Sam Hinkie

And some, of course, they do.

And in some, those are truly necessary to be so aggressive.

But I think for wildly high performers, I think there's often sort of a better way to go about it.

Do you think that there's anything that's changed about, I'll use an intentionally pejorative term, which is like that we've gone soft?

I'm now the old guy that is saying this about younger generations.

Like I said, I never would.

But I'm curious how you react to that idea that perhaps everyone's gone a little soft.

I think having very high standards is fine and appropriate.

And I think holding people accountable to those is fine.

But to the extent they're not aligned with a person's individual incentives, I think it's quite difficult.

I think it's really difficult.

It's possible that someone could really, truly believe in your mission and be in a full-on command and control.

But often I think you're going to need to find a way to tie it to what's good for them.

One of the best things I think you can do as a manager is be good for the careers of the people who report to you.

And I think the best way to convince them you're good for their careers is to actually be good for their careers and to actually help them in a bunch of ways and say, what is it you really want to do?

What's a canonical example?

Snowflake.

If that's snowflake and it's like, what I really want to do is make huge coin, post the IPO, and that's okay, fine.

Pull an ore right here and we can do that.

We've got a method to do that and that this will line up.