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15 results for “accountability”
a whole suite of AI agents to help their automation in their IT department. Right? So they had one agent that was looking for sort of IT problems, software bugs, and it it found something, you know, while the code was being before it was committed. S
1:10:44 / 1:12:17
from transcript1:10:44 – 1:12:17
They did not take ownership of it, and that's why we're having this debate right now is they don't take ownership of these things. Marco Rubio did say someone made a big mistake. There were no consequences. We learned we're gonna do better. And he is
1:06:44 / 1:07:46
from transcript1:06:44 – 1:07:46
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
“Why milestone-based funding kills startup agility and constrains founder agency”
So what they're saying is we don't trust you. We don't want to give you agency. We want to make sure that we pre agree to how you will behave and what you will achieve to give you portions of the mone
24:57 / 25:24
contrarian take24:57 – 25:24
It's helpful to pick, like, you know, 20, for example. Great. And then you winnow them down to, let's say, 10, and then you do the difficult work of winnowing them down to three to five that you feel are core to you. And that's a good exercise for ev
1:01:29 / 1:02:41
from transcript1:01:29 – 1:02:41
came to me and he said, you have to start delegating. You have this whole team, and they're literally sitting around waiting for you to tell them something completely underused. And I said, okay. You know, you're totally right. I can't maintain this
16:18 / 17:31
from transcript16:18 – 17:31
and he was resenting it. He wanted his team to take more ownership. But with some coaching, he realized he was training his team to come to him with every decision because he had always operated that way. So he decided to create squads and have small
25:28 / 26:36
from transcript25:28 – 26:36
You are actively looking around the corner, trying to solve problems, forming hypotheses in your mind, observing and noticing things. And And, again, sharing your point of view doesn't mean that you have the perfect answer. You can share that, hey. I
1:02:15 / 1:03:18
from transcript1:02:15 – 1:03:18
But I'm gonna say, help me understand why that is a good idea, and I'm gonna press on that. And if they don't come to an idea that I'm aligned with, I'm gonna share openly my perspective while still empowering them to solve their own problem. To clos
24:34 / 25:45
from transcript24:34 – 25:45
We need to have us we need to have some process to how we build things. And so it's interesting. A lot of people have to realize the thing they think was bad is actually I see why people do it this way. Yeah. Totally. Actually, I'd like to say someth
47:59 / 49:03
from transcript47:59 – 49:03
Maybe there's just, like, you know, the somebody is acting on a hunch, but that hunch is informed by years or decades of reps of developing judgment. And, like, they're probably really onto something, and it's not just, like, this kind of arbitrary g
39:00 / 40:06
from transcript39:00 – 40:06
So I think it's, you know, knowing where you are on that journey is important too. This reminds me there's a PM leader at Airbnb who ended up leading a new initiative, and they ended up doing a bunch of stupid stuff. And he's like, I just I'm realizi
59:15 / 1:00:17
from transcript59:15 – 1:00:17
...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
that particular weakness is also very much speaking to a particular strength, which is I am the kind of person that doesn't always have a snap judgment. I have to really think about it and internalize it and sometimes get to how I feel, and then I ca
47:02 / 48:32
from transcript47:02 – 48:32
And I think it's very hard to actually convey that if you don't have conviction yourself. And so watching your conviction is really important, particularly since a lot of people who are managers, you often start out not as, like, the founder or the C
1:10:28 / 1:11:34
from transcript1:10:28 – 1:11:34
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