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15 results for “board dynamics”
People understand how to listen and how to be open and receptive to other people's ideas, to what other people's perspectives are. And people who can think dialectically, meaning thinking from different perspectives on the same problem, not rigid thi
59:15 / 1:00:32
from transcript59:15 – 1:00:32
...board? This is the role of governance that you astutely pointed out and ultimately there is a lot of best practice governance work that's been developed by Gordon Clark, Roger Erwin, Keith Ambitcheur, and others to kind of talk about what a good boar
13:20 / 14:34
from transcript13:20 – 14:34
And if you can create a safe zone for people to lean in and disagree with each other in a nice way, where the person who's being disagreed with doesn't feel bad because you're not attacking that person, you're debating that idea. Very different. You'
59:45 / 1:01:18
from transcript59:45 – 1:01:18
...board. And what they really mean by that is, hey, all the minority shareholders and seed investors, how do we get them off the board? Yeah? And obviously, the early people who took the risk are like, no, no, no. I don't wanna I don't wanna give up on
25:33 / 26:36
from transcript25:33 – 26:36
...board have a dashboard they can monitor target allocation, deviation from norms, things like that, so that they can then allow the staff to get on with investing. You mentioned that governance has been a big driver, a big constraint. Maybe it will, m
14:10 / 15:19
from transcript14:10 – 15:19
...board is helping you, board is supporting you, but the roles have to be quite clearly defined. And you as a manager or you as executive team member or CEO, CFO, you need to make sure that people feel comfortable and people are sure that they're getti
22:29 / 23:30
from transcript22:29 – 23:30
...board or Michael Moritz or Rulof or any of these, like, high flute individuals with big track records, Mary Meeker, like, that's an incredible gift. It really is. Something's getting lost here. I think you're absolutely right. I sit in in a lot of bo
8:20 / 9:26
from transcript8:20 – 9:26
...board. And what they really mean by that is, hey, all the minority shareholders and seed investors, how do we get them off the board? Yeah? And obviously, the early people who took the risk are like, no, no, no. I don't wanna I don't wanna give up on
25:46 / 27:19
from transcript25:46 – 27:19
but we just keep reinforcing the idea. Listen, you can't possibly target a performance over the long period that outperforms everyone else unless you're willing to embrace an uncomfortably idiosyncratic portfolio. And part of that has to be a willing
26:16 / 27:17
from transcript26:16 – 27:17
...board members, you know and if you keep that constant kind of overview, it just gives you so much more freedom for what it takes, like, half an hour to do. It gives you so much more freedom to make their decisions when you need to make the decisions,
24:42 / 25:53
from transcript24:42 – 25:53
...meetings matter a ton. And, by the way, I'll spend two hours in person because I like people, love the people, and I think it's harder for people to pontificate in person. By the way, the other area I gotta get better at by a long shot. You you can g
46:25 / 47:40
from transcript46:25 – 47:40
...board members. And one of the things that stood out to me that I aspire to and I modeled a lot of my behavior after was every board meeting, the amount of preparation that Peter would do ahead of the meeting. I mean, he was by far the best prepared b
1:17:58 / 1:19:05
from transcript1:17:58 – 1:19:05
of the operating budget, and so you have to be able to control that to make sure that the CFO and the finance teams of these institutions can draw a stable amount of capital every year. And, it also has a behavioral element, which is how much can the
11:17 / 12:21
from transcript11:17 – 12:21
...personas I described, they map nicely. So I generally am the buddy for the head of product and head of engineering. Somebody else is a buddy to the CFO. Someone else is a buddy to the CRO. I think that meetings in between the board meetings are actua
1:10:12 / 1:11:41
from transcript1:10:12 – 1:11:41
We always, of course, address the short term performance, but we just keep reinforcing the idea. Listen, you can't possibly target a performance over the long period that outperforms everyone else unless you're willing to embrace an uncomfortably idi
26:13 / 27:21
from transcript26:13 – 27:21
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