Being in the Room: Why In-Person Relationships Still Win for CEOs

It's really interesting as well, because I think the cost of a bad hire is enormous, isn't it?

And we all know this.

We've all read that article.

We've all read the hire slow, fire fast.

It's all sitting there.

The reality, though, is you have a gap.

You have things to do, and you don't have time to date.

And so you just get married.

And so that would be one of the other things is you have culture people inside your company.

And so I think one of the mistakes people make is it's a very narrow process versus a wide process.

When you date somebody, they meet your family.

You have a friend group that they come and hang out with.

And whether they'll tell you the truth or not, you get a vibe on if this is going to work.

So how do you introduce them to your family? Which friends should they meet one-on-one? It seems simple, but it just slows the process down.

But a culture fit is the worst.

A mismatch is.

Yeah.

A hundred percent.

A hundred percent.

So how much of this is just about slowing down and thinking long term? Because the problem is what I'm hearing is you need to take more time to make sure you hire the right person and et cetera, et cetera, and have a proper process.

Yeah.

But part of that is planning in advance what you think you're going to need and therefore you start with enough time to actually do that.

And it's really hard because a lot of times you as the CEO are doing new things.

So this might be a new product, new division, new role.

And so there's not a lot of process in place.