Soumya Murthy

This is a psychological architecture of all of us.

If we fully expanded and became Buddhas, we would be all of this, right?

But we're human.

And we're going to expand in particular ways and designs.

Now, very quickly, when you look at that up top, how do you make decisions based on objects, thinking, or based on people?

And we live in some kind of range in our way.

And as you grow into the level of chief and run companies, you ought to have the flexibility.

But this is one way.

Left to right, how do you process information?

internally fully or are you out there constantly externally processing right so what we did was over time we developed the language of it's we couldn't just talk about the genius organic talent we wanted to also say what does actual burnout look like because can we recognize it in each other and we created radical transparency so people who come up to me or the founder or anyone else and say hey

This is your behavior Help out because and then so very quickly to map it out The more going to driver.

I heard someone say challenging earlier when you spoke you're challenging in your detail.

Just genius, right?

Otherwise, you won't have any control you won't be winning and hitting targets But you pass that battle pedal too hard and it's not the right sequencing you're going to get impatience and and and tunnel vision and poor listening and overly intense and

Guilty.

But the roots and talent of this organization was primarily in building.

Man, systems thinking, detail-oriented.

This is what you want in your engineers.

But you push that pedal too hard and they want to focus in their genius, they look indecisive.

They look like they don't hold their ground in conflict.