Bill Gallagher on balancing urgency in leadership. How to push metrics without micromanaging, empower teams through systems, and decide whether to build capabilities internally or hire an operator to scale from $5M to $50M.
And the art of urgency is all about mixing the right amount of, you know, attention to numbers and having an ability to do that without it becoming. How do you call it, Micromanaging, Right. And negative and cracking the whip, but really enabling and empowering, but using things like bowlers. And it's really cool to see how some CEOs really want to learn that. And then also in your example, some are really saying, hey, that's, that's not. I'd rather go start something else and then have a new operator come in to really build that capability to get, say, from 5 to 50 million.
