Tap into collective genius, w/Reshma Saujani, founder of Girls Who Code & Moms First

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It's not that people weren't queer back in the day. It's that they had to hide it. You had to pretend to be straight, as many people unfortunately still have to do, to your employer, to your family, to your friends, to your landlord, to everyone. That's Eric Cervini. Writer and historian of LGBTQ Plus Politics. His book

The deviants war, the homosexual versus the United States of America. Uncovers the story of astronomer Frank Community. First and foremost, he was an astronomer. He was a pH astrophysicist from Harvard. In the late 1950s, Frank was recruited by the Pentagon.

To help build America's space program. He was Well positioned to be one of the founding fathers of the American Man Space Program. than his new employer. discovered that Frank was gay.

Within weeks he was barred from ever working in the federal government. for the rest of his life. What happened to Frank? Was sadly all too common at the time. But it's how Frank reacted to this injustice.

That made him stand out. What makes Frank Kamney so special is that he was the first to really fight back. He took his case. All the way to the Supreme Court.

And that was something that had never been done. He was the first to protest in front of the White House for gay rights, first to testify in Congress for gay rights. Frank couldn't and didn't. Do this alone.

You have to конвіce. Your potential allies. That there exists a problem. with the current status quo. The repressive constraints of American society in the nineteen fifties and nineteen sixties meant Frank had to work.

Less overtly. Half the work is just getting people in the room to begin with. The way he did this on a really practical level. was first tapping into networks that he already had. There actually existed.

really vibrant Queer. Subcultures. There were more gay bars. In San Francisco, in Boston, in Los Angeles, in the Nintін Fiast, than there are now.

Which is Mind blowing. Frank Kameny was at the center of that. So when it was time to actually Create an organization. Оновка'з ферст.

Gay rights organizations, the Matachine Society. All you had to do is pick up the phone. That early network of supporters and allies enabled Frank to start a movement against the odds. That would help grow.

A wider awareness of gay rights. He really did lay the groundwork for The modern gay rights movement. He was one of the first to say, actually, no, we have nothing wrong with ourselves, and in fact What makes us different is what makes us beautiful.

Frank's work. Was just one of the early threads. And a complex struggle. That goes on to this day. And he knew.

Like many other leaders of change, that building a strong network of allies is key. to tackling intractable problems. That's why I believe building a network of change makers is the most powerful way to unlock opportunity and uncover creative solutions.

You gotta have incredible talent at every position. Huge push. There are fires burning when you're going out. Can you believe it? Such an idiot. And then you go back to this is totally gonna be amazing. There are so many easy way. Sorry, we made a mistake. But you have to time it right. Oops. It just seems absolutely nutball. Ten years later and be like, well, that's just how you do it. We haven't made it just how you do it. This is masters of scale. I'm Reed Hoffman.

Co founder of LinkedIn. Partner Greylock. And your host. And I believe. Building a network of change makers is the most powerful way to unlock opportunity.

And uncover creative solutions. One of my favorite questions to ask masters of scale guests is What's your favorite time saving hack? The answers range from elegant to to illuminating.

The unexpected. My smartest time saving hack is to make time to think. Smartest time saving hack is Not watching a lot of TV.

Picking out. My kids' clothes and my clothes the night before. God. Maybe what, having a desk in my bedroom? Let me just say my smartest time saving hack. What's a hack? Sorry. Making music. How does that a time saving hack?

Because time goes away. So I get to save time by Saving me from having a horrible time in the future. All of these hacks are potent ways to for doing the real work of leadership.

Solving problems. And affecting lasting. Impactful change. And while there's no hack For achieving this kind of change.

There is something every leader should do to greatly increase their odds of success. Embracing the dynamic potential. of collaborative networks. When we tap into the collective genius of a diverse group.

Magic happens. Collaboration fosters the cross-pollination of ideas. Blending diverse perspectives and skills to create something greater than the sum of its parts. As a leader, the most effective way to achieve this is to build a network of people and organizations who are fired up by a common purpose.

This network of change makers, made up of diverse perspectives, will drive innovation and impact. I wanted to talk to Rushma Saojani about this because she has a track record of building inclusive networks of collaborators that let her tackle problems from unexpected angles and unlock massive opportunities. Rushman did this most famously. By founding and scaling. Girls Who Code

The non profit. that has supported thousands of young women. And non binary people. to develop coding skills and take up impactful roles in the tech industry. Rush must focus.

has been on tackling deeply embedded inequality. And a broken economic system. Her methods are united by how she brings together and inspires. Mission driven change makers. It's something.

