00:09 Kevin Ryan: So, spending that time is extraordinarily important. So are you spending your time also when you're walking around and thinking about talent all the time? And when you sit down with your managers, are you spending all your time going through the results or are you spending all your time going through the people? And so, my managers know that I'm gonna sit down in not every single meeting, but very frequently, I'm gonna review every one of the direct reports with them. I want continual updates, I wanna be thinking about that.
00:37 Ryan: Another crucial thing is, I always when... Sometimes once in a while, someone new will say, "Kevin, I really like it if my direct report of my... I'd like it if you were gonna to talk to one of my people directly, if you could just touch base with me first, so that... " And I was explaining to them that that's not going to happen. So one of the things we understand is that, I want to talk directly to your people. I'm not gonna go through you all the time. Now what is very important is, I can't get in the way, I can't say, "Well, your boss said 'go right' and we're gonna go left." That messes up everything. We can't mess up the chain of command. But what I do want to do is get a direct report on how things are going and what they don't realize is, it's not just how things going, I'm trying to understand this person better. I wanna know the talent level. I want to get a sense also because if the manager suspects that maybe I want to know if there are problems out in the company at the managerial level, they're right, but that's my job.
01:32 Ryan: It's no different than I wouldn't... If the head of sales came to me and said, "Look, I don't want you to talk to any of our clients unless you talk to me or I'm in the room." You'd say, "No, no. I'm the CEO of the company. If I want to talk directly to a client and hear what they have to say... And if they wanna say that they're not happy with the experience, I want to hear them, and we're gonna work together and try to correct that, but that's a crucial part of it." So, evaluating that talent all the time is essential.
01:59 Ryan: The third element is managing people out. So, I find that in general, people are not rigorous enough about this. If you have a 100-person company, someone is number 100. If you have a 20-person division, someone's number 20. And to use a sports analogy, if you're a sports fan and we're talking about the Yankees or no... Let's talk about the Knicks, who are really bad, a real sports fan, if I went to them and I say, "Look, there's sort of three possibilities for the Knicks. We could either have a different strategy or we could get a different coach or we could get better players. What do you think?" It would be like a five-second conversation. He would look at me like an idiot and say, "We need better players. The strategy won't make that much difference and the better coach, yeah, nice to have, but if I had a choice let's bring on Dwayne Wade and a couple of other people and we'll actually have a really, really good team."
02:53 Ryan: So, and it's not to say that working together isn't important and things like that, but you wanna start with having good people because actually one of the definitions in the corporate workforce of people who are successful is a...