The Hidden Truth About Building a Successful Organization

I think a lot more about talent and how to get the right talent to do things, and that's the rate limiter on the growth of Amplitude than actually trying to drive some initiative myself. And so every single employee problem, if they didn't have a good experience with the manager, with another team, with how they're compensated, whatever was going on, that became a Spencer problem. We had super high engagement, we had super low attrition, we had less than 10% attrition, we had like a 4.9 on Glassdoor. Like, it was the best place to work ever, all these amazing things. I was really proud of the organization we had built. And so what happened is we went from 10% attrition overnight to 30% attrition, a 4.9 Glassdoor score to like a 3-something. All these organ— I was happening was I was covering for all this organizational dysfunction where instead of holding leaders accountable and getting leaders to step up, I was covering those gaps for people.