Kevin Tawil

It could be some other negotiation.

It could be a supply chain problem or an operational glitch.

And we would pull together a handful, maybe a half dozen people who had

knowledge and something to contribute to that problem or issue.

And it didn't have to be the CEO or the head of that client.

It could be somebody who is lower down in the organization who actually had the details and understood it at a deeper level.

And we will bring that group together in focus time, call it two to three hour increments, maybe do it two or three times.

And

have prep material in advance to allow people to think about these issues.

And I know it sounds simple, but it's wildly effective.

Just getting a handful of people, the right people at whatever level in the organization, focused on a problem, not worried about the meeting that came or the meeting going to.

And we found you always, in every instance, would come up with alternatives individually you never would have gotten to.

It was a powerful mechanism.

We still use it today.

We believed in terms of the best way to develop your people is to give them a wide range of responsibilities across the organization.

And in particular for your high potential leaders, those that you want to continue to rise up in the organization.

I will tell you, it's really easy for them to rise up in their functional area because

but to give them cross-functional experiences to meet other people and network within the company.

Longer term, that has a much greater impact on the business.

In fact, when you look at our executive committee, well, I think the average tenure may be approaching 10 years and some 15 to 20.