It's about how to prevent someone from being a superstar today and being fired tomorrow.

Yeah, some tips for sort of unlearning and helping teams navigate through these change points.

The first thing is recognizing when one of your leaders is going through one of these change points where they have to unlearn their old role and learn their new role.

The second thing, and this is really hard, is sometimes people don't want to unlearn.

They're actually just really good at their job, and they wanna keep doing their old job.

And the problem is you as the leader, you're like, "Well, actually, I need you to do the next job." But they're not willing to unlearn.

You know, as the company changes, their job changes, so the people have to change to adapt to their job.

So this is what we talk about, how the CEO role changes, and if you try to have it be Professor Xavier on day one, then the company will struggle.

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My name is Bob Tinker.

I am a multi-time entrepreneur.

On the professional side, my key achievements, some were successes, some were failures, like a lot of entrepreneurs.

Probably the one I'm most well-known for is being the founding CEO of a company called MobileIron, which we started in 2008 and grew from zero to $150 million of ARR over the course of five years and took it public on NASDAQ.

Prior to that, I started a company, or was part of the founding team at a company called Airspace, which was also a success.

We sold that to Cisco for 500 million in 2005.

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