To secure a key engineer, a founder offered an "uncomfortably large" severance package. This created a mutual incentive to "fix" any problems rather than part ways, aligning the founder's risk with the employee's and fostering a co-founder-like commitment.

Facing a senior leadership exodus and slowing growth, Mario Schlosser took the counter-intuitive step of asking his board to interview his team and assess his performance. This act of extreme transparency validated his strategy, re-energized his team, and stopped most of the key leaders from leaving.

When facing a stock price slump and talent drain, Wix's CEO advises against trying to stop everyone from leaving. Instead, focus on making sure the very best people stay. Attrition can be healthy, uncovering new leaders and refreshing the organization.

When Applovin's stock fell 92%, the market signaled the business was doomed. The CEO's most critical job was to maintain and project internal conviction in a new, bold strategy (rebuilding their core tech). This confidence was essential to rally the team and retain the key talent needed for a turnaround.

Instead of granting equity to every employee, Applovin now restricts it to the top 10-15% of performers who can afford the risk. The rest receive cash compensation and an optional ESPP. This protects junior employees from stock volatility and concentrates ownership with the highest-impact individuals.

When Applovin's stock plummeted despite strong fundamentals, CEO Adam Foroughi ceased investor relations. Instead, he used the company's massive cash flow to execute an aggressive $6B stock buyback, turning a market crisis into a huge value-creation opportunity by retiring 20-25% of the company's shares.

To realign with investors after a 92% stock drop, Applovin's CEO took his first major compensation package. It was structured so he would only get paid if the stock recovered significantly from its all-time low, creating massive personal upside directly tied to shareholder value creation.

During a stock downturn, Rhythm's CFO showed his team historical charts of successful biotech firms like Vertex and Regeneron that also endured long periods of low valuation. This tangible proof of long-term potential in a volatile industry served as a powerful tool to maintain employee morale and focus.

During Sonome's near-collapse, one co-founder stabilized the company internally by personally meeting with every employee to secure their commitment. This demonstrates that in a crisis, a co-founder's most vital contribution can be maintaining team trust and culture, allowing the CEO to focus externally.