Barry Diller

I think that's hogwash.

I don't believe in retention.

You certainly, if you have an ongoing business, you're really compensating people for growth.

I mean, other than base tasks that need to be performed, you want growth.

Give them their resources and let them go do it.

But the wealth you can create for them, it should be based upon growth.

That's a good idea.

I like that.

we found out that two of our key executives had been stealing.

And one of my colleagues said, you know,

We can bury this.

Another of my colleagues said, well, actually, one of the people who did this, they threatened you very directly, kind of blackmail and saying, if you expose this or if you report this to the authorities, we'll do this terribly damaging thing, which was so heinous to me.

What I realized, and it is a great lesson for me, presuming you run a straight organization, or meaning, in other words, presuming you're not engaged in nefarious stuff, but if something happens...

And it doesn't necessarily be somebody stealing.

It could be one of your products has some antisocial thing that you discover, or somebody in your organization has just done something that is unethical, whatever it is.

And so long as you're running a general, like you have checks and balances, up until that moment that you know it, you have no issue with culpability.

You have no agency.

You have no nothing.

But the second you know it, the clock is ticking and you have to have that in your brain.

You have to know that every second after that, what you do about that is now your absolute responsibility.