3. This chapter has focused mainly on managers, implying that they are the key talent that needs to be managed. However, there are people who believe that the organization's most critical employees are not those who make the highest salary, but those who have the most impact on the customer: for example, the couriers at FedEx and the street sweepers at Walt Disney World. Describe why these people should be considered key talent, and what succession management plans could be used for them.