This is the standard we select against.

The ultimate throttle on growth is the ability to attract and keep enough of the right people.

No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth.

When in doubt, don't hire. Keep looking.

Take the time to make rigorous A plus selections right up front, then do everything you can to try to keep them on board for a long time.

People are generally hired for what they know and fired for who they are. We strive to hire for who they are (style, intelligence, character traits, innate capabilities, alignment) versus just what they know.

We would rather train them in the job knowledge if that is what it takes to get the right WHO.

The purpose of compensation is not to get the right behaviors from the wrong people, but to get the right people on the bus and keep them there.

Strong performers are intrinsically motivated by performance.

We cannot discipline the wrong people into the right behaviors.

We hire self-disciplined people who don't need to be managed. Lead them, teach them, support them, but you don't need to manage them. The moment you feel you need to tightly manage someone, you've made a hiring mistake.

We will determine if we have someone in the wrong seat before concluding that we have the wrong person on the bus entirely. We follow this philosophy as long as there are other seats on the bus, or if one can be created within the economic engine of the business.

If we make a mistake, then we will confront that fact quickly so we can get on with our work and they can get on with their lives.