The interviewer suggests killing wellness days by making a public show of admitting error on something small (like office snacks or Sichuan catering on Wednesdays) to practice reversing decisions, so that leaders can build the confidence and cultural permission to undo larger bad decisions.

When large incumbents face startup competition, their best strategy is to 'run upstairs' (be very aggressive in the small market the incumbent is not defending) rather than try to match the competitor's velocity; incumbents are slow and will exhaust themselves trying to keep up.