Lulu Cheng Meservey: observation

Transcript context

…Super interesting. And I imagine the closer they are to the employees the more time you spend with them, and the more innately they're closer and also their perspective and what they share is more powerful because they're closer to what's happening. And if it goes wrong the more damage they can do. So on the spectrum it's if they are not totally on board and they're not an effective messenger, versus they're just lukewarm and they're not really sure they believe it. All the way to they actively fell off the bandwagon and you lost them, and now they're out there proactively contradicting everything you say or even trying to destroy the company, that can happen. If an early employee, for example, feels disgruntled, which is easy to do and it's easy to do through a comms mistake. If you sell them on one thing and here's a vision, and now either that's changed or you miscommunicated. If they feel like there's a bait and switch they're going to be really mad. And now you've created someone who is incredibly credible and has the same social and professional circle as you and is trying to ruin you. That's such a good point. For someone that's trying to do this maybe internally they're like, "Oh, cool, we got to create these circles for our startup." What do you recommend they do? Do they make a list of here's our inner circle, here's the next circle of people.…

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