fight against incentives. You just won't win that sort of a thing. What I say to the people that work with me is I want this to go as well as it possibly can, and I want this to be of value for you. If at any point you think that this isn't working for some reason, let's make sure our values are realigned. If at that point it just doesn't make sense, you want to do something different, I will never inhibit your growth. That's happened a lot where there have been people that have left the firm. I've seen people make huge mistakes, not just in my firm, at other firms, that when someone's leaving that was of value to them, they lash out and they're upset because it hurts them selfishly. It hurts them when their right-hand person leaves or when someone of value to them leaves. That's, hey, it's not nice and it's also not smart because that person goes on to another position of prominence within the industry. They remember, hey, who was my friend, not when it was just in their self- (31/43)
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