This
was
very
specific,
very
specific
information,
so
Sean
I
was
wondering
to
pick
on
you
as
co-host.
What
you
got
out
of
the
sports
and
energy
section.
There
was
the
most
useful
piece
for
you.
B
So
for
the
sports,
the
the
sports
analogy-
chapter
I-
am
quite
into
sports,
which
weirdly
felt
like
I
didn't
get
much
out
of
it,
because
I
get
to
anybody
who
knows
me
will
not
find
this
phrase.
I
got
very
bogged
down
in
the
bits
where
I
was
like
well
yeah,
but
I
wouldn't
say
it's
quite
like
that.
I
would
say
it's
like
probably
basically
the
same,
but
slightly
different
I
just
bought
myself
down
in
those
situations.
So
one
thing
I
found
interesting.
B
You
know
just
about
sports
in
general,
professional
sports
or
competitive
sports.
I
guess,
if
you
look
at
high-level
amateur
competition
as
well,
is
how
the
results
are
basic.
We
everything
like
it's.
It's
quite
a
common
theme
that
you
hear
that,
like
you
know,
people
do
care
how
you
play
the
game,
but
they
won't
notice
that
in
the
record
books
at
the
end
of
your
career,
so
for
a
book,
that's
so
heavily
emphasizing
outputs.
That's
like
the
ideal
scenario.
Right
like
your
output,
is
very
clear
and
very
objective.
Absolutely
everybody
you
do
win.
A
That
award
and
I'm
sure
that
the
family
of
professional
sportsmen
would
view
it
the
same
way.
That's
you
know,
I
mean
we
just
had
one
build
in
here,
so
you
know:
why
can
they
not
get
off
the
court?
Why
are
they
still
practicing
their
serve?
Why
are
they
still
out
there?
They
should
be
inside
having
supper
with
the
rest
of
us.
You
know
so
there
was
a
quick
that
there
was
something
that
I
found
quite
challenging
in
that
comparison
was
because
it
seemed
that
professional
professional
sportsmen
reviewed
slightly
differently.
B
Yeah
I
mean
there's
this
sort
of
goes
to
a
couple
of
things
that
I've
sort
of
felt
like
I,
was
going
into
nitpicky
mode,
be
like
sports.
I
mean
this.
This
applies
to
some
people's
jobs
as
well,
but
like
I
play
sports
for
fun,
like
I,
am
NOT
a
workaholic
if
I
play
soccer
like
three
times
a
week,
because
that's
not
my
job
but
I
would
do
it
anyway,
because
it's
fun.
B
So
there's
that
aspect
and
there's
also
the
aspect
that
sports
people
tend
to
have
very
compressed
careers,
so
you
might
have
like,
under
10
years,
like
maximize
your
career,
which
I
think
changes
the
equation.
Quite
a
lot,
as
opposed
to
somebody
like
me,
who
you
know,
I,
don't
want
to
burn
out.
Thank
you.
You
know,
whereas
for
a
sports
person,
that's
that's
a
lower
risk
because
of
the
compressed
time
scale.
B
C
There's
well-known,
well-known
players,
Tom
Brady
in
football,
if
you're
familiar
with
American
football,
he
goes
to
bed
every
night
at
ten
o'clock
irregardless.
The
situation
like
he'll
he's
just
like
he's
like
I
go
to
bed
at
10:00
and
I,
get
at
least
eight
hours
of
sleep,
and
that's
just
what
I
do
because
I
know
that's
what
I
need
to
do
to
be
successful.
The
the
golf
tournament
this
year,
the
Masters
they
basically
haven't,
really
started,
and
basically
all
the
players
like
as
soon
as
the
as
soon
as
the
competition
was
over
for
the
previous
day.
C
They
all
went
to
bed
because
they
knew
that
they
were
gonna
have
to
get
up
at
like
like
they
were
saying
to
prepare.
They
have
to
be
up
four
to
five
hours
ahead
of
time
and
if
they
have
an
8:00
a.m.
start
at
the
be
up
five
hours,
so
they
have
to
get
up
basically
three
o'clock
in
the
morning,
so
they
were
already
like
you
know,
running
to
bed,
basically
to
get
some
rest
associated
with
it.
