Sam Hinkie

The old sort of Stephen Covey line to get the highest platform to see how good you are.

I very much want that to be here.

So I think that's terribly important, not the least of which is the downstream impacts of all this.

Awesome people bring you more awesome people.

They compound over time.

They sharpen your own thinking and they...

materially add to what it is you're trying to do.

I've yet to find advantages that overwhelm that.

I'll give you one example.

Sometimes I say this and it gets me in trouble, but I believe it.

I think I care about the value of recruiting more than almost anyone I know.

I think getting in amazing people at the start, in the middle, at the end, all the way through, having an ever-raising bar that someone has to clear, it's not quite everything, but often it's close.

I'd love to pick that apart and break it into the push and the pull.

There's an aspect of this, which is the creation of the platform that is just the default.

If someone is the most talented, they want to go to Harvard, they want to go to Stanford or something like this.

There's a institutional platform and gravity that I think you can build that does some of this, but I'm sure some of it too is outbound salesmanship.

So in the various places that you've worked and tried to create that beacon, the bat signal, the gravity, whatever you want to call it,

What have you found most effective in those two categories to attract and win the most talented people?

I think a lot of times you're trying to disclose a lot.

You're trying to really be open about who you are and what you're after.