George Bonaci

I wouldn't say they were destined, but I think you can be suited for it. Like if you spend the last five jobs and 15 years in a certain stage of company, I think it's going to be difficult to adapt your way of operating, way of thinking to a different stage of company. Having said that, I mean, I don't think anyone in particular is like destined for a certain stage.

I wouldn't say they were destined, but I think you can be suited for it. Like if you spend the last five jobs and 15 years in a certain stage of company, I think it's going to be difficult to adapt your way of operating, way of thinking to a different stage of company. Having said that, I mean, I don't think anyone in particular is like destined for a certain stage.

I wouldn't say they were destined, but I think you can be suited for it. Like if you spend the last five jobs and 15 years in a certain stage of company, I think it's going to be difficult to adapt your way of operating, way of thinking to a different stage of company. Having said that, I mean, I don't think anyone in particular is like destined for a certain stage.

I think like if you're very, very hungry and you're a self-starter and you love just doing a little bit of everything, it's like, OK, you're probably going to do better at like a seed or series A stage company than like a hundred thousand person well-established business. But that might change over time and that might change as they gain more experience or do different things.

I think like if you're very, very hungry and you're a self-starter and you love just doing a little bit of everything, it's like, OK, you're probably going to do better at like a seed or series A stage company than like a hundred thousand person well-established business. But that might change over time and that might change as they gain more experience or do different things.

I think like if you're very, very hungry and you're a self-starter and you love just doing a little bit of everything, it's like, OK, you're probably going to do better at like a seed or series A stage company than like a hundred thousand person well-established business. But that might change over time and that might change as they gain more experience or do different things.

By most companies, no, I don't. I think that like philosophically, they're like, yes, we want to invest in people's learning and development. I think they even believe that that's true. But like actually doing it is really difficult. Like it takes time. It takes resources. You have to be intentional. It has to be top down.

By most companies, no, I don't. I think that like philosophically, they're like, yes, we want to invest in people's learning and development. I think they even believe that that's true. But like actually doing it is really difficult. Like it takes time. It takes resources. You have to be intentional. It has to be top down.

By most companies, no, I don't. I think that like philosophically, they're like, yes, we want to invest in people's learning and development. I think they even believe that that's true. But like actually doing it is really difficult. Like it takes time. It takes resources. You have to be intentional. It has to be top down.

I think Samsara actually had like a great model for this. The CEO and founder, like he was very big on learning and very big on reading. And I remember like one time he was hanging out in like the cafeteria and like, what do you like to do in your free time? Like, I like to read books. And so as a result, you saw how that permeated throughout the culture.

I think Samsara actually had like a great model for this. The CEO and founder, like he was very big on learning and very big on reading. And I remember like one time he was hanging out in like the cafeteria and like, what do you like to do in your free time? Like, I like to read books. And so as a result, you saw how that permeated throughout the culture.

I think Samsara actually had like a great model for this. The CEO and founder, like he was very big on learning and very big on reading. And I remember like one time he was hanging out in like the cafeteria and like, what do you like to do in your free time? Like, I like to read books. And so as a result, you saw how that permeated throughout the culture.

So I remember they launched something when I was there called Leadership Principles. And everyone that was a leader within the company got a big box shipped to their home. And it had literally like 15 books in it. And they're all business books. And the expectation was that you read one of these books every single month and then rejoin a conversation with other peers.

So I remember they launched something when I was there called Leadership Principles. And everyone that was a leader within the company got a big box shipped to their home. And it had literally like 15 books in it. And they're all business books. And the expectation was that you read one of these books every single month and then rejoin a conversation with other peers.

So I remember they launched something when I was there called Leadership Principles. And everyone that was a leader within the company got a big box shipped to their home. And it had literally like 15 books in it. And they're all business books. And the expectation was that you read one of these books every single month and then rejoin a conversation with other peers.

And this is all organized to discuss like one of the principles in these books that Samsara wanted you to embody. And then there was like an element where you actually then have to go put it into practice and demonstrate you're putting into practice. Like to me, that is a great example of being very intentional about, hey, we value learning and development here.

And this is all organized to discuss like one of the principles in these books that Samsara wanted you to embody. And then there was like an element where you actually then have to go put it into practice and demonstrate you're putting into practice. Like to me, that is a great example of being very intentional about, hey, we value learning and development here.

And this is all organized to discuss like one of the principles in these books that Samsara wanted you to embody. And then there was like an element where you actually then have to go put it into practice and demonstrate you're putting into practice. Like to me, that is a great example of being very intentional about, hey, we value learning and development here.

And we're going to add a structure and we're going to add accountability to it to make sure that you are not just learning things, but putting it into practice. That took time. That took a lot of investment. That took really it coming from the founders.

And we're going to add a structure and we're going to add accountability to it to make sure that you are not just learning things, but putting it into practice. That took time. That took a lot of investment. That took really it coming from the founders.