Kevin Tawil

You want to do it for the company.

But the relationship that he and I had together, our working relationship, it was pretty instrumental to how we operated as a company.

And doing that well could take the company in a positive direction or a negative direction.

You do the best you can.

Of course, it's going to seep into any organization.

You try to model it as best you can.

Having a low ego or being humble was an important part of the ethos of Asurion in that you're setting high goals together, you're working together to reach those goals, but you're also open to constructive criticism.

And when you do those postmortems to get better, it does take people letting their guard down, being comfortable,

having constructive criticism directed their way.

So that does help from a hierarchy perspective.

In growing companies, managers, leaders, set of responsibilities get divided all the time.

And so people seeing that a senior leader, as the company grows, might have a section of his or her responsibilities cleaved out and given to somebody else,

not under them, but beside them, those are always challenging conversations.

People feel like you're taking responsibility away from them, but it's necessary in a growing enterprise to have great people focused in key areas, and particularly as the scale underneath it is increasing at the same time.

That was how we thought about the example we tried to make.

I think one of the mechanisms we used to help promote that was a mechanism we call Power of 10.

It's an exercise in focus and prioritization, but it helps people to see that this is not about hierarchy because what we would do

is we take every so often for a really important event.

It could be a contract renewal.

It could be going after a new client.