Blake Hall

Or if it's not, we just revise it a little bit, we go. The other ones, I'd be like, what are you working on? And then you go, what's important? They go, all of it's important. And I'd break through, I'd be like, actually, these things are grouped under that. And this is under that.

Or if it's not, we just revise it a little bit, we go. The other ones, I'd be like, what are you working on? And then you go, what's important? They go, all of it's important. And I'd break through, I'd be like, actually, these things are grouped under that. And this is under that.

And what I was actually doing, we had a chief people officer with background and talent had spent some time at Bridgewater, he would actually be able to predict what would happen after I had conversations with the executives. I'm like, I couldn't make it more simple. He's like, that's not what he heard, though, because his brain works a different way.

And what I was actually doing, we had a chief people officer with background and talent had spent some time at Bridgewater, he would actually be able to predict what would happen after I had conversations with the executives. I'm like, I couldn't make it more simple. He's like, that's not what he heard, though, because his brain works a different way.

He just heard you giving him more work, and he doesn't know how to approach it in a more creative way in a way that scales. It was to the point where it was consistent enough. I was like, what am I missing? And so now that we screen for that, it's remarkably predictive.

He just heard you giving him more work, and he doesn't know how to approach it in a more creative way in a way that scales. It was to the point where it was consistent enough. I was like, what am I missing? And so now that we screen for that, it's remarkably predictive.

I think the closing thing is it teaches you to be much more empathetic because I believe that most people show up to work trying to do a good job, working their best. Once you understand stratum and how their brain works and whether if they can see the field or not,

I think the closing thing is it teaches you to be much more empathetic because I believe that most people show up to work trying to do a good job, working their best. Once you understand stratum and how their brain works and whether if they can see the field or not,

A physical analogy would be like if you had a sports coach that asked kids to sprint and there was like, Tommy's running as hard as he can, but he's slow. And the coach is like, Tommy, if you only cared and if you tried harder, you'd be fast. The kid would be like, what the hell? That's just mean. So once you understand it's not a effort thing, it's not a trying thing, it's a capability thing.

A physical analogy would be like if you had a sports coach that asked kids to sprint and there was like, Tommy's running as hard as he can, but he's slow. And the coach is like, Tommy, if you only cared and if you tried harder, you'd be fast. The kid would be like, what the hell? That's just mean. So once you understand it's not a effort thing, it's not a trying thing, it's a capability thing.

Their brain doesn't work like yours works. It's cruel to try to do it because it's immutable. you can't train for it. It's literally, it's like your whole life, you're grooved into this pattern and it changes very slowly. So I think, honestly, that assessment, as well as getting the skills assessment, culture kind of takes care of itself over time.

Their brain doesn't work like yours works. It's cruel to try to do it because it's immutable. you can't train for it. It's literally, it's like your whole life, you're grooved into this pattern and it changes very slowly. So I think, honestly, that assessment, as well as getting the skills assessment, culture kind of takes care of itself over time.

If you bring in a jerk and nobody in the company is a jerk, those people get put on an island pretty quick. It's like an immune system response, but it's so hard. And the most common mistake that I've made is to promote and over-title people, not realizing that doing a great job just means hanging on to title and hyper-growth because the business is growing faster than most people.

If you bring in a jerk and nobody in the company is a jerk, those people get put on an island pretty quick. It's like an immune system response, but it's so hard. And the most common mistake that I've made is to promote and over-title people, not realizing that doing a great job just means hanging on to title and hyper-growth because the business is growing faster than most people.

And that has its own thing where folks who would be fine in one position when they're over-titled, they become insecure and realize that they're not effective. And so what they'll naturally do is a defense mechanism is start to set like other people up to take blame. It's really hard. It's really hard to be a manager.

And that has its own thing where folks who would be fine in one position when they're over-titled, they become insecure and realize that they're not effective. And so what they'll naturally do is a defense mechanism is start to set like other people up to take blame. It's really hard. It's really hard to be a manager.

I don't even know where to start. Honestly, I'm full of gratitude to so many people. Sergeant Berkman saved my life in Iraq, tackled me as like tracers were going by my head, said they almost took you out, sir. I'm so grateful for that. Kelly Perdue took me under his wing when I had no idea what I was doing. I wouldn't be an entrepreneur if it wasn't for Kelly.

I don't even know where to start. Honestly, I'm full of gratitude to so many people. Sergeant Berkman saved my life in Iraq, tackled me as like tracers were going by my head, said they almost took you out, sir. I'm so grateful for that. Kelly Perdue took me under his wing when I had no idea what I was doing. I wouldn't be an entrepreneur if it wasn't for Kelly.

I'll just stick with two for right now. But man, I'm so grateful for all the people who've helped me along. this journey. And I'm grateful to you for telling people's stories in a way that we can all learn from. You're just a master interviewer. And I really appreciate the collection of lessons that you put together for everyone else to enjoy because you're doing your life's work as well, Patrick.

I'll just stick with two for right now. But man, I'm so grateful for all the people who've helped me along. this journey. And I'm grateful to you for telling people's stories in a way that we can all learn from. You're just a master interviewer. And I really appreciate the collection of lessons that you put together for everyone else to enjoy because you're doing your life's work as well, Patrick.