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16 results for “ceo coaching”
“Sequoia CEO coach reveals his secret algorithm for spotting great leaders”
...meet all these CEOs coming in, and I have a little, like, algorithm in my head. And I look for four things. I call it my locked algorithm. L is for lovable. And, you know, Steve Jobs, you would say i
16:59 / 17:37
framework16:59 – 17:37
...a CEO who, you know, doesn't have that experience. Yeah. Yeah. Sure.
1:13:30 / 1:14:32
from transcript1:13:30 – 1:14:32
“The one thing every CEO struggles with that kills company growth”
...become CEOs founders have to work on? Is there, like, a most common thread of, like, here's the thing you probably need to work on most? It's that feedback thing. All of the CEOs are building their t
23:48 / 24:23
tactical advice23:48 – 24:23
because we need to have complete trust amongst each other. We need to have the ability to say in fact, this happened at a meeting last week. One of my team members said, you know, I don't like this. I feel like I'm fighting for an idea that I don't f
43:30 / 44:48
from transcript43:30 – 44:48
Investment firms are replacing a patchwork of isolated and data order management systems, accounting systems, reporting add ons, and client tools with this fundamentally new operating model, automating complex workflows, scaling personalized client e
30:42 / 31:47
from transcript30:42 – 31:47
where everyone on the team, we have a framework that we use, essentially grades every opportunity according to this framework, not so that we can stick with these grades, but because it forces a really intellectually honest discussion around all the
44:08 / 45:34
from transcript44:08 – 45:34
that you should concentrate with people who you think are really top performers. And as I said, we are trying to do more of that. It runs a bit against the grain of all of us, including me, but that is something I'm focused on. So without going into
41:44 / 43:02
from transcript41:44 – 43:02
typically, they're unexpected, and typically, it forces you to ask a question of what did I miss going into it. A recent example is there's a manager in our portfolio that was going through a very tough family circumstance and is going to choose to l
42:44 / 43:48
from transcript42:44 – 43:48
...CEO of ASDA, turnaround ASDA, Energous, ITV, and he's currently the chairman of Marks and Spencer. And I worked with him when he was at HASDA when I was strategy consultant, and he has two unique characteristics as a leader. And one is that he just d
55:31 / 56:38
from transcript55:31 – 56:38
When we went through the managers' performance, we realized that most of the managers had no alpha. So why would we ever hire a private bank? And we thought about, where do we find the solution? And it just didn't exist. And we're both very entrepren
6:47 / 7:55
from transcript6:47 – 7:55
the group of senior investors and myself, we literally hunkered down in a room, and we looked across the opportunity set. And we were instead of people wanting to hoard capital or point fingers, we really were able to kind of evaluate and pivot to wh
16:30 / 17:33
from transcript16:30 – 17:33
“The three critical questions every business leader must answer to accelerate growth”
It's all about how do I grow faster? How do I spend less energy on the stuff that doesn't matter? How do I where are the levers? Where are the accelerators? And part of it part of that answer is comes
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framework22:29 – 22:57
...chair and CEO of a little firm called Morgan Stanley. And Dick had the vision to put forward three initiatives that he felt were really going to be important. In the 1990s, he knew that the 90s were not gonna be the 80s. You weren't gonna simply able
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from transcript14:17 – 15:17
Yeah, the first thing is to acknowledge them. And so, you know, we're all very logical, analytical people here working in investment markets. And so, actually, we've got a really good chief culture officer, and she's led our thinking in this space. S
1:05:16 / 1:06:21
from transcript1:05:16 – 1:06:21
And the challenge I have now is to ensure that we still maintain that belief that we can run through walls and that we don't get too careful. Because I think sometimes once you're too formed, you can quickly veer towards bureaucracy. So we wanna make
34:30 / 35:42
from transcript34:30 – 35:42
And so I think we are trying now to give our managers more rope just the way we have a fair amount of rope when we believe that fundamentally they are pointed in the right direction. And what is the decision process within Willett to hire manager, fi
39:42 / 40:52
from transcript39:42 – 40:52
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