It’s just like how many marketing, sales, and creative teams often don’t talk to engineering. Too many numbers. Too black and white. Too many geeks in one room geeking out.

But I wanted to understand the squishy stuff and the geeky stuff. And I liked all of it. I could also translate back and forth—explain the squish to engineers, translate the 1s and 0s to the creatives. I could synthesize all the pieces and keep the whole company in my head.

You’ll get through it. Just remember that you don’t have to get through it alone. In moments of crisis, it’s critical to talk to someone who can give you useful advice. No matter how much you know, how good you are, there is always a person out there who can help you unlock a potential solution. Someone who’s done it before and who can show you the way out of the tunnel.

If you say something is important to you and you’d like the rest of your team to care about it, be the first person to live that value. Otherwise, don’t be surprised when nobody else does either.

But what we forget is that while it’s easy for us to parse, others may not feel the same way. While we have spent lots of time thinking about something, or know a lot about it, we often fail to account for the fact that others may not be in the same position.

Culture isn’t something you can build up and then ignore. At Netflix, we are constantly debating our culture and expecting it will continually evolve. To build a team that is innovative, fast, and flexible, keep things a little bit loose. Welcome constant change. Operate a little closer toward the edge of chaos. Don’t provide a musical score and build a symphonic orchestra. Work on creating those jazz conditions and hire the type of employees who long to be part of an improvisational band. When it all comes together, the music is beautiful.