Searching...
12 results for “accountability”
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
although that doesn't change as directed to some extent, but it's more visible and there's more structure. You know, you are really accountable to the external shareholders in all the decisions you make. You're always accountable to shareholders. But
31:33 / 32:33
from transcript31:33 – 32:33
opportunity to understand that things don't happen to us. We have a 100% responsibility for what does happen. And, I was really unhappy in the job. And in fact, my wife had been telling me for about a year, I don't think this is a great job for you.
18:00 / 19:01
from transcript18:00 – 19:01
And the most important thing you can do about the entire process is you have to completely separate any form of apologizing, responsibility taking, you know, we should do better next time. Like you have to be clinical about it. Like this happened, it
22:23 / 23:33
from transcript22:23 – 23:33
Along those lines, it's interesting how much courage it takes to do this because to your point, the easy thing is just, okay, everyone's just telling us to do this thing. We're gonna build this feature. Great. Easy. I don't have to put myself out the
32:54 / 34:03
from transcript32:54 – 34:03
It doesn't necessarily mean I'm making more money. It means, for example, a benefit might be, boy, this feels familiar. I always find myself working on teams that are dysfunctional in this way. What is there in that experience for me to learn? So tha
1:16:27 / 1:17:31
from transcript1:16:27 – 1:17:31
People stop chirping, complaining. Look. I get it. This is a big change, and you're right. This does make things hard in a certain way, and I totally see that, and the way you're feeling makes sense. And here's some version of why we're doing it, and
40:24 / 41:36
from transcript40:24 – 41:36
really quickly, and then it goes away, and I'm rational and normal. And so I've just had to learn to temper that as well because other people don't know that I'm a reactor sometimes. If they know I'm a reactor, they'll ignore me for the first three m
38:08 / 39:42
from transcript38:08 – 39:42
I feel a moral responsibility to use that that god given gift to help create the world that I would like to see, a world of kindness and empathy, a world where poverty is diminished, a world where people feel safe, however the fuck they identify. I d
51:58 / 53:32
from transcript51:58 – 53:32
They just had their vacation denied. Whatever it was. Oh, like, is that actually what we're talking about? And it's manifesting as this difficulty changing meaning time, But, actually, there's other themes of control and independence at play. As mayb
34:29 / 35:31
from transcript34:29 – 35:31
we forget that we're the consultant and they're the patient, if you like. And because customers have money, they must always be right. And customers are not always right. We are accountable for their success and I want that in the DNA of the organisa
35:10 / 36:19
from transcript35:10 – 36:19
And this is where you need your E players in the room because they will have the experience and the intuition and sort of past knowledge of how these things go to kind of say that that's a deep enough post mortem or this is just like you describe wha
23:59 / 25:02
from transcript23:59 – 25:02
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.