That every leader should study and apply. To their organization. To understand how Reschma developed her approach. Let's look back. At her early.

and harrowing. Experience of exclusion. I had a tough childhood in terms of fitting in. I was angry, my name was Reshma. I wish I was white. I just We're trying to hide.

A few years before Rashma's birth. Her parents were among an estimated eighty thousand Ugandans of Indian descent. who were expelled by the country's dictator, Iri Amin. Reschma's parents scrambled for refugee status. And eventually emigrated to the US.

Where they've settled in Schomburg, Illinois. In nineteen seventy five. Response born. We were in a working class white neighborhood that didn't have a lot of brown people. We didn't look the part. Still ate Indian food. I think my mom tried to put it in my lunchbox a couple of times. Yeah, my mother would wear a sorry at the local Kmart and be made fun of. Facing racism is incredibly difficult for anyone.

Let alone a child. And it can feel. Like a very lonely experience. For Reshma. Seeing how her parents dealt with it.

Heightened. Her feeling of isolation. I remember one time our house got spray painted, go back to your own country. I woke up and I was out there, I was watching my father and he was just had this A little rag and a jar of Clorox and he's just cleaning it up.

I think he was like humming a Bollywood tune while he was doing it. I remember looking at him saying I'm never gonna do that. I'm never gonna be quiet.

One day at school, Reshma tried. An extreme approach. It was the last day of eighth grade. This girl called me up derogatory term. Yeah. And instead of just normally w I would pretend I didn't hear or just walk the other direction, I agree to meet her at the school yard at the end of the day.

And I got beat up pretty bad with a Wilson tennis racket and a baseball bat. And I remember coming home and my mother just looking at me and looking at my father and being like Why did you bring us this country? It was the last time. Reschma would try to tackle a huge problem alone.

It was the beginning of this now life of activism. But also doing it in a way That did kinda have a lot of Gandhians principles about nonviolence, about love, about Togetherness, about finding our commonality and from that moment onwards I was fighting.

And I was also fighting with love. You know, one of the first organizations I started in the ninth grade was called PRISM Prejudice Reduction Interested Students Movement. This was Rush's first attempt. At building a network. Of collaborators.

Fire up by the experience. She decided to pursue law and політик. As roots to take this approach to the next level. But after gaining her law degree, she started to feel more disconnection. Then connection.

I you know, was three hundred thousand dollars in student loan debt. So I thought I'd have to work for the man and then I'd go, you know give back and kinda woke up at age thirty three in New York City. And I wasn't getting any younger. And I remember it was in a job I didn't want, a life I didn't want. Despite the pressures of her job.

Rushma still made time. to do pro bono work. Advocating for immigrants. The collaborative impact. Fulfilled her.

But she could only do. One case at a time. So Rashman began thinking more deeply. About how she could start building a network of change makers for scale impact. Politics.

Seemed like it might be the answer. My parents got expelled from their home because the community never participated in the political process. Right. They never fought for their rights and their and I I saw very clearly what happens when you don't. I worked on my first campaign for Bill Clinton like early on, and so I got the bug.

Getting experience on the campaign trail. Convinced Reschma that politics was the way to build a network of motivated change makers with a shared passion for improving the world. А романтиціз Government and romanticized politics. In twenty ten.

Reschma saw her opportunity. Carolyn Maloney Democratic representative for New York's 12th Congressional District. Was vacating her seat to run for the Senate. So Rushma. Put herself forward.

And I was like, I gotta do it. This seemed like a good way to start tackling the problems she wanted to solve. I'm like getting excited, I'm talking to consultants, I'm thinking about my campaign, I'm building my policy book, like I'm in. But then Rashma. Hit a stumbling block.

Carolyn Maloney. Change your mind. And instead stayed. to defend her congressional seat. Rush must task.

suddenly became a lot lonelier. And A lot harder. Now I've quit my job. I'm like, you know, ha I'm in it. And I'm like, Well wait a minute. All the reasons for running haven't changed.

I still think that we need younger, fresher voices. I still have a lot of ideas. And there's something about you may appreciate this as an entrepreneur, there's something about that naivety, right? When you're young. And you kinda think I really kinda looked and said, Ah, I can win this congressional race, and I don't realize How bananas that is. And well, I mean you wouldn't do it otherwise. That's kind of the classic entrepreneur will jump off the cliff. I didn't know how to hire people.