C
So
I
think
the
aspect
that
they're
talking
about
is
the
time
devoted
to
it,
which
you
know
if
you
want
to
be
successful
at
something
you
do
have
to
devote
time
to
it.
So
the
question
is,
is
you
know
when
do
you
when
you
consider
it
a
problem
versus
you
know
actually
you're
just
trying
to
be.
You
know
more
successful
things
and
every.
A
A
You
know.
Sometimes
it
can
actually
make
you
cringe
how
harsh
they're
being
on
the
players,
but
it's
what
they
need
to
do
to
get
through
and
I
know
for
myself,
like
my
management
style,
is
not
to
be
that
well,
definitely
not
to
be
that
harsh
on
as
harsh
as
a
coach
would
be
on
their
team.
But
this
made
me
think
you
know,
maybe
there's
a
certain
degree
of
toughness
that
you
actually
do
have
to
put
forward
just
by
to
actually
get
the
best
out
of
out
of
your
team.
Your
teammates
yeah.
B
B
So
the
head
coach
retains
much
more
distance
from
the
personal
relationships
with
the
team,
whereas
the
assistant
is
the
one
who's
able
to
like,
you
know,
sort
of
nurture
them
and
the
head
coach
is
much
more
focused
on
like
those
those
harsher
interactions.
Like
you
mentioned,
if
anybody's,
what
read
the
book
or
watch
the
film
the
damned
United?
D
I
took
the
most
notes
on
this
section
myself:
I
didn't
didn't
care
for
the
term
tough
on
their
team.
I.
Don't
think
that
personally
I
don't
think.
That's
helpful
and
professional
environment
I,
like
the
term
critical
a
little
bit
better
and
I,
think
it
ties
in
well
to
the
next
section
words
as
a
given
managerial
approach
is
not
equally
effective
under
all
conditions
right
there
may
be
teams
that
respond
really
well
to
a
critical
and
fairly
harsh
manager.
I
know
myself,
I'm
not
like
that
at
all.
D
I
will
push
the
teams
and
ask
questions
and
again
going
back
to
a
sports
analogy,
and
it
was
in
oh
crap.
I
came
from
a
name
in
the
book,
but
they
did
a
profile
on
Tony
Dungy,
who
was
an
American
football
coach
and
how
relaxed
and
quiet
and
confident
he
was
as
a
coach,
and
he
wasn't
those
screaming
coaches.
If
he
just
said
expectations
for
his
team
and
when
they
meet
those
expectations,
you
would
just
read
it
back
to
them
say
hey.
This
is
what
we
expect
as
a
team.
D
This
is
where
you're
not
living
up
to
it.
So
maybe
it's
just
the
wording
and
it's
all
saying
the
same
thing
but
I
like
the
term
critical,
better
than
tough
I,
think
tough
has
a
bit
of
a
negative
connotation
and
also
on
the
third
point
that
Rachel
brought
up
a
good
coach
was
likely
a
good
player
himself
at
one
time,
I'm,
not
sure
about
that
a
lot
of
coaches,
especially
in
American
sports.
They
were
okay
players
at
the
time
and
they
did
a
lot
of
learning
while
they
were
on
the
bench
observing
the
team.
D
D
And
I
think
the
point
about
an
ideal
coach
takes
no
personal
credit
for
the
success
of
his
team.
That's
kind
of
it's
critical
to
being
a
successful
manager
right,
letting
your
team
bask
in
the
glory
and
the
flipside
calling
them
out
when
they're
not
living
up
to
the
expectations
and
making
sure
their
expectations
are
well
known.
And
everybody
understands
the
same
thing.
So
now,
I
like
the
section
of
the
book
that
was
great
I.
A
Wasn't
like
the
way
that
what
you
said
there
tied
into
a
later
chapter
about
how
you
can't
give
a
manager
a
bit
of
performance
review
than
what
their
team
got,
because,
ultimately,
the
managers
output
is
whatever
the
team
outputs
and,
if
the
team's
not
being
successful
in
how
can
you
give
a
manager,
a
good
review
as
a
result
of
that
I?
Think
that's
also
what
I
liked
about
the
section
is.
A
So,
moving
on
to
the
next,
the
next
chapter
is
all
about
task.
