Because they're getting like free rent in my head and I need to move on.

I'll add a couple.

And I'm sure that Ben and I come from the same perspective.

I absolutely, not specifically about this point, hate terminations.

I mean, they're just impacts people's lives.

So I try to do everything I can to avoid it, which means giving the person who's not performing a very clear picture of what the gap is to get to that acceptable performance.

Because oftentimes I've seen it and early in my career, I did it.

Is there anybody else in the organization or outside that should know in advance? And feel free to also discuss who absolutely should not know.

Mm-hmm.

There's a process that I've used.

It's called success profiles, which is what we're talking about.

I use the people in the role along with their manager to define it, to give examples.

What does it look like? Another component to that is that oftentimes the job description or the interview process includes questions about what people can be trained on, so to be very clear about what do they absolutely have to know and what skills, knowledge, skills, ability, experience that they have to have to do the job.

'Cause if it's something they can be trained on, then you're focusing on areas that you are taking away from.

I mean, if the candidate doesn't have to have it, then why are you looking at that? And it's maybe not the best fit for the role.

So, and that's, again, like, the light behind their eyes and their passion and their, uh, answer and their tone.