At Oaktree, you recruited a lot of people over a thousand employees. So you had to make judgment about other people's judgment. How did you do that? You know, back when I was an analyst in the early 70s, I followed Xerox. We look for what Nancy, my wife, calls smart eyes. Exceptional people who get things maybe a little better than others. And we don't pay people on the basis of their quantitative performance as an individual.

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