You know, I didn't know what to ask for. This is the first time I was building something. I had no idea what I was getting myself into. I got a lot of people support me from like John Legend to Jack Dorsey to like you know all these titans in business and we had all these young people like in our campaign. It was exciting. But it wasn't enough. It was basically like

A death sentence in politics. And I lost. Spectacularly. Rushma had seen becoming a leader in a political party. As a shortcut to building a network of change makers.

Instead, she had learned how political parties can be unwelcoming. Of new perspectives. And leadership. There had been some upsides to the experience. One.

Was how campaigning across the city Open Rushma's eyes to a new way. To drive change. When you went for office, you end up going to a lot of schools. I was going into the

Best private schools in New York City. In some of the poor schools in New York. And I'd walk into computer science classes and robotics labs and there's just Tons of boys, right? Not a girl in sight. I was like, wait, what's going on here? Where are the girls?

Reschma could see this was part of a wider problem. I was paying attention to what was happening. intake and the fact that so many of these products were being used by women, but we women weren't sitting around the table. Reshma used the contacts in tech and education that she'd built up. on the campaign trail.

And I spent about two years almost treating it like I was creating a startup. I would talk to every smart person I knew, every teacher, every computer scientist, trying to understand the problem, trying to think about what the right solution to that would be. Notice how Reschma hadn't come up with a solution yet. And doing this research. She was not only learning about what would make a successful program and organization.

She was pulling together the threads of a new network of collaborators who would be aligned. With her mission. This is a key skill. For any leader. Aiming to build a network of change makers.

You have to invite people in. Listen to their experiences. And then ask yourself. A series of questions. How does the problem you want to address

Impact them. What solutions have they tried? That have failed. What are the factors that keep getting overlooked? And

Just What? Would a solution actually look like? What Rushma discovered astounded her. Seventy-four percent of high school girls wanted to pick a career that was about changing the world. And back then, less than like 0.2% of girls were going into computer science. So I thought, you know what, if I could connect coding to change making.

I could inspire a generation of girls to go into technology. Reschma didn't just want to build a network to address the issue of representation in tech. You could use These programs to close the gender gap. The idea was that you would come out of that summer classroom.

you would love coding so much that you would want to go major or minor in computer science. And if you major or minored in computer science, you would then go work in the technology workforce. This is a job where you can march up into the middle class. Maybe for the first time. We're kinda starting kids out at the same place.

A young girl living in a homeless shelter in Harlem, or a girl going to the best private school in New York City, you have an equal shot at getting a job at LinkedIn, right? Like That really Excited me. At the core

Of my life is not just solving equity for women and girls, but it's also solving poverty. And here I saw an opportunity to do both. So I put the model together. When I talked to people, the number twenty kept coming up that you wanted to put a group Of twenty together to teach them a new skill set. And so I designed these summer camps to have

twenty girls. And then I did my first program. For insight. On how that first cohort felt. Let's hear.

From Diana Chris Navarro. A software engineer. Was one of the first Girls who code. Students.

I took AP computer science in high school. We started off with like three girls. And then they dropped out and I ended up being the only girl in the class. It was a very

Cutthroat and Super competitive. This dude got a 97 on a test and he was like arguing with the teacher and was like, this should be like a 98. I was Just so embarrassed'cause I was just doing

So poorly. I was like, this sucks. I really don't want to code ever again. The experience was so negative. The Diana decided software engineering. was a closed network.

And one. she couldn't break into. That was until She came across the website. For girls who code.

She applied. Was accepted. And in the summer of twenty twelve. Arrive for first. Girls who code session.

At an office building. In downtown Manhattan. Sitting around. This gorgeous wooden table, everyone holding laptops and it's awesome.

And then Rushma. came in with a box of these super fancy cool looking donuts. The program covered coding skills. But Bresna also made sure to get the cohort thinking about how they could work together.

To solve a range of problems. What app would you create? What technology would you build? I remember just watching the room. I believed in this idea that if you actually bring together girls that were black, white, straight, gay, you may mean rich, poor, and you put'em in a classroom together and you taught them a new skill set. That they would become best friends.

You could just feel like oh We're all gonna be really good friends and we're all gonna do really cool stuff together. And there's people here that really believe in us and really want us to succeed. And it's just this like freaking awesome feeling. It was this big light. That went off in my head. I thought to myself, you know, maybe I could help create an entire generation of girls.

that could make the world a better place. And she's like you guys are gonna change the world. And then that was it. We were gonna build Girls Who Code. With that initial. Girls who code class.

