Dave Mortensen

Sometimes those awkward ones have some of the most brilliant things to offer.

And learning was something, you know, early on, I would say the biggest transition for me was from doing to leading.

That is a really hard transition for leaders, especially founders.

Founders are the worst at transitioning from doing and leading.

Leading is where you are more passionate about the success of the people around you,

then you are passionate about the work that you're doing.

Um, and that, uh, most founders can't get past Chuck and I are people, people first type of mindset people.

So it was easy for us to make that transition and then just learning how to do that over the years and become better at it.

Because at some day you realize as most CEOs, if they do it right, cannot get hired at their own company for doing anything else, but being the CEO, because you,

You become capability experts in every aspect of the business.

I'm never going to be the CMO by means.

So every one of these roles, you're going to bring capacity leaders around you that are experts, really, really smart people and get them to play in the sandbox together.

My strength and my weakness is I can probably dive into anything and figure it out.

And that strength and a weakness.

The weakness in that is that I was taking on things that were not ready or we weren't developing as fast as the organization was.

So I was trying to solve problems that were going to take me a little bit more time to learn and figure out.

And the business was ahead of it, right?

And when you start to live in behind your business and start to figure things out that are not within your capability wheel, this is where I think the greatest gift that most leaders top down, biggest weakness they have is they don't ask for help.

and they don't look to find capability leaders or capabilities in general that can come in and help you solve the problems because you're trying to solve it yourself.

It's like you're almost in bed.