Brito

"The magical figure, according to him, is that 80% of an employee’s goal/gap (or the company’s, for that matter) has to be achievable with the skills presently owned by him. The other 20% are the stretch that makes the employee go the extra mile[21]. Brito summarizes the concept: “A dream has to be sufficiently stretched…"

"There are great advantages to having everyone sit close together with no walls between them. First of all, teams can talk to each other without having to move around the office, which increases information flow and efficiency. Brito has said he constantly holds one- to five-minute meetings with his key aides, changing topics quickly and making decisions without the need to check schedules and physically move to a meeting room with (often) a host of unnecessary people."

"But it is what’s best, for both the company and the employee: the company will be able to promote a performer to fill the vacant role, while the employee will be able to tweak his or her career to pursue work that is a better personal fit. Still referring to poor performances, Brito states, “Yes, there will be people at the bottom. And that’s the idea; that people at the bottom feel bad, and they want to go to the top.” Letting employees know how their performance relates to their colleagues’ achievements fosters healthy competition."

"Retaining great people and weeding out mediocre ones But it isn’t enough to attract great people if you lose them like a leaky bucket. So retaining top talent and making sure they move up and across the company is paramount. According to Brito, great people like working for companies that have three key traits: Meritocracy: the best are recognized and the worst are driven out of the system. Informality: hierarchy is not imposed, but earned, and people can express their opinions openly without unwanted political concerns. Candor: there are no hidden agendas. Fact-based discussions and a clear notion of where people stand in the company is the rule and not the exception."