Relevant
maturity
and
I
didn't
put
a
lot
of
notes
in
this
section,
but
I
think
that
what
I
really
got
from
it
was.
You
know
that
they're
the
managers
most
important
responsibility,
is
to
get
the
top
performance
out
of
the
people
on
their
team
and
of
all
of
the
things
that
that
come
and
go
through
each
day
that
come
and
go
out
of
your
inbox.
A
D
Yeah
this
section
when
they
talked
about
task,
relevant
maturity
and
how
low
low
trm
requires
higher
structure
and
higher
task
relevant
maturity
requires
lower
structure.
Reminds
me
a
book
or
training
that
talked
about
situational
leadership,
which
is
a
tool
and
I've
seen
wielded
poorly
when
management
tended
towards
one
or
the
other
on
everything
right.
If
they
had
a
highly
functional
team
and
they
thought
it
required
high
structure,
then
the
team
got
frustrated
by
micromanagement
or
she
had
a
relatively
immature
team
and
you
just
kind
of
let
him
go
without
giving
him
a
lot
of
structure.
D
They
would
slobber
right.
So
it's
it's
tricky
to
find
that
balance
and
I
thought.
This
section
of
the
book
was
a
little
better
worded
than
I
found
the
situational
leadership
training.
The
situational
leadership
training
was
a
bit
binary,
they're,
either
one
or
the
other,
and
there
was
a
lack
of
nuance
and
I
thought
they
did
a
good
job
of
covering
the
nuance
in
this
section.
I
really.
B
B
A
What
I
also
liked
about
that,
is
that
some
I
think
in
that
specific
case,
they
were
also
saying
how
the
subordinate
felt
that
the
helpful
suggestion
was
actually
an
direct
instruction
that
you
will
do
this
like
this.
Meanwhile,
the
manager
had
not
intended
it
like
that
at
all
and
I
think
that
can
also
be
quite
hard
for
a
manager
to
put
it
forward.
As
this
is
a
helpful
suggestion,
don't
you
don't
have
to
do
it
like
this,
and
you
know
how
to
put
that
message
out.
A
A
Pinzón
they've
been
time
for
it
and
I
think
that,
in
a
sense,
that's
being
able
to
give
a
person
an
instruction
that
is
not.
That
is
just
a
suggestion,
a
helpful
suggestion,
not
a
direct
directive
force.
It
depends
on
how
much
mutual
understanding
you
have
with
that
person.
If
you
haven't
spent
a
lot
of
time
in
one-on-ones
and
you
haven't
spent
a
lot
of
time,
creating
the
right
environment
with
the
person
they're
not
going
to
accept
the
messages
that
you're
giving
in
the
same
way
that
you
think
they're
going
to
be
accepted.
So.
F
A
A
His
preference
was
actually
to
do
an
asynchronous
heed
back
and
I
found
that
interesting,
because,
obviously
that's
how
that's
how
we
do
things
here,
and
the
huge
focus
being
on
async
and
I
also
liked
how
he
said
it
gives
people
time
to
react
or
overreact
before
actually
having
the
meeting
and
I
hadn't
thought
about
that
it.
You
know
it
definitely
gives
some
people
have
to
react.
It
was
the
overreacting
part
that
I
hadn't
considered
really
so.
D
A
Jotting
I,
like
the
effect
of
jotting,
all
of
those
things
down
that
you
observe
and
then
connecting
all
of
those
pieces
up
into
messages,
because
I
think
earlier
in
my
career,
I
would
provide
so
many
messages
that
people
would
not
necessarily
absorb
everything,
and
it
was
nice
to
see
it
actually
called
RTO
that
just
concentrate
on
the
most
important
messages,
because
you
don't
have
to
get
everything
across.
You
just
have
to
improve
their
performance
by
getting
the
most
important
things
addressed
and,
in
actual
fact,
some
people,
just
uncapable
of
taking
in
everything.
In
a
review.
A
Another
thing
that
he
went
on
to
talk
about
was
the
three
L's
hoop
to
level
and
listen
and
then
leave
yourself
out
and
I
was
actually
struggling
a
little
bit
to
figure
out
what
to
leave
yourself
out
meant,
but
I
appreciated
the
example
that
he
provided
there
about
how
in
one
review
he
kept
talking
and
kept
talking
and
kept
talking
and
then
afterwards
figured
out
that
he
was
just
embarrassed
about
it
and
that's
why
he
kept
talking.
