Q their interests. And so you then introduce this third thing, which is the thing you care the most about, which is support of the founder and empowering the founder. When do those things get hard? How do you balance those things? I assume most of the time you're indexing strictly to we're partnering with this founder and we trust them, but when, when do you have to juggle those things?
A Yeah, I mean, it's, um, People go to therapy, often they only talk about the shit that's going wrong. And I think it's useful to think about what's going right. And if there's not a DSM for flourishing, there's, there's a DSM for dysfunctions. We could open that book up and we can have all sorts of flavors of dysfunctional. And I'm, I think we could do that. And that would be illustrative and informative about how it can go wrong. I would flip it and say, when it works well, What are the preconditions of where you have alignment? And then, and then you look at degradations from that. I think one of the words that's sort of vital to any durable founder benchmark partner relationship is vulnerability. And if, if there's ever caution or pause that I can't share this information with my, then we've, um, degradated the relationship and we have to fix that. And you fix trust is fixed. Intimately, one-on-one, you have conversations that allow you to zoom up to say, okay, what's the collective purpose? And I think that we could talk about Uber, we could, I have every reason to believe Travis's purpose was, um, the biggest, most extraordinary Uber imaginable. And, you know, we had a collective gaze on that together, and, and, and in many situations, this was one of them, Pathologies creep in, and you learn this through a course of firm experience, which is when you start to see that hap…
AI assessment note: “when you start to see that happening, you need to act immediately”