Keith Lucas

Another one is once you find it, now you're ready to scale or when you're entering a new market or when you are pivoting.

So the key point is that the organizational structure serves the mission, not the other way around.

I agree.

To be clear, they're both damaging just in slightly different ways.

And I'll take the high talent disruptor first.

So this is someone who's really exceptional in one of two ways, but who really doesn't align with the values.

And the person causes friction.

And so it's a constant assessment for this kind of person, the exceptional person who doesn't align with your values.

There's a constant assessment of whether the benefit

is worth the cost.

And I'll give you a quick example.

I worked with someone one time who basically worked like five to six hours a day.

But he was an expert in his field.

He built a core piece of technology that was mission critical.

And he was actually otherwise a great team member aligning on a lot of our values, just not the work all day value that we

that most companies have.

We always made the assessment that the benefit outweighed the cost.

And what I think would have been helpful at the time was making that assessment.

And you can do this.

You make the case to anyone who thinks it's unfair.