So
his
last
two
had
the
example
provided
there
yeah.
E
One
thing
that
I
liked
about
this
section
too
was
a
reminder
around
total
listening
and
to
Craig's
point.
You
know
if
you're
delivering
the
review
beforehand
know
in
your
mind,
when
you're
giving
the
review
you've
got
specific
things
that
you've
thought
through.
You
thought
through
how
you're
gonna
say
it.
What
you're
gonna
say
what
they
could
potentially
be
saying
back
to
you
and
and
now
they've
done
the
same
thing
too,
so
really
kind
of
that
total
listening
is
something
that
I'm
really
going
to
to
practice.
E
That's
really
hard
for
me
too,
because
we
have
all
these
ways
that
people
can
ping
you
and
so
a
reminder.
Turning
off
notifications
and
really
feeling
like
you're
focused,
you
know
it's
easy
when
you're
locked
in
a
room
together
or
in
a
room
together,
but
when
you're
you're
giving
a
virtual
that
was
just
to
reminder
like
what
does
total
listening
actually
mean
in
a
remote
company,
I
think
is
different.
E
A
And
I
think
that
the
last
thing
that
I
really
got
out
of
this
was
sometimes
there's
such
an
emphasis
about
focusing
on
underperformers
that
not
enough
has
done
to
improve
the
performance
of
the
stars
and
I
like
that.
He
called
out
that
we
should
spend
time
trying
to
improve
the
Stars,
that
there
was
a
very
specific
point
that
he
made
yeah
I
like
that
one
thing.
E
That
also
like
to
was
where
they
were
talking
about.
You
know.
The
purpose
of
review
is
not
to
cleanse
your
system
like
get
everything
off
your
chest
on.
You
know
how
the
person
is
doing
and
what
you've
observed
throughout
the
year,
and
it's
really
to
to
improve
this
person's
specific
performance,
which
I
think
going
back
to
highlighting
the
things
that
you
notice
throughout
the
year
and
then
kind
of
put
breaking
those
out
into
three.
You
know.
Potentially
maximum
of
three
areas
is
important,
so.
A
With
that,
like
from
from
our
perspective
now
after
reading
this
book-
and
hopefully
other
managers
have
the
same
perspective
like
the
point
of
a
performance
review-
is
to
improve
someone's
performance.
But
how
do
you
effectively
say
that
to
the
person
who
is
being
reviewed,
like
the
main
goal
of
this
meeting,
is
to
improve
your
performance?
A
How
do
you
make
sure
that
someone
actually
sees
that
that's
what
a
performance
review
is
because
to
some
people,
a
performance
review
is
odds
at
that
time
of
year
when
they
see
how
my
works
gone
and
if
I
should
get
a
raise
or
not.
How
can
you
actually
frame
it
in
the
sense
of
this
is
just
about
performance
I.
Don't.
B
Think
in
like
I
feel
like
it
is
the
goal
like
from
the
organizational
perspective,
but
I,
don't
think
that's
the
only
purpose
it
has
from
the
perspective
of
someone
receiving
the
performance
review,
so
I
think
that
might
be
where
the
disconnect
is
like.
You
know
they
will
get
value
out
of
that
performance
review
for
themselves
like
that,
might
not
improve
their
performance.
That
might
you
know,
be
valuable
to
them
overall
in
their
career
and
I
think
that
that
might
be
part
of
the
tension
there
rightly
because
the
book
is
focused
on
output,
specifically.
D
Directly
answers
your
question
or
not
Rachel,
but
I
like
the
comment
in
there
about
having
the
employee.
Do
a
self
review
and
I
don't
know
if
they
called
it
out
specifically,
but
I
always
ask
all
my
direct
reports
to
track
their
accomplishments,
no
matter
how
small
they
think
it
is.
So
we
can
review
at
the
end
of
the
year
and
then
make
sure
to
track
things.
They
thought
they
could
have
done
better
as
well,
because
I
always
tell
them.
