Dave Liniger

At the end, I always said, are there any questions for me? I'm fairly conservative. I have a very liberal left-wing Democrat in the editorial staff. He stood up and he says, Dave, what the hell did he have on you that you didn't fire him 10 years ago? And now I'm in front of 400 people. And I said, I didn't have the personal courage to be the leader that you deserved.

At the end, I always said, are there any questions for me? I'm fairly conservative. I have a very liberal left-wing Democrat in the editorial staff. He stood up and he says, Dave, what the hell did he have on you that you didn't fire him 10 years ago? And now I'm in front of 400 people. And I said, I didn't have the personal courage to be the leader that you deserved.

At the end, I always said, are there any questions for me? I'm fairly conservative. I have a very liberal left-wing Democrat in the editorial staff. He stood up and he says, Dave, what the hell did he have on you that you didn't fire him 10 years ago? And now I'm in front of 400 people. And I said, I didn't have the personal courage to be the leader that you deserved.

At the end, I always said, are there any questions for me? I'm fairly conservative. I have a very liberal left-wing Democrat in the editorial staff. He stood up and he says, Dave, what the hell did he have on you that you didn't fire him 10 years ago? And now I'm in front of 400 people. And I said, I didn't have the personal courage to be the leader that you deserved.

At the end, I always said, are there any questions for me? I'm fairly conservative. I have a very liberal left-wing Democrat in the editorial staff. He stood up and he says, Dave, what the hell did he have on you that you didn't fire him 10 years ago? And now I'm in front of 400 people. And I said, I didn't have the personal courage to be the leader that you deserved.

You're a delight. Thank you so much.

You're a delight. Thank you so much.

You're a delight. Thank you so much.

You're a delight. Thank you so much.

You're a delight. Thank you so much.

And that I finally realized that when I don't fire somebody that's incompetent, I hurt three groups of people. I hurt the individual because they're pigeonholed. I'm never going to promote them or give them another pay raise. I hurt the people that work for them because they know that person's an idiot.

And that I finally realized that when I don't fire somebody that's incompetent, I hurt three groups of people. I hurt the individual because they're pigeonholed. I'm never going to promote them or give them another pay raise. I hurt the people that work for them because they know that person's an idiot.

And that I finally realized that when I don't fire somebody that's incompetent, I hurt three groups of people. I hurt the individual because they're pigeonholed. I'm never going to promote them or give them another pay raise. I hurt the people that work for them because they know that person's an idiot.

And that I finally realized that when I don't fire somebody that's incompetent, I hurt three groups of people. I hurt the individual because they're pigeonholed. I'm never going to promote them or give them another pay raise. I hurt the people that work for them because they know that person's an idiot.

And that I finally realized that when I don't fire somebody that's incompetent, I hurt three groups of people. I hurt the individual because they're pigeonholed. I'm never going to promote them or give them another pay raise. I hurt the people that work for them because they know that person's an idiot.

And I hurt myself and my shareholders because I didn't have the personal courage to face up to a friendship challenge of we were no longer a good fit together. And the room applauded. I was vulnerable. I said it was my mistake. It's my fault. And they accepted it. So when you talk about leadership concepts, firing is the most important thing you can do.

And I hurt myself and my shareholders because I didn't have the personal courage to face up to a friendship challenge of we were no longer a good fit together. And the room applauded. I was vulnerable. I said it was my mistake. It's my fault. And they accepted it. So when you talk about leadership concepts, firing is the most important thing you can do.

And I hurt myself and my shareholders because I didn't have the personal courage to face up to a friendship challenge of we were no longer a good fit together. And the room applauded. I was vulnerable. I said it was my mistake. It's my fault. And they accepted it. So when you talk about leadership concepts, firing is the most important thing you can do.

And I hurt myself and my shareholders because I didn't have the personal courage to face up to a friendship challenge of we were no longer a good fit together. And the room applauded. I was vulnerable. I said it was my mistake. It's my fault. And they accepted it. So when you talk about leadership concepts, firing is the most important thing you can do.

And I hurt myself and my shareholders because I didn't have the personal courage to face up to a friendship challenge of we were no longer a good fit together. And the room applauded. I was vulnerable. I said it was my mistake. It's my fault. And they accepted it. So when you talk about leadership concepts, firing is the most important thing you can do.