Rushman had put together the first threads of a new network of collaborators. To grow it. She had to find a way to scale. Beyond that first summer class.

Of just twenty students. Although Reschma saw many of the problems stemming from the school system, she didn't believe government-funded education was the right place to start. In many ways the government was failing. Right, that they were failing to produce. This talent, and that we needed.

Different solutions. Reschma was establishing Girls Who Code as a nonprofit. So For an initial round of funding. She went to the people.

who she thought would be eager to help. I went to the big foundation Soros for they wouldn't write me a check. When you have a new idea And you're coming into A busy fractured space where there are lots of different nonprofits, but they've been doing it the same way for 10 years, 20 years, 30 years, there's a real resistance to newcomers and new ideas.

We'll hear how Reschma overcame this resistance after the break. When you've built substantial wealth through your business, it's often tied up in a single equity position. The upside is real, but so is the risk, and knowing when to act isn't always obvious. Creative planning works with business owners to build a strategy around concentrated equity. When to diversify, how to manage tax risk, and how to protect what you've spent years building.

Creative planning where wealth works together. Learn more at creative planning dot com slash masters of scale. Humans will never be more intelligent than AI. There's gonna be two types of companies. Those were great at AI and those that went out of business because they weren't. How do we build a future?

That is human centered. I'm Rana El Calyubi. And on my podcast Pioneers of AI, we answer that question and so many more. As an AI scientist, entrepreneur, and investor, I know what it takes to build AI that works for everyone. Every week, I sit down with the pioneers shaping our future. And we take you behind the scenes of the AI that's transforming our lives. Find pioneers of AI wherever you tune in.

Hey there, it's Jill Slessinger. I'm launching a new show. It's called Money Moves, and your money is going to move. We're gonna help you make better financial decisions. We're gonna call out the BS you're finding all over social media. We're gonna give you actionable guidance to make your financial life clearer, less stressful. We're gonna answer your financial questions and take the mystery out of your financial life. Follow and listen to Money Moves with Jill Schlesinger wherever you get your podcast. We're back with Reshmarjani on how to build a network of change makers to unlock opportunities and find solutions.

And just a reminder, that once you finish this episode, you can see more of my interview with Reshma. on the masters scale youtube channel Before the break. We heard how Rushma set up a summer coding camp for girls. It had turned out

To be much more than a class. The twenty students. Soon formed a small cohort of change makers. Determined to create scalable solutions to wider problems of representation. And inclusivity.

In the tech industry. Now Reshma. Wanted a scale. Girls who code. To do this.

She needed funding. Government funding. Would be too slow. Philanthropic donors. had turned her down.

But Reshma found a creative solution. She went back to the network that she'd nurture. in her ill fated political campaign. Like Jack Dorsey was one of my first supporters. Companies realized at that time that they wanted to build this pipeline of talent.

And they needed women and they needed people of color. And so in many ways it was really this partnership with The private sector. Activating and developing a network is often like this. Scrappy. Yet effective.

You need to show everyone how becoming part of the network is in their own interest, but also The interest of the greater good. Reschmut signed tech companies up to host coding camps. At their offices. It was a win.

For all parties. Rushma solved the problem of where to host the summer camps. The students got a taste of life. at the heart of the tech industry. As for the companies. Well.

As Reshmo puts. You have to imagine these twenty young girls coming into your workforce. You're now then enabling another fifty, sixty employees to participate in this summer program and teach these girls. And it just helps you in this really powerful way, it helps you retain the women that you had already hired. If for male technologists who may have never worked with a woman before, Teach and recognize why this is so important.

Reshma also took inspiration from the tech industry. And how? She scaled girls who code. I built girls who code. Like it was a tech company.

You know, ever metrics of scale. And I pushed. And you know, the way we hired our culture, everything was about Building big things, scaling hard, solving tough problems. Wants that partnership with the tech companies?

Reschma set her sights on expanding the network. To do this, she turned to the girls who code graduates. I said all right, I got one favor for you.

I want you to go back to your school. And I want you to start a girls who code. Club. And we had kind of put together like Girls or Co Club in a box for them. And that is what then

launched, you know, by The beginning of the pandemic, we had over 10,000 girls who code clubs. So talk about a network effect. This was a piece of of genius level network building. Girls who code.

Of motivated young professionals. would experienced firsthand. The transformative effect. Of girls who code.