There's
something
I'm
going
to
miss
I
want
to
make
sure
that
your
performance
is
recorded.
D
You
feel
comfortable
with
it,
your
you're,
proud
of
your
accomplishments,
and
we
talked
about
where
you
think
you
need
to
improve
as
well,
so
it's
their
participation
I've,
never
specifically
called
it
out
the
way
you
put
it
Rachel
that
this
is
about
how
we
continue
to
improve
your
performance,
but
I
I
think
explicitly,
stating
it's
probably
the
simplest
way
so
that
they
don't
feel
like
it's
a
dreadful
thing,
where
they're
being
judged
once
a
year.
It's
all
about
improving
performance.
D
A
A
For
me
my
best,
the
best
quote,
careful
interviewing
doesn't
guarantee
you
anything.
It
merely
increases
your
odds
of
getting
like
you
and
also
again
appreciated
the
specific
example
he
gave
about
the
one
high
that
it
was
a
disaster
and
no
matter
how
much
he
went
through
his
notes.
He
couldn't
find
out
why
he
hadn't
courses
so
yeah.
E
I
think
one
thing
I
liked
about
this
section
too,
was
you
know
if
people
are
rambling
on
when
you've,
given
them
a
question
they
ramble
on
about
the
answer
feel
empowered
to
you
know
course
correct
and
and
bring
that
question
to
a
close,
because
now
you
only
have
a
certain
amount
of
time
and
if
you
notice
them
rambling,
you
need
to
bring
them
back
on
track
too.
The
most
out
of
that
that
45
minutes
or
hour
a
long
time.
A
C
Know
in
my
case,
I
tell
the
people
up
front.
This
is
a
survey
interview,
so
I'm
gonna
cover
a
lot
of
topics.
I'm
gonna
bounce
around
I'm
gonna
go
one
topic.
The
next,
don't
don't
treat
is
anything
more
than
I'm
just
moving
on,
and
you
know
I
try
to
give
them
a
rough
idea
of
got
ten
questions
here
to
try
to
give
them
a
feel
for
okay,
like
if
I'm,
if
I'm
taking
20
minutes
for
a
question.
That's
probably
not
gonna.
That's
not
gonna!
C
B
Never
actually
said
this
to
somebody,
but
I
have
like
redirected
people
quite
a
lot
like
maybe
I
should
start
saying
it
is
like
the
reason
I'm
redirecting
you
is
because,
like
I
want
I
want
to
know
about
this
thing
and
if
I
don't
get
information
about
this
thing,
I
can't,
like
you
know,
I
can't
move
I
can't
say
like.
Oh,
you
did
well
on
this
or
whatever,
because
like
I,
don't
know
so,
like
that's
the
whole
point
of
this,
it's
not
to
keep
people
off
balance
and
so
that
I
actually
get
the
information
I'm.
C
If
you
look
at
her
must-haves
and
most
organizations,
which
will
find,
is
there's
quite
a
number
of
them
and
to
actually
cover
it
and
obviously
not
every
interview
has
to
cover
all
the
must-haves
but
to
keep
and
cover
a
subset
of
those
it
actually
makes
you
have
to
think
very
quickly
or
move
very
quickly
through
it
for
a
given
candidate.
So
it's
it's
definitely
interesting
in
regards
to
the
fact
of
you
know,
brevity
is,
is
definitely
the
thing
you
want
in
this
situation.
I
think.
F
I
definitely
sort
of
you
giving
that
feedback,
like
you
mentioned
Sean
of,
like
the
explanation
as
to
why,
as
there's
an
element
of
transparency
and
something
that
you
want
to
give
to
people
when
you,
when
you
ask
someone
to
focus
on
a
particular
area
of
a
question,
and
then
you
explain
very
briefly
why
that
is
it's
really
helpful
and
it
helps
the
candidate
candidate,
recognize
that
you're
actually
interested
in
them
being
successful.
Know
in
the
interview,
if
possible,
so
I
always
have
tried
to
do
that.
In
my.
A
So
that
from
that
section,
I
also
like
to
direct
questions
of
being
getting
direct
answers
and
that
I
must
have
never
taken
completely
by
surprise
in
an
interview.
