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13 results for “executive networks”
...my executive coach. So I've worked with her for ten years. I find that incredibly helpful and then peers that who are also that I can talk to. But that was number one. And then the other thing is I took too long on talent. And I think I heard it from
45:01 / 46:07
from transcript45:01 – 46:07
for the speaker and for the people that are listening, for the person speaking. Imagine how validating that is, Patrick, that you're in a meeting, you got 20 of your colleagues of your peers there, and everyone is just looking right at you and really
1:02:14 / 1:03:21
from transcript1:02:14 – 1:03:21
There are some industries where that's not a part of the culture and where this type of model might be a little bit harder. So building on that, when we do look at leaders and partnering leaders and figuring out how those aces and spaces are going to
10:26 / 11:36
from transcript10:26 – 11:36
...an executive, almost like you diligence a deal in terms of looking through their history, looking at the different roles they held, identifying where they made a difference, what impact did they make, what did they overcome.
12:48 / 13:53
from transcript12:48 – 13:53
Who's the best leader you've ever experienced? I've had the fortune to have lots of great leaders in the company that I've led. If I had to point to the best leader, I'd have to say three. Because by definition, I thought they were the greatest leade
1:02:59 / 1:04:57
from transcript1:02:59 – 1:04:57
And, sometime around the mid eighties to early two thousands, we really honed in on that. Ultimately, we started using the term the leader strategy. And what that essentially means is that in about half the investments we make, the day that the deal
3:01 / 4:08
from transcript3:01 – 4:08
a little bit pace setting. There's times when the leadership style needs to be pretty empathetic. There's times when people need to have their tires pumped, and there's times when people need to be pushed a little bit in the back. And when I've watch
11:11 / 12:18
from transcript11:11 – 12:18
CEO with my partner Diane Hoskins of the firm. We knew when art was stepping down, that there could only be one model that would work, and that's a co leadership model. Okay. So a lot of companies don't like a co leadership model. One back to pat, on
8:14 / 9:38
from transcript8:14 – 9:38
not because they were able to lead a deal team. That's where we start. I understand why you're not necessarily a good leader. And there's generally a nodding and laughing and a smiling and a smirking of understanding. Yeah. That's not what we're real
12:43 / 13:54
from transcript12:43 – 13:54
So they have their own data analytics manager, they have their own engineering manager, they have their own design manager, but you as a product manager is bringing together all these different functions and have the team work together, but you don't
9:42 / 10:46
from transcript9:42 – 10:46
They're not communicating the vision as often as they should. They're not meeting with their people as often as they should. These are commonalities that we see both on the GP or LP side. That notion of delegation, that's one of the hardest things. O
41:11 / 42:15
from transcript41:11 – 42:15
probably undergirds all of it. And what are some, like, habits, principles, ways that you help people understand, are they exhibiting it? What kinds of ways to build into it? Because, obviously, it's the right aspiration Yeah. For everyone to get to
2:14 / 3:28
from transcript2:14 – 3:28
the support they got, the mentorship they got, the friendship they got, the transparency. And so it was just the humbling reminder as leaders, we have so much impact on people. It gets easy to underestimate the way we act, the words we choose, whethe
49:30 / 50:37
from transcript49:30 – 50:37
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