Kevin Tawil

Changing out the team was...

That's challenging, right?

I mean, we are early on in our first conversations with people of how to terminate them, performance manage them.

And a lot of the conversations that Irv teaches at Stanford and managing growing enterprises or conversations in management, like we were living it real time.

I remember Jim and I had made the decision to terminate one of our regional managers.

And Jim called him up and said, hey, we're coming to San Antonio tomorrow and like to have a conversation.

And it had been like three or four months and we'd never been there.

And so he's like, OK, I will see you tomorrow.

And we hung up the phone and he called back maybe an hour later.

He said, so what?

My wife and I were planning on looking at boats later today and thinking about buying one.

Should I maybe delay that until after our conversation?

Tim had to respond.

Yeah, why don't you hold off on that?

We'll talk about it tomorrow.

We were learning our way through it of how to have these conversations.

He clearly knew there's so much we did wrong there.

Obviously, he was sitting in place for months, probably realizing he wasn't doing a good job.

And we were letting that drag out.

And instead of just showing up and having the conversation, we had this pre-conversation, which led to an effective termination without a termination.