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23 results for “company culture”
Concept7 mentions across episodes
company culture
Topic5 mentions across episodes
company culture
Topic3 mentions across episodes
culture
“Your first 40 hires will make or break your entire company culture”
...end up with a culture that is is not not right.
18:13 / 18:36
tactical advice18:13 – 18:36
...culture, but the company is humming. The IPO is in sight, and the culture is on fire. You can have, oh, a lovely culture and the company's going to shit. I don't think so. I think that's it. What you talked about there, my definition of culture, what
27:44 / 28:53
from transcript27:44 – 28:53
...Like, how did they build a culture that lasted so long? And one of their core ideas is a culture is not a set of beliefs. Misisoki, it's a set of actions. And I think when you talk about culture, that's, like, where you have to start. Culture is all
14:07 / 15:25
from transcript14:07 – 15:25
...culture as we evolve and continue to grow? Well, I noticed you haven't been to new employer orientation. I'm going to it. You sure? Yes. That's one of the things, actually. Culture, and just to define it, it's not a set of beliefs. It's a set of acti
23:15 / 24:16
from transcript23:15 – 24:16
...the culture is for an hour. And then the third thing is we all, not me, but we all really enforce it. So, you know, as far as culture is concerned, as they say in the military, the standard is the standard, and everybody's expected to live up to it.
23:57 / 25:01
from transcript23:57 – 25:01
...company. So Rob Willett is the current CEO. He joined from Danaher in 2008 and became CEO in 2011. Doctor Bob stayed on as chief culture officer until 2021. He really ensured the culture endured through the transition, and Rob's really embraced it. T
28:32 / 29:35
from transcript28:32 – 29:35
...company. So Rob Willett is the current CEO. He joined from Danaher in 2008 and became CEO in 2011. Doctor Bob stayed on as chief culture officer until 2021. He really ensured the culture endured through the transition, and Rob's really embraced it. T
31:21 / 32:37
from transcript31:21 – 32:37
...culture and kinda how they believe in it, but also want to be part of it. You know? I remember once reading that somebody said that that culture is a cheap way of getting somebody into a cult and not giving them the pay rise that goes with it. It. I
2:14 / 3:27
from transcript2:14 – 3:27
...or culture is, you know, we make sure or it could be we measure twice and cut once.
42:45 / 43:51
from transcript42:45 – 43:51
...what kind of company culture do I think is important? People definitely don't talk about this before, they found the company, and they assume they're on the same page. So one founder might be, I wanna have this great company where everyone loves it,
1:06:45 / 1:07:51
from transcript1:06:45 – 1:07:51
...We will do a culture survey of the company. And when I say the company, it's as many people as we can. It's not just a suite. It's not just a senior leadership team or even middle management. We like to go down to whatever the entry level positions a
26:13 / 27:24
from transcript26:13 – 27:24
...not having a culture and not defining it, because if you don't define it in your company, it will be defined for you. And so, for example, I was explaining to two different people in our firm, two different pieces of culture I like to have. One is pl
51:44 / 52:47
from transcript51:44 – 52:47
...your company. And then the best cultures are really almost cult like. Your culture is highly differentiated. It should actually kind of be hard for someone to inorganically insert into your culture. Otherwise, it's not a very differentiated culture w
1:03:42 / 1:04:46
from transcript1:03:42 – 1:04:46
...solidifies the culture. And so based upon what that company is used to doing, and those people and the way they communicate, and enough time going by, culture can seem like a very stable, solid artifact, something that just doesn't change. We do it t
25:22 / 26:37
from transcript25:22 – 26:37
...has to be defined in terms of the exact behavior that you want that support that idea. What do you have to do to actually be that thing that you wanna be? It's the little things.
41:16 / 42:18
from transcript41:16 – 42:18
...great company. And those to me are the things that I think about when I think about culture and cultural fit. Yeah. That makes sense. The culture is a widely used word, but poorly understood in most cases.
34:33 / 35:35
from transcript34:33 – 35:35
...on the company. Like, I think I think Stripe, you know, is probably very much like Patrick and John, you know, but it's not every cofounder that has that level of power in Oakland. Awesome. And then the the way you describe culture, it's I think it's
1:14:02 / 1:15:18
from transcript1:14:02 – 1:15:18
...of a company and trying to make a copaculture. So I never really thought about copaculture as a thing at AKO, but it was a combination of hard work, honesty, deep research, being honest with yourself in terms of decisions, being able to change your m
15:34 / 16:50
from transcript15:34 – 16:50
...a culture that I can live with? And maybe influence. There's language about culture fit. I like to say culture add. Because culture fit to me means, can actually be quite negative toward somebody who is the aberration. You have to fit in. And especia
50:15 / 51:17
from transcript50:15 – 51:17
...culture of Silicon Valley? What is the corporate culture of the big banks, etcetera? I mean, you clearly were very one thing you're clearly very ahead of the curve is just thinking about this term, corporate culture. You know, there's a term, and it'
50:56 / 52:12
from transcript50:56 – 52:12
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