> we began onboarding people with the wrong state of mind - seeing Waze as a stepping stone and not as a calling. > There are people who are great for a stage

> we began onboarding people with the wrong state of mind - seeing Waze as a stepping stone and not as a calling. > There are people who are great for a stage of the company and later, do not have the right skills as the company grows. It is not their fault, it is reality. But not being able to replace them with people that do have the right skills means that people are constantly trying to “offload” an employee on a different team rather than fire them - something that is not conducive with fast moving and changing needs. One thing that really irritates me is one way commitment. The author wants people who will see their work for the company as a calling, while at the same time having no loyalty to the employee and seeing them as just a stepping stone, to be used when needed and then discarded. In Japan, the work culture historically was one of crazy dedication to the company. However, it was reciprocated. The company was expected to take care of your whole life, even to the point of coming up with a sinecure for you in your old age. They didn’t just use you and discard you when they thought you were no longer needed. Every time I see a company talking about how they want employees to see the company as their mission and calling, I look at how they treat employees to see if they plan on reciprocating that loyalty. The answer if pretty much always no. They plan on using your loyalty when it is useful to them, often burning you out, and discarding you when they think you don’t provide value.