Matt Plank

You haven't hired anybody from outside the company really. You know them so well and you convince yourself that there are not gaps and they're all going to scale. And it's just like, they're not all going to scale.

And so you got to be able to go to that person that you brought over from your previous company that's done really well and know when they're hitting a breaking point where they can't scale. And you've got to be able to layer them in a way where hopefully they stay at the company

And so you got to be able to go to that person that you brought over from your previous company that's done really well and know when they're hitting a breaking point where they can't scale. And you've got to be able to layer them in a way where hopefully they stay at the company

And so you got to be able to go to that person that you brought over from your previous company that's done really well and know when they're hitting a breaking point where they can't scale. And you've got to be able to layer them in a way where hopefully they stay at the company

I think when someone is not scaling, there are two things. I think one is they end up becoming like they're leading from the back and not the front.

I think when someone is not scaling, there are two things. I think one is they end up becoming like they're leading from the back and not the front.

I think when someone is not scaling, there are two things. I think one is they end up becoming like they're leading from the back and not the front.

And what I mean by that is they believe that their job now is to like tell people like what to do because they've done it, but like they don't believe their job anymore is to like do it for them, show them how to do it, be involved in like, you know, leading the way and being like, everybody follow me. And they just kind of hit a point where they,

And what I mean by that is they believe that their job now is to like tell people like what to do because they've done it, but like they don't believe their job anymore is to like do it for them, show them how to do it, be involved in like, you know, leading the way and being like, everybody follow me. And they just kind of hit a point where they,

And what I mean by that is they believe that their job now is to like tell people like what to do because they've done it, but like they don't believe their job anymore is to like do it for them, show them how to do it, be involved in like, you know, leading the way and being like, everybody follow me. And they just kind of hit a point where they,

like they kind of think that being a director or a VP or whatever means that like all of a sudden you don't have to do that stuff anymore. And usually when that happens, they start to lose the locker room. And like, even if it's a winning team, like their team starts to not really like them, you know, it starts to fall apart and kind of flounder from there.

like they kind of think that being a director or a VP or whatever means that like all of a sudden you don't have to do that stuff anymore. And usually when that happens, they start to lose the locker room. And like, even if it's a winning team, like their team starts to not really like them, you know, it starts to fall apart and kind of flounder from there.

like they kind of think that being a director or a VP or whatever means that like all of a sudden you don't have to do that stuff anymore. And usually when that happens, they start to lose the locker room. And like, even if it's a winning team, like their team starts to not really like them, you know, it starts to fall apart and kind of flounder from there.

And you can't come back from someone who like lose it, like an organic promotion who was amazing all the way through, but then they like lose the locker room because they think that that's not my job anymore. I think that's it. That's it.

And you can't come back from someone who like lose it, like an organic promotion who was amazing all the way through, but then they like lose the locker room because they think that that's not my job anymore. I think that's it. That's it.

And you can't come back from someone who like lose it, like an organic promotion who was amazing all the way through, but then they like lose the locker room because they think that that's not my job anymore. I think that's it. That's it.

It was around the time where kind of, you know, speaking to this, it was, it was at a point in time where there were people that reported into me, you know, who had maybe lost the locker room a little bit, or at least when anybody is questioning, like, is my manager or my director or whatever, are they scaling with me? Right?

It was around the time where kind of, you know, speaking to this, it was, it was at a point in time where there were people that reported into me, you know, who had maybe lost the locker room a little bit, or at least when anybody is questioning, like, is my manager or my director or whatever, are they scaling with me? Right?

It was around the time where kind of, you know, speaking to this, it was, it was at a point in time where there were people that reported into me, you know, who had maybe lost the locker room a little bit, or at least when anybody is questioning, like, is my manager or my director or whatever, are they scaling with me? Right?

Like when anybody starts to question that, they immediately look to the CRO and they're like, what's the CRO going to do about it? Is this person going to let that fly because they know the person, they've been here for a while, whatever. And a lot of companies, that's what happens.