And they now wanted to pay that forward by helping broaden the network. Once Reschma had ten thousand high school clubs operating. She turned her attention to colleges. In college, if I declare poli sci as a major when I start my freshman year.

There's a 99% chance that I am gonna complete college majoring in political science. But if I declare computer science as a major, I'm a woman, a person of color, there's only a 75% chance that I'm gonna complete. When I graduate. So we knew that there was an attrition that was happening in college, and we wanted to say, well, what can we do about it by building network and by building community. So we started launching these girls who code loops that built that sisterhood and that community that had you say, All right, maybe I'm struggling in this class right now, but like I have you. I'm not crazy. Like you two are basically like wondering maybe what's going on. And now we have each other, and so we're gonna stick with it. Building these loops.

Meant more young women. Sticking with computer science as a major. The loops. Also had another. Unexpected positive effect.

They're starting companies together. The amount of students that are really thinking about well, what can I build here? And what can we build together? So it's powerful. Those tunes. Are now helping scale. The impact of girls who code.

Throughout the tech industry. Here's Girls Who Code Alumni. Diana Chris Navarro Who we heard from earlier. Girls Who Code continues to be this kind of community that we're able to go back to and find strength from. At every internship that I've had after, there would always be a Girls Who Code class there, which I would help mentor and teach.

Girls who code. has also had a deeper impact through the wider tech ecosystem. Girls of Code has just such a huge impact on the tech community in that We are now asking questions and we are now demanding for champions within different companies and different tech communities for diversity and inclusion and having that question first and foremost of Like who are we building tech for and why are the builders not representing the people that we're building tech for?

Let's take a moment to look at how building a network of change makers can have outsize impact. In other areas. First, here's Linda Rotenberg. CO and co founder of Endeavor. Which connects entrepreneurs to local investors around the world.

You're about to hear an excerpt of a talk she gave at the Masters of Scale summit. In two thousand twenty two. So Let's look at how it's been possible to breed unicorns and build unicorn breeding ecosystems in places we never imagined. The mental barrier flips when one emerging market founder breaks through.

No. As we dug deeper. We realized that successful entrepreneurs were doing more than passively inspiring the next group of founders. They were actively enabling the next generation to overcome the systematic barriers. So Endeavour coined the multiplier effect to capture these ecosystem inputs.

The multiplier effect is the process whereby successful entrepreneurs Inspire. Train. Mentor. And invest in the next generation.

And it's through the multiplier effect that tech ecosystems are jump started. To transform tech was lands. Into places where jobs Innovation. And opportunities.

Multiply. When you think about it. It's no surprise that entrepreneurs spontaneously form networks. to affect change. The multiplier effect.

That Linda speaks about. Is exactly how we ended up. With Silicon Valley. But what about an environment? Where you might not expect such spontaneous entrepreneurial collaboration.

Like for example. A huge established company. Padmasri warrior. Saw the huge impact of building an internal network of change makers when she was chief technology officer at Cisco. The company did it through an initiative called Spin In.

The idea of the spin in was when a group of people have a great idea, could we just fund them? and keep them in the family. There are startup, but the funding all comes exclusively from the parent company. The advantage of that was that you kept the innovation and you kept those ideas inside the family of the bigger company. If someone's gonna leave your company to go start a company, What would you do as a parent company to keep that talent inside and leverage that innovation inside? Or are you better off letting them go, start a company, and then maybe pay more to acquire them back in? That was just something that Cisco did, I would say quite successfully many times. Pod Mostri's example from Cisco shows just some of the upsides of building an internal entrepreneurial network. It also shows the importance of trusting.

in your network once you build it. As a leader, it can be tempting. To try to direct all your resources to what you believe to be the biggest problem facing you. But it is usually Better to build an environment.

It encourages people. To identify the problems themselves. And then solve them. Rushma's done. Exactly this.

With girls who code. And it's at the heart. Of the organization's success. In 10 years, I raised$100 million from the private sector to build Girls Who Code, and we taught over 600,000 students.

I m now we have over a hundred and thirty companies. That are part of Girls Who Code, uh that have either had a class, that have sponsored a club, that have mentor, that have written a check. I can't stress enough how much of a powerful example of a private public partnership it was. With girls who code, Reschman had built a powerful community of change makers. But in twenty twenty.

Like the rest of the world. It was thrown into disarray. by the Covid pandemic. When I started twenty twenty on Top of the World, Girls Dakota just had a Super Bowl ad. I was having my second son I was finally gonna take that paternity leave.

