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17 results for “elite accountability”
Now they don't need to be meaningfully different than the year before, but you and your direct reports need to agree on what they need to accomplish. Those things don't necessarily need to be x clients or y investment performance, but they do need to
17:10 / 18:20
from transcript17:10 – 18:20
...accountability. On the next episode of Dry Powder, we'll see what happens the day after the deal closes. Our business, I mean, private equity, has really been a heightened emphasis on what I describe as yards after the catch. What are you gonna do wh
11:12 / 12:06
from transcript11:12 – 12:06
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
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
It must be very powerful when you're making an initial projection on a KPI or something to know that in the six months and year and two years and three years hence, it's gonna be looked back upon. You probably sharpen your pencil a little bit. You do
1:25:21 / 1:26:31
from transcript1:25:21 – 1:26:31
of you as the CEO and CIO with a group of trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of
27:00 / 28:03
from transcript27:00 – 28:03
all kinds of irregularities over the years. Those kinds of things earn funds a bad reputation and put them in a weak position. But if you have, in the environment you operate in, the jurisdiction you've operate in, if you have earned trust and credib
50:17 / 51:16
from transcript50:17 – 51:16
How did Bill think about the assessment of you as the CEO and CIO with a group of trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And
26:57 / 28:04
from transcript26:57 – 28:04
This coach has continued to work with us since then. We've used them as needed, but it's also nice to have a coach that has seen from where you've come from and is still involved. And at this point, we use coaches for almost every single senior perso
16:30 / 17:35
from transcript16:30 – 17:35
If I were to ask everyone that worked directly for you how you did this, would it round to clear strategic communication and constant check-in? Is that the operating system of this method? Coupled with extreme levels of transparency, which I also lea
51:39 / 52:51
from transcript51:39 – 52:51
Most founders have great investment talent, and they leave a big organization to start a business, which is a very different thing than being a great investor. Some founders are excellent at both. Some of them are excellent one, not the other. But th
39:41 / 40:55
from transcript39:41 – 40:55
And we have audited financial numbers every year that are part of the state's financial statements. So there's no ambiguity about whether the schools got better or got worse with us. With us, it's did you beat the benchmark or not? And if the answer
50:51 / 52:00
from transcript50:51 – 52:00
I think that each of these senior people are very credible and strong, and the people around them make them better and challenge them in productive ways that we get to a better answer. And then the person at the top has to be an integral player, has
50:12 / 51:20
from transcript50:12 – 51:20
Do we empower people with strong delegation frameworks, or do we force them to come and present to the 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 deve
13:20 / 14:34
from transcript13:20 – 14:34
you reject a lot of recommendations. There's probably a bigger decision that needs to get made. But Ed said, Andy. Sounds to me like you're trying to have it both ways. You know, we're empowering you. I'm gonna hold you accountable. And that that was
17:14 / 18:18
from transcript17:14 – 18:18
So we have this very clean data that goes through a proprietary process for diagnosing skill versus luck and then breaking that down across every strata that matters, industry, deal partner, size strata, geography, product. As you start to disaggrega
18:31 / 19:48
from transcript18:31 – 19:48
financial or career, and it retains them and makes them feel worthy in a way that I find difficult to do otherwise. The best people want recognition, whether that is compensation, title, or something. There's lots of ways to do it. I think people als
48:45 / 50:05
from transcript48:45 – 50:05
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