Mario Harik

An example can be how they switch jobs and why they switch jobs.

So many of these could be examples of things that people identify.

Part of it could be also that they have an ego.

They're not a kind person.

They're not gonna treat their teammates or people who work for them with respect.

All of these would come up in that feedback if they are obviously on the negative side.

And I think it's very important to be in tune, not to try to brush these things under a rug.

At the contrary, to actually take them out and test for them and figure out, is this going to be a deal breaker?

Is this going to be the reason why somebody's going to fail after you hire them?

How do you think about ego?

I'm going to give you a personal experience.

So I started coding in the early 90s.

I was a young kid and I built a passion for it.

And over time, I started with BASIC on a Commodore 64.

And then over time, I had an older brother who studied computer engineering.

So then in my, you know, call it early to mid-teens, I used to read all of his books.

So I became so passionate about programming that I used to spend the lion's share of my time outside of school actually coding.

So when I get to college and I went for my undergrad degree in Lebanon, in the country of Lebanon, at the American University of Beirut, what I thought I was the best programmer that has ever existed because I was doing it, I was training on it, and I used to love writing beautiful code, efficient code, and I used to think I'm really good at it.

So naturally, in my mind, what ego is, you think that you're so good at something that you stop learning.

And when that happens in business as in life, it creates a ceiling that then doesn't allow you to create more value to get to better outcomes.