Rob Walling

Like could they become one in six months or maybe it's three years?

I think either is fine as long as they can do their current role as a project level thinker and they're kind of evolving over that time.

To me, when I look at small companies especially, and I see people evolve, it's like, you know, you've heard this thing about how you're the average of the five people that you hang around with.

So that's a friend group analogy.

You see it with musicians.

We're like The Beatles or Led Zeppelin or any incredible group that develops...

they like lift each other up almost unintentionally.

And maybe there's a friendly rivalry or there's certain things that like they kind of rub off from one to the other.

And one person who's exceptional at something, everyone else recognizes that, this person's exceptional at sales or exceptional at decision making or exceptional at moving things forward, exceptional at management.

You see that person and you're like, man, they're really good.

I'm going to kind of do a little bit of what they're doing.

And like everybody gets better.

if the raw material's there and everyone's interested in learning.

And I see the same thing on these small teams.

And so if you start hiring people that are exceptional and they're getting better and they bring someone up kind of underneath them, maybe they're managing them, and they start getting better as well, the whole team, the rising tide, it raises all the boats.

And the hard part is if you hire someone who isn't as good and it's noticeable, it's tough.

It kind of drags the team down, drags the morale down a little bit.

And it can put a damper on that.

I almost think of it like as this exponential yes anding.

Another analogy is like these scenes, right?