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22 results for “company values”
Concept3 mentions across episodes
company values
Topic2 mentions across episodes
company values
...our values just to make sure we reminded ourselves. So it wasn't quite indoctrinated, but it was, hey. Know your purpose and kind of your ethics as you're doing business. And that was because the company had gone through a terrible acquisition in the
2:14 / 3:27
from transcript2:14 – 3:27
...from values. Different people can live their lifestyles, different kinds of lifestyles, freedom of choice to operate that way. But I kinda know what I believe is best and what I want. And then I, and then I have,
50:56 / 52:12
from transcript50:56 – 52:12
...How well do people understand the company's mission and the value that they're delivering? Their reason for being? How well do they understand the vision and where they're going and what the strategy is to get there? And so the only way to do that is
26:13 / 27:24
from transcript26:13 – 27:24
...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 please don't complain ever about being overworked.
51:44 / 52:47
from transcript51:44 – 52:47
Ben, how do you think about cementing the 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'
23:15 / 24:16
from transcript23:15 – 24:16
We will not let you sign your offer letter if you haven't signed your culture document that you agree to behave according to the culture. Secondly, when you come to new employee orientation, you'll find that I teach every single one for an hour. Nobo
23:57 / 25:01
from transcript23:57 – 25:01
what your goals are and what your aspirations are. And and and so I encountered that. I thought that's your question. And I encountered that, and then you realize you encounter obstacles. And then you view those obstacles as puzzles as you that you h
50:07 / 51:16
from transcript50:07 – 51:16
...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 this way. We've never done that. Right? And
25:22 / 26:37
from transcript25:22 – 26:37
...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
...a company we bought three months ago versus a company that we home grew or ten years ago we bought it and it's been with us for a decade. You got the same look and feel, the same brand, the same IT, the same culture, the same excitement. They're usin
33:45 / 34:46
from transcript33:45 – 34:46
against you. So let's talk about culture. Let's talk about your words. Yeah. How do you define culture? You know, I think people have like a feeling of what culture is, but it's a hard thing to define. So, help us define culture and what you mean by
14:07 / 15:25
from transcript14:07 – 15:25
...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
...values. It starts with whoever the founders are, and then it will emanate across as long as the founders are super consistent. That also means you need a methodology for evaluating the next human in front of you on whether they actually represent you
53:12 / 54:21
from transcript53:12 – 54:21
...corporate values. It's actually just a bunch of fucking platitudes. It doesn't mean anything. The culture 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
41:16 / 42:18
from transcript41:16 – 42:18
...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 we hold of high importance is people that want to grow and evolve. We often talk about whether it's the mountain and the
27:44 / 28:53
from transcript27:44 – 28:53
...company with people who really think of the present job as the calling. That engenders the primacy of winning. They're always thinking about how to win today because that's the whole game. If you win today, you have the right to win tomorrow rather t
1:03:42 / 1:04:46
from transcript1:03:42 – 1:04:46
You know, do you stay at the, you know, Four Seasons or at the Red Roof Inn when you traveled? Like, all these things are cultural. When you work with partners, do you actually care about their outcome or not? Like, all these things are are part of y
15:00 / 16:06
from transcript15:00 – 16:06
...our values? I love a good discussion. Whenever people like, we hire to our values, I'm always like, whose values are really contrarian, respectfully, to you? So everyone wants someone who's, like, hardworking and ambitious and kind. I'm not a team pl
39:00 / 40:20
from transcript39:00 – 40:20
...true with the company. So right now, the whole country is struggling with this battle really between enlightenment values and postmodernism.
1:17:42 / 1:19:08
from transcript1:17:42 – 1:19:08
...take over a company, it takes a long time to change, at least five years, probably five to ten years to make a difference. And it's called corporate culture for a reason. Right? It's really ingrained in everything you do. And one definition on corpor
16:25 / 17:52
from transcript16:25 – 17:52
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