Ric Elias

It's what matters.

And one of the things that happened during COVID is our operating rigor diminished.

I'm not sure that is for us alone, but this notion of working...

less intensely in the office, less together.

There's some very good positive things that come out of it in a lot of capacities.

And I worry about, do we have that fight?

Do we have that thirst?

Do we have that fear of not being relevant in 10 years?

I don't think the people that show up today and look at this beautiful campus feel the same hunger we felt when we didn't know if we were going to make it.

It's a circle of life.

But how do you instill a desire of people wanting to go do something for their growth, for their own good?

It's a really interesting challenge in kind of our leadership standpoint.

Have you found anything that does that effectively for the marginal person that shows up and has a much bigger foundation to build on top of than you did originally?

whether it's an incentive structure or an attitude or a way of operating?

Is there anything that works?

There's no magic bullet.

I think you've got to find people that want it.

And I think typically athletes or people that are musicians, people that have been coached heavily in their lives, end up doing well in environments like this because coaching is not criticism.

It's like you're making me better.

People that are super curious.