“part” (person) doesn’t fit the “machinery” (company), the part is replaced. In Four Conversations each individual is recognized as important and unique in their own way. They are trusted to know their strengths. Too often, leaders have attempted to precisely script employee behavior, vocabulary and movement. Rather than pointing individuals toward the desired outcome and letting their strengths play out, our scripting and control make them interchangeable cogs lacking in passion for the company and its