Searching...
11 results for “followership”
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
and developing, and I have to believe in them, and I trust them. And I need to lead from behind as hard as that is. That is a universal challenge that I see. If you look at where you are today with Inflection Point as a business, how do you think abo
41:57 / 43:00
from transcript41:57 – 43:00
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
ultimately, my main job is to back people with LