I have reached the opposite conclusion of the author. By having more exposure to more: teams, people, problems, industries, architectures, business issues, oper

I have reached the opposite conclusion of the author. By having more exposure to more: teams, people, problems, industries, architectures, business issues, operating environments, etc I believe I am more mentally agile, decisive, confident of probabilistic outcomes than someone who has stayed at the same place for years. I know how to navigate multiple environments - and in fact get a charge out of it. I can pattern match across a larger range, I can tell what 'good' looks like with more points of view. I've had to get really good at something in short periods of time, because of those new situations. That creates a mindset of growth and adaptation. I have had lots of opportunity to 'read people' because I've seen those actions, faces, emotions before - and know what numerous people did shortly afterwards. (eg: leave, sulk, sabotage, lead, etc). Yes, I may not be as great a 'subject matter expert' on a single topic - but I'm a great leader because of it.