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18 results for “early career”
We tend to look at in the first three months, we've we've got ramp targets, which everybody does. But we look for a certain set of both behaviors and leading indicators of whether or not they're gonna be successful over the course of the next three m
16:27 / 17:31
from transcript16:27 – 17:31
and you extend an offer, negotiate, lawyers are involved, etcetera. Okay. Start date. The first ninety days, hundred days are the most important and acutely vulnerable time in executives tenure. The companies view it as it's a done deal. Okay. We hir
15:00 / 16:01
from transcript15:00 – 16:01
...in those early chapters of monetization, picking one motion makes sense. There should be, of course, a learning period to think through what is the right go to market for you. Maybe you collect a wait list of sign ups on your website. You experiment
6:40 / 7:53
from transcript6:40 – 7:53
...me. In the very early ages of my career, I actually was a an elementary school teacher and then a high school teacher. And I think working in public education, I learned the importance of lifelong learning, coaching and a ton of humility, you know, f
3:04 / 4:15
from transcript3:04 – 4:15
and I would say there's there's two two things here. One is it's really important to realize that, like, our tendency is to actually spend time on low performers, and it is not a good use of your time. See the point about firing people. But the other
1:08:59 / 1:10:13
from transcript1:08:59 – 1:10:13
...logo as early as possible. And then what we did is we've created a learning journey that really spans about almost nine months. And it has three week long trainings, a boot camp, an intermediate, and an advanced. And then coming out of boot camp, the
39:41 / 40:48
from transcript39:41 – 40:48
...the early training. But also, I think, served me well as I went through my career at CPP Investments. What are some of your favorite software skills that you picked up along the way? The one I would like to say is being really effective at giving fee
10:30 / 11:38
from transcript10:30 – 11:38
questions I like to use. One of those is just go to my company's website. Go through the entire journey as a new user. Pretend you are new. You are exploring Acorns. You are exploring GitLab. Download the app and try it yourself. Construct a new user
28:24 / 29:32
from transcript28:24 – 29:32
...Try to find some early wins. Try to do some quick fix. Try to just make some impact. The five things I pick for first month is pick a growth metric, the first one. Second, identify a focus area where you want to work out rather than you want to chang
31:33 / 34:19
from transcript31:33 – 34:19
“I spend 80% of my time planning, only 20% coding”
very early on, I started leveraging chat mode. And to this day, I can say I spent 80% of my time in planning and chatting and only 20% in executing the plan, actually. Right? I'm optimizing for the ri
13:19 / 13:51
tactical advice13:19 – 13:51
...early generations. So the actual impact of the work they're doing is becoming a lot more important. This is so interesting. How new is this phenomena, would you say? It's a really good question. And you guys might actually be better place to answer t
4:20 / 6:40
from transcript4:20 – 6:40
...in an early stage start up environment. And to think about that, thinking about your career like an entrepreneur, they might go and do two years at a big company, then they might go to a scale up and go into a role there where they can get a bit more
2:47 / 4:16
from transcript2:47 – 4:16
Executive coaching or professional development by nature can be a little bit squishy. What I tried to do is provide a system that people can grab onto and say, we're in this part of the system now. Now we're in this one, and now we're in this one. No
4:27 / 5:48
from transcript4:27 – 5:48
...Early days, the onboarding was, hey, here's the information that you need. Go figure it out. I ain't got time. And then I'm going to give you a ton of feedback. I'm going to shout to you. I'm going to put time into you, but there's nothing structure
6:30 / 9:45
from transcript6:30 – 9:45
...days, what does good look like for you in terms of the infrastructure that I can give you when you come into my company as a growth leader, growth adviser? What would you like to see? In general, the ability to experiment is nice. There are some tool
21:37 / 23:03
from transcript21:37 – 23:03
I would say 80% of problems that I see, performance issues, like, I always start with, does this person actually know what you expect of them? If not, go back to step one. Do you know what I mean? Clarify expectations. So the waterline model is just
43:55 / 45:14
from transcript43:55 – 45:14
...early in your career, it's important to try a few different hats on to say, hey, is this right for me? Am I interested in this? Because, you know, we go to school and then we come out whether you go to college or not, and you're just kind of thrust i
5:16 / 6:29
from transcript5:16 – 6:29
...always go for early wins just to get points on the board? If you see the opportunity, yes.
39:43 / 40:45
from transcript39:43 – 40:45
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