and then leaving them unmentored, uncoached.ld say be clear about what the must-haves and must-dos are on the job. use panel interviews. you have the veto at end, but use three people to do the interviewing. but move away from hiring with your gut. that's a point in all companies that's tough for an owner to move to, but vitally important. >> how do you keep yourself from -- because the need is to great to bring people in the office and just put people in seats, to keep yourself from hiring people who aren't right just because you need them? >> sure. that's something that we just experienced because we've gone through significant growth. one is that you can compromise on everything almost shared values. you can sometimes be blinded by one person because they're a wonderful speaker but generally someone else won't have your blind spot. so that's critical. another thing that's been successful with us is working with people in a contracting basis to start out with. particularly, when you need the help very quickly, you can see how