Execute to execute

There are two givens operating any business: You get what you can afford and what got you here, won’t get you there.

For some early employees, tenure is fleeting and only during the formative parts of a company’s existence. Those early days require broad weight bearing roles — “fine” is good and “someone” is better than no one.

In later stage companies there is a tendency to hold on to legacy at the detriment of effectiveness.

As operators, it is our job to understand when our company requirements have passed the skills and capabilities of our people in those roles.

In both givens, the consequence of no action is to allow it to become part of your DNA. When that happens it defines your culture.