And my son was born January twenty fifth and the world fell apart the first week of March. And I have found myself having to go back to work when home school my five year old at that time, take care of a newborn. And save my nonprofit girls are code from being shut down because when pandemics are Crisis hit the first resources to go are once to women and girls.

There was a deeper problem. That made this an even more profound challenge for girls who code. So many of my students are under the poverty line are black and brown. and their mothers were essential and my students were on their way to go major in computer science, but because their moms were essential workers and daycare centers were shut down and schools were shut down Instead of going to college

They had to stay home and take care of their siblings. And so I really just witnessed the generational cycle of poverty that happens for girls because they're caretakers. Now. Ridentified a new cohort to enlist in a network of change makers. Mothers

I could teach millions of girls to go up if I don't help their mothers. I haven't done anything. Oftentimes when I see a big problem, I write. And so I wrote this out bad. We need a Marshall Plan for Moms. The New York Times published Reschma's op ed in May of twenty twenty one.

It highlighted the startling hardships and challenges mothers face. Eighty six percent of women by the time they're forty four will become mothers. And as Melinda Gates says, two thirds of caregiving work is done by women. United States is the only industrialized nation that doesn't have paid leave. Forty percent of parents are in debt. Because of the cost of childcare.

We have a motherhood penalty. And what I mean by that is moms make fifty eight cents. And every dollar made by fathers. Енсорл проблем. is literally the reason. Why we've never gotten to equality in the workforce.

That op ed. Planted the seed of a new network. And Reshva found herself. Compelled. To keep building it.

But to shift the conversation. Around how mothers are treated in the workplace. Reshmanu. She would need to step away. From girls who code.

So in twenty twenty one She stepped down as CO. And found it. The Marshall Plan for Moms. Which was later renamed.

Moms first. The two goals of Moms First are to get Paid leave. In affordable child care done in our country, not just through. The political process.

One of the biggest interventions that we're engaging in right now is the private sector, so we've launched this National Business Coalition on Childcare. I think when companies start basically subsidizing childcare, It signals that child care is not a personal problem that you have to solve. It's an economic imperative. And then I think child care. Is at the center of so much for families, and it is basically impeding innovation as a nation.

And right now six percent of companies offer some sort of child care. I wanna get to fifty percent. Notice how Reschma reframes the problem of childcare. That it's an issue. It affects not just mothers alone.

But the whole of society. In doing so She positions moms first. As an inclusive network aimed at benefiting everyone. Just as importantly, Reschma hopes Girls Who Code and Moms First will be inspirational examples of how building broad networks of change makers can have transformative impact on society.

When I talk to young people, I'm like, you don't have to go to government. You know, you can start a nonprofit, you can start a company. We need to create this generation of social entrepreneurs. That are solving these problems. So how should you? Start thinking about building broader coalitions, both within and beyond your organization.

For Reshma, the first step lies in discarding your assumptions about the right approach. We get into these false dichotomies. There's people who say we don't want the private sector to do anything because we want a federal solution. And I see. You're no, absolutely not, because these are millions of women that can have access to child care while we're waiting for Washington to get it right.

Why would we wait just because we may have feelings? About the private sector. We gotta shift the conversation on so many of these topics. I am a believer that the private sector can be a partner. As a leader.

You need to throw out your own assumptions about who the Right people. Or for tackling a problem. Instead. Concentrate on fostering an inclusive

Problem solving approach centered on diversity. Empathy. And a sense of ownership across your team. By welcoming. A wide range of people and partners into your network.

You'll vastly improve the odds of hitting upon groundbreaking solutions to the problems you face. Just as importantly, you'll also increase your chances of discovering new, exciting challenges. through which you can grow. I'm Reed Hoffman. Thank you for listening.

Hey listeners, Bob here. If you listen to Rapid Response on Masters of Scale, you may be missing half the show. Because every Friday we release a second rapid response exclusively in the Rapid Response feed. The guests and topics are just as compelling and timely from Ford's CEO to NAS administrator to the lessons from The Devil Wears Prada. It takes about 10 seconds to find, just search rapid response wherever you listen to podcasts and hit follow to make sure you never miss an episode. I hope to see you there. Masters of Scale is a Wait What original.

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Erica Flynn. Sarah Tarter. Kitty Plaza. Mariel Kareker.

On Howard. Brendan Klein. Send me your butta. Kelsey saison. Luisa Vallez, Nikki Williams.

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