If
someone
asks
something
that
was
that
direct,
but
I
can
see
how
that
would
give
your
very
direct
answers,
because
you
don't
really
have
time
to
think
about
a
nice
way
of
phrasing.
It
or
a
different
way
of
coming
across
you'll,
probably
say
the
first
thing
they
come.
It
comes
to
mind
and
the
question
there
was
that
I'm
referring
to
was
when
he
asked
a
candidate
and
like.
A
D
A
Yeah,
hopefully
we
won't
be
dealing
with
us
too
much,
but
it
does.
It
is
a
useful
thing
to
have
him
in
one
in
one's
toolkit
and
I,
like
that.
He
called
out
that
your
initial
reaction
to
this
is
so
critical
because,
yes,
it's
an
it
is
something
that's
so
uncomfortable
that
people
usually
just
want
to
say.
A
E
I
thought
the
section
where
he
was
talking
about.
You
know
reminding
the
employee
that
they
have
two
commitments,
so
they
made
a
commitment
to
you
to
take
the
job
and
to
do
the
job
and
then
also
you
know
to
to
the
the
future
employer
I,
don't
know
that
necessarily
I
was
just
kind
of
trying
to
think
about.
Like
myself
in
those
situations,
I
mean
I,
don't
know
that
I
would
necessarily
be
comfortable
immediately.
A
I
did
I
did
feel
a
little
bit
cringy
when
they
were
talking
about
like
this
is
this
is
two
commitments,
because
that
feels
another
bit
like
it
feels
a
bit
like
a
little
bit
like
emotional
manipulation,
but
that
sounds
a
little
bit
harsh
when
I
say
it
like
that.
But
when
you
soon,
as
you
start
to
use
the
word
commitment,
it
elicits
a
response
for
people
and
I.
Don't
know
that
if
I'd
necessarily
use
the
same
approach,
there
I'd
focus
much
more
on
trying
to
fix
like
what
can
we
do
to
fix
this
like?
E
And
I
know
another
stat
and
this
numbers
probably
not
accurate,
sit
on
a
hun
percent
going
me,
but
like
sixty
percent
of
people,
if
they've
quit
once
and
you
offer
them
to
stay,
they
end
up
leaving
within
six
to
nine
months.
Anyways
so
I'm
not
sure
my
it
I
think
it's
very
situational
so
like
we
can't
make
broad-brush
comments
about
people
quitting
and
how
we
would
handle
the
situation,
he's
just
basic
he's
just
giving
a
guideline
for
things
to
think
about
and
what
you
could
potentially
do.
E
C
C
You
know
the
world's
changed
a
lot
in
the
last
20
years
and
you
know
changed
changed
a
lot
between
the
70s
in
the
90s.
It
changed
even
more
between
the
90s
and
the
tens
essentially
would
be.
My
assessment
and
the
world
is
a
very
different
place
in
regards
to
that.
As
far
as
tenure
of
an
employee
expectations
around
where
you
expect
the
company
to
be
in
20
years,
say,
for
instance,
so
it's
a
very
different
mindset
in
my
book.
C
B
One
thing
I
really
liked
about
this,
as
well
with,
which
is
something
I
think
probably
has
occurred
to
me
before,
but
never
like
as
a
major
thing
is
like
the
impact
it
has
on
other
people.
We
see
that
person
quitting
like
the
sort
of
downstream
effects
of
I
thought
that
was,
it
didn't,
spend
a
lot
of
time
on
it,
but
that
part
really
stuck
with
me.
A
What
I
also
enjoyed
was
there?
He
talked
about
I,
don't
know
their
exact
words
that
he
used,
but
about
saving
the
employee
for
the
company,
even
if
it
meant
that
they
left
your
team
and
at
a
previous
company
that
was
a
huge
thing
was
if
person
is
not
happy,
just
get
it
try
and
get
them
to
change.
The
team
by
changing
a
team
is,
is
the
most
favorable
outcome
of
this.
A
If
the
alternative
is
for
them
to
leave
and
as
a
result,
they
actually
had
such
a
big
push
on
advertising
jobs
internally,
and
it
was
part
of
the
conversation
in
one-on-ones
about
if
they
were
different
teams
that
people
wanted
to
explore,
and
it
did
strike
me
a
little
bit
with
all
of
the
vacancies
that
we
had
at
one
point
that
they
I
felt
that
they
were
I'm
not
sure.
