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18 results for “employee behavior”
...behavior and identity. We infer a lot from people's behavior. Someone's late to work a lot. Oh, that person's lazy. The quickest way to have an unproductive conversation is to lose sight of the fact that someone's good inside. I definitely wanted to
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from transcript0:00 – 1:04
...employee, Didi. Do do you agree? And take us into the psychology of a person who believes that they should take a salary from one company, maybe two, and do no work or fake the work or put a jiggler on their mouse. Take us into that psychology. But w
26:56 / 28:04
from transcript26:56 – 28:04
One thing I found over and over again is there's this adage hire slow, fire fast, which intuitively makes sense. Be very slow before you allow someone to join your team. But if someone is not working out and they're running the risk of poisoning your
39:34 / 40:46
from transcript39:34 – 40:46
And he would dig deep into some of these kinds of issues. In most cases, we had covered the bases in our own internal interview. But in a handful of cases, something would pop up that would convince us not to hire that person. Because at the end of t
51:00 / 52:02
from transcript51:00 – 52:02
the fullest, you're doing everything your employer demands, they think you're doing a stellar job. They would never know unless they found out via LinkedIn or something. I I feel like that should be okay. Like, I don't think that's stealing. I think
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from transcript56:57 – 58:19
...focus on the employees having great experience. And the leader I'm working with is completely sincere and actually wanna have a great workplace. But the I think the misguidedness was that, you know, he hadn't done a great job setting expectations. He
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from transcript42:45 – 43:51
...the employee because if they're not performing, they need to know. Otherwise, they have no chance of redirecting or addressing that. And I think as long as you're having those conversations on a regular basis, it helps you hold your feet to the fire
1:39:43 / 1:40:46
from transcript1:39:43 – 1:40:46
...just an employee. And if the company itself is not offering ESOP, they're not really understanding the startup game and playing it well, and it probably is a signal of a lot of other things that they're really not thinking through properly. And it's
24:36 / 25:46
from transcript24:36 – 25:46
leaving early. Like I I know. I'm saying the standard should be you're doing everything that's expected of you at every job. Neither job has a complaint. You're not around. I wish you weren't missing this hour. Where are you during this time? Obvious
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from transcript58:19 – 59:30
everyone is better off if this company is wildly successful. Everyone looks smart and, you know, makes lots of money or whatever if this company grows and, does what we all dream it can. So at the end of the day, the best decisions, the ones that are
1:05:14 / 1:06:16
from transcript1:05:14 – 1:06:16
...of potential employees, it is a bit binary. It's you offer equity or you don't offer equity. I guess my hobby horse is really as somebody who wants to work in the industry and get equity, it's so important for potential employers to educate themselve
27:36 / 28:45
from transcript27:36 – 28:45
...you know, this employee, you know, continuing to not really do a great job at their job and not, like, really pushing themselves, and you don't wanna push them because you don't wanna upset them. You don't wanna give them difficult feedback. So you'r
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from transcript39:40 – 40:55
I'm gonna give you a concrete example, which is here in our office, one day we hired somebody that was new. And two or three days after they started working here, they said to me, hey, can I talk to you for a second? Okay. And they pulled me into my
10:28 / 11:33
from transcript10:28 – 11:33
their schema in life, the prison that they have to interpret all the things that are happening in life, and sometimes you see people who have some significant weaknesses in the way they're thinking. And I would really like to figure out a way to bett
1:05:31 / 1:07:01
from transcript1:05:31 – 1:07:01
...behaviors that you've engendered in the firm that make sure that performance is the thing at the top of that list for everyone? First, appreciate that we are in a latency business. If you're in a hedge fund, you mark everything mark to market at the
1:00:45 / 1:01:51
from transcript1:00:45 – 1:01:51
So it is it's such an important skill to get good at, particularly when you're going through a lot of change. And the last one is humans are messy, and it's very emotional. And when you're a leader, particularly if you have any kind of Enneagram two
1:04:29 / 1:05:33
from transcript1:04:29 – 1:05:33
...employees feel very valid. I can understand it. I I don't feel that way myself, but I could understand somebody who's watched them their friends get laid off and then get left to say, f this company. I'm gonna get mine. Yeah. Here's what companies ne
35:57 / 37:03
from transcript35:57 – 37:03
...about the behavioral part. It's kinda like a job interview. Right? Like, if you face this conflict, if you face that issue, how would you deal with it? And you get a sense of how they think and how they would operate in those difficult circumstances.
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from transcript47:15 – 48:27
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