Jimmy Wales

Not not a very good matter.

Very easy boss to work for, but not not the structure that a lot of people need.

I do think that a lot of entrepreneurs, a lot of founders, you know, a lot of successful founders have done a good job of this.

I would say, for example, the Google founders, they brought in Eric Schmidt at a crucial moment because they realized, like, we're engineers and geeks.

And later, Larry did become... Larry Page became CEO, but he was much older and more mature and had... By that time, he had worked in a big organization and had learned a lot about how to do it.

So...

I think there's a lot of that sort of thing that is really important.

And I think this is where the book, The Seven Rules of Trust, a big part of the book is thinking about, okay, inside an organization, you have to have a lot of trust.

People have to trust each other.

And one of the stories we talk about in the book is the story of Uber, which went through a real crisis of trust, both internally, externally.

The

different executives were kind of at each other's throats and didn't trust each other.

And, you know, they had the problem of the decision making wasn't uniform.

So we interviewed Frances Fry, who's a professor at Harvard, but who came into Uber to help them during this moment of crisis, moment of trust.

The company was in turmoil and they had to figure out how to trust each other.

And one of the things she talks about is

She basically took everybody for an away retreat and said, we're not leaving this room until we agree on what we're doing.

What is our strategy?

Because what was happening before this is one person would come to Travis with a great idea, convince him, he would say yes.

Somebody would come the next day, convince him of the opposite, and he would say yes.