Maybe
it
was
different
in
other
teams,
but
there
could
have
been
more
discussion
around
getting
people
to
go
into
different
teams
just
because
it
they
might
grow.
C
The
one
thing
I
will
say
is
that
senior
leadership
levels
in
most
computer
will
find
that
there
is
more
recommend
oriented
kind
of
mindset
around
things.
That's
usually
not
to
say
that
employees
are
around
forever,
but
they
do
kind
of
think
in
terms
of
okay,
if
you're
gonna
come
here
expect
to
you
know,
be
here
for
some
period
of
time
and
see
things
through
even
thick
and
thin
situations.
But
so
you
may
be
talking
more
about
that
senior
leadership
level
in
those
contexts.
It's
a
ritual
so.
C
That,
like
typically
typically,
what
you'll
see,
is
as
you'll
see
like
okay
I'm
coming
in
to
do
a
specific
thing,
and
it's
not
like
at
your
commitments
like
more
like
a
a3.
If
you
know
two,
let's
say
two
to
four-year
commitment
rate
or
even
a
three
to
five-year
commitment.
The
thought
process
around
it
is
is
generally,
as
you
get
to
the
more
senior
levels
per
trillion
larger
organizations,
it's
much
harder
to
turn
the
ship
in
different
directions.
C
A
So
perhaps
it's
you
know
someone
changing
between
an
LMS
and
a
controller
or
changing
between
testing
and
development,
or
you
know
much
I'm
not
familiar
with
all
of
the
ins
and
outs
of,
though
of
marketing
and
sales
departments,
I'm,
not
sure,
but
all
their
little
niche
pieces,
and
that
might
be
but
making
those
changes.
If
people
are
interested
in
making
those
making
those
changes
for
themselves.
A
B
That's
also
her
the
type
of
thing
that's
mentioned
in
the
next
chapter,
like
at
the
end,
where
it
talks
about
like
people
being
over
promoted
and
then
the
idea
of
recycling
them.
So,
like
you
know
you
can
it's
not
just
like
you
promote
someone
to
the
level
of
like
where
they
can
no
longer
do
a
good
job,
and
then
you
fire
them
because
they're
not
doing
a
good
job,
but
you
find
a
way
to
like
you
know,
try
and
make
them
effective
within
the
organization
and
keep
them
within
the
organization
at
that
point.
B
A
But
it
feels
like
all
of
the
roles
and
all
of
the
companies
that
I've
been
in
that
this
is
a
pretty
standard
way
of
functioning
and
it
doesn't
feel
like
I
got
a
huge
amount
out
of
it
and
that
just
the
the
note
that
I
wrote
down
was
about
just
being
honest
about
the
performance
rating
and
having
it
connected
to
an
honest
merit-based.
Compensation
is
what
makes
companies
or
what?
What
makes
people
successful.
A
B
Yeah,
there
are
a
couple
of
things
here
for
me.
First
of
all,
the
iteration
he
suggests
where,
like
you
start
with,
like
basically
a
throwaway
training
session,
where
you're
learning
more
than
the
people
who
are
in
the
training
session,
probably,
and
that
you
do
that
sorry
with
the
more
knowledgeable
people
who
report
to
you,
because
they
won't
be
damaged
as
badly
by
you
doing
the
training
session.
It's
not
great
way.
B
A
A
A
I
think
that
there
are
other
people
in
the
company
who
are
interested
in
running
other
book
clubs
and
hopefully
the
information
that
we
gather
will
help
them,
tailor
future
book
clubs
differently
to
what
people
have
enjoyed
or
not
enjoyed,
but
yeah
I
just
wanted
to.
Thank
you
very
much,
and
also
thank
you
to
Sean
for
well
for
reaching
out
and
encouraging
me
to
to
do
this
with
him.
A
B
E
B
That
was
just
a
link
to
the
issue
like
people
should
be
able
to
set
up
in
culture,
so
we'll
email
get
culture
up
to
email
out
to
people.
So
that's
just
where
we're
discussing
what
questions
we're
gonna
ask
and
then
figuring
out
the
logistics
of
it
great.