Mario Harik

They also understand based on the questions that they saw, well, that's interesting.

I saw that a person asked about this and this and this.

I didn't see that in the information.

I didn't see that in the data.

So now the group of people who are in that meeting understand

You definitely can use it for identifying talent, but I do think generally to identify talent, you need much more touch points than just a takeaway or a question.

And the way we think about talent development is a lot of touch points.

So for example, a lot of companies do performance reviews once a year or maybe twice a year.

I don't believe in that.

I think performance reviews should be done on a daily and weekly basis.

You've got to give a person feedback that what you're doing here is fantastic and what you're doing here needs improvement.

But at the same time, doing it on a constant basis, you can identify also who is trending in the right direction, what their core skills are, where they need to improve, how they're improving, and you can identify talent that way.

But also we have leadership team discussions about talent that goes beyond the first few layers of the company about who is up and coming talent.

So then members of the leadership team can give their feedback on this manager or that director level person or maybe individual contributor who have a long runway and they're impressed by them and how this is what they are seeing in the performance of that particular person.

And I think this is a more effective way because you get a wider perspective from a group of people, specifically about talent development, as opposed to the small window by which you're evaluating content, you're evaluating takeaways, and you're evaluating questions.

By the way, also, Shane, one other thing that you mentioned that I do in those meetings is I have this, for me personally, I call it round robins, but where people either give a question or a takeaway, if let's say it was a meeting where we didn't submit those ahead of time,

I always subscribe to the fact that the senior folks, including myself, I always speak last.

I always ask, give my takeaways or my questions at the end of the meeting to make sure that there's no biased thinking.

I think Jeff Bezos had a similar perspective where always you speak first.

at the end as a leader, because what you don't want by giving your perspective, somebody who's junior on the team who might have fantastic insights is going to be biased to think as part of the group.