Bill Schaninger

And then I think one of the toughest conversations that leaders have to have, say in some skill pools, we are going to be long and we have too many people.

Oh, yeah.

They take the incumbent out of it because we're attacking the role first.

And what do they really need to do?

We're more likely to try to make the role fit the person, which is the 180 of what we're trying to do, which is get really clear on the roles and then decide whether or not the person fits.

It is a relatively unique opportunity when you recast how you're going to make money.

and recast how you're gonna run the place, the next question is, well, now who gets to run the place?

And if you're really looking to maximize the opportunity that you're given with this new strategy and a new approach to how you're gonna run the place, surely you should acknowledge that the people who got you here, some of them are just not gonna get you there.

And then that's the challenge with incumbency.

It almost puts the fog on about that.

Talent pays more when you move it fast, you know, in terms of a differential return.

I just wanted to build on something that Brian was saying because I think this is important.

Every time we say trying to figure out what kind of person you need or does the person fit, we're talking about assessment.

At its core, many, many organizations have no problem assessing people as they're coming into the door.

They get very uncomfortable assessing incumbents.

It's almost like once you're there, you have a birthright.

It gets in the way and you think, well, these are the cards I have.

Well, you don't have to.

You could reallocate them.

Wouldn't they be better suited to being in a role that more closely aligned with their skills and their own aspirations?