David Hassil attributes his company’s unprecedented sucess to breaking with managerial norms. For example, he espoused the need for a
shared company culture long before the term was a buzz word.
Hassil proposes that between being and doing, being is ultimately
the key attribute to look for and connect with in people, because those invisible “being” things; attributes such as moral philosophy, lead ultimately to what people choose to do.
Hassil also believes that separating work life and home life from one another, as if one does not impinge on and even occasionally bleed onto the other is also a mistake. Lives are whole entities, not chambers, and we need to see the whole of people, including all their challenges.
Hassil also found having a growth mindset was an important factor for all people. Those with a growth mindset believed that their qualities and abilities could and do grow and shift with time and effort, whereas, those with a fixed mindset believed whatever skills and attributes they had at an early age were destined to be set in stone.