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20 results for “employee motivation”
And I do think that early in my career, I actually thought I'd do my own thing. But never outside of opening up a reseller, Integrales NTT was a great model for doing that. Outside of doing that, I just didn't have the inventive idea myself. But it's
13:29 / 14:39
from transcript13:29 – 14:39
...that is a motivation to come in because they like the people they work with maybe as much as the people they live with. But that's not the main reason why a person is coming in. The main reason a person is coming in is because they wanna make a lot o
1:05:31 / 1:07:01
from transcript1:05:31 – 1:07:01
...that is a motivation to come in because they like the people they work with maybe as much as the people they live with. But that's not the main reason why a person is coming in. The main reason a person is coming in is because they wanna make a lot o
1:04:57 / 1:07:01
from transcript1:04:57 – 1:07:01
It's not my responsibility to say, the job you gave me, I'm getting done in five hours a week. I have thirty five more hours. Give me more work. I feel bad about it. Yeah. No one's gonna say that. They're dumb. They don't know. Therefore, it what I'm
28:29 / 29:33
from transcript28:29 – 29:33
...need motivation. Like your incentives are aligned, like you were essentially born with a microphone in your mouth to be just trying to get bigger. Literally. Yeah. And think it's, you know, nothing to be ashamed of, but drive and grit that is the oth
9:44 / 10:47
from transcript9:44 – 10:47
...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
...you need that motivation in people. Yeah. Yeah. Which is why by by the way, the hard job is
15:43 / 16:53
from transcript15:43 – 16:53
...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
...employee equity, which I thought is really interesting, is the fact that because employee equity vests, a lot of it comes back to the company. This is the hidden, unspoken, unsexy, sometimes negative part of employee equity. So first off, I am in fav
44:49 / 46:03
from transcript44:49 – 46:03
...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
39:40 / 40:55
from transcript39:40 – 40:55
...cases, the motivations are not at all relatable for you. Like you had decided at some point that you're willing to work Saturdays and Sundays to succeed. And that's just it. And like, yeah, some people go to the pub and others go skiing and everybody
10:25 / 11:35
from transcript10:25 – 11:35
But then you in a I'm okay, you're not okay. Because I'm saying, hey, it's your fault. And it was a comedian who said, anybody who drives faster than me is a maniac. Anybody who drives slower than me is an idiot. Because we think we're always right.
46:31 / 48:14
from transcript46:31 – 48:14
that can be expressed, that's what I'm aiming for. I'm hungry for that to ignite careers and energize lives. The form that it takes is still going through. What this inflection point looks like in five years is still in the larvae stage. We have off
44:58 / 46:00
from transcript44:58 – 46:00
And so that the other part is to realize, like, a side gig or a hobby or these other things can actually supplement some of those other energy drivers you get from basically the job that you that you can't get everything from the same job. Does it so
37:30 / 38:32
from transcript37:30 – 38:32
...motivation that's driving them to pursue what for many people, it's, like, a very risky and at times very demoralizing, very lonely, very difficult road. Right. You need something that gotta get you through. All those low times, it's a hard roller co
12:45 / 13:46
from transcript12:45 – 13:46
...what some of the employees are thinking about, like, hey. I just went to a meeting. Somebody on my deal team is probably hungry for that information and are probably would really help them. Their instinct is not necessarily how are others thinking ab
18:44 / 19:51
from transcript18:44 – 19:51
at least painful enough that they were like, yep. I've gotta set up my CS person for success. I've gotta set up my account manager for success. Oh, and neither of us get paid. That I think is actually a better way to think about it. And overall, phil
29:13 / 30:19
from transcript29:13 – 30:19
And so part of it is to make sure that I can adapt to basically keep her here and make sure that she's making progress. I don't think there's anything controversial about that. Like, if you're a cool company that everyone wants to work at, like, peop
38:59 / 40:01
from transcript38:59 – 40:01
I mean, ultimately, right, as you're a startup, if you're not in a startup and you're a large company, it still is very subpar performance, obviously. And you're dancing around hoping and praying they're gonna get there and they don't really know the
40:27 / 41:40
from transcript40:27 – 41:40
My last one is the last one of the rules. Yes. This is one of mine too. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay, not based on number of personnel supervised.
30:38 / 31:47
from transcript30:38 – 31:47
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