Searching...
18 results for “accountability”
And so I found that, one of the best predictors of an exec continuing to scale It's not just how what what they know or what they can do, but, like, the extent to which they can actually, like, be aware of their failures and not blame or dismiss thin
1:31:16 / 1:32:32
from transcript1:31:16 – 1:32:32
their ten business days aren't scripted almost by the hour. They need to know where to go. The onboarding experience, I'm very much into experience and process. Making sure when we made a mistake somewhere else, it's promulgated to the whole entire t
1:06:40 / 1:07:46
from transcript1:06:40 – 1:07:46
you don't get to be a leader who people listen to and get something wrong and then not take responsibility for it. You or you, you do, but then you don't get people's, you don't get to earn everyone's trust. I think what, what, what Rowling was sayin
51:44 / 52:45
from transcript51:44 – 52:45
when I was, I think, in fifth grade. I had told my parents everything was going really, really well. I was probably gonna get straight a's, maybe like a b plus, but probably not. And then I got my report card, and I remember my dad was coming home fr
12:41 / 14:57
from transcript12:41 – 14:57
How do I go about trying to process my emotions? Yeah. So I've been there. Like k. I gave a talk once and it didn't none of it recorded. And, you know, I I you like, the the immediate tendency depending on who you are might be to beat yourself up up
47:57 / 49:01
from transcript47:57 – 49:01
...accountability. So there's these sort of systemic things that can creep in for sure where you and then you end up you get this feedback and you're like, now I'm doing all this behavior or now I'm behaving in ways that I don't think are really right o
56:05 / 57:18
from transcript56:05 – 57:18
people forget that actually in everything we do at companies, there's always that risk of failure, and then they're shocked when something doesn't go right. It's an important mindset to understand that risks are real and they might happen. The bigger
21:44 / 22:47
from transcript21:44 – 22:47
And it is scary because it it feels like something, as I said, you don't have control over. And so, exactly, if if it's if instead of focusing people around what do these people think of me, you focus them around, well, what are you going to do next
14:52 / 16:01
from transcript14:52 – 16:01
failure, loss, challenge. There are a lot of people who have 50 losses and never gonna learn from them. Right? I'm the kind of person if I screw up once, I'm like, like, oh, how do you know? And I'm I'm the opposite. Maybe I'm too hard on myself. Yea
51:43 / 52:52
from transcript51:43 – 52:52
the science of this needs to be a predictable business that I'm in where I can actually make decisions and predict forward outcomes. Yeah? Maybe not answering your question, but the bigger thing for me was as I read about all of these authors who wal
8:06 / 9:28
from transcript8:06 – 9:28
Partnering with me. Look, biggest mistake, not being a very good listener and not really realizing when I'm not present for the people that I care about. I didn't even know what the heck that meant. And then people I cared about helped me realize tha
1:11:13 / 1:12:21
from transcript1:11:13 – 1:12:21
“Don't outsource conviction - back yourself when you find exceptional founders”
more likely than not, this person is going to surprise you on the upside. And at that point, it is so hard to anyway find these people. They don't exist. Literally, they don't exist. It's so hard to f
3:49 / 4:24
tactical advice3:49 – 4:24
or, again, they're hearing somebody else talk about them in some way, whatever it is. I try to focus them less around whatever happened and how you litigate another person's impression of you based on something that has already happened, and more on
8:54 / 10:01
from transcript8:54 – 10:01
Well, what comes to my mind is not necessarily the biggest mistake, but it was the most important mistake. I was just made an agent off of Michael Ovitz's desk, and I was thrown into the the literary department. And it was my first deal, and I had ab
1:12:01 / 1:13:04
from transcript1:12:01 – 1:13:04
And sometimes this is the hardest one because you're used to being involved in all things and especially on the commercial side of the organization, if if you're a founder CEO, but you have to be able to step back and trust the revenue leader, but ve
21:32 / 22:47
from transcript21:32 – 22:47
What happens to founders is you invent something. Now I've gotta build a company. You don't know what you're doing, and you make mistakes. And then those mistakes really cost the company, and you lose confidence. And that leads you to hesitate. That
26:15 / 27:18
from transcript26:15 – 27:18
to life. And so these are policies, and I'm not advocating so much to policies, but I think some of the general principles of being willing to learn from our mistakes. Admit your mistake to yourself, correct it, and go on with your life. Then all of
4:01:30 / 4:02:32
from transcript4:01:30 – 4:02:32
You know, by the way, like, if anything ever changes, like, I hope that you're successful with x y z vendor, but if anything ever changes, like, please just know that, like, I'm here for you blah blah blah blah. If you leave every single interaction
40:26 / 41:37
from transcript40:26 – 41:37
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.