Ethan Evans

Well, the closer the closer a piece of feedback is to the event, the more likely it is that will change.

Like holding it.

You can hold it in private if necessary.

But as soon as you can pull someone aside because a day or two later, it just doesn't connect the same way.

This is the whole like if we touch a hot stove, we learn very quickly not to do that.

But.

There's no one who smokes who's unaware smoking is bad for you.

The thing is, it's bad for you 20 or 30 years from now.

And so that long feedback means that no one, you know, that's a someday problem that might happen.

The same thing with feedback is if I did something and then I'm telling you like, hey, last week you gossip and you're like, what?

What did I say to who?

Oh, really?

It's just it's too faint.

So it is tough to say, hey, just quickly, we don't do that here.

I do think leaders need to be strong on the culture if they want it, because the culture you exemplify is the culture you get for sure.

So there's a couple of things.

Number one, Amazon was unabashedly hard driving.

And some people definitely with justification would call it a sweatshop.

But it was very clear that Amazon was a place where you were expected to work very hard.

And it was OK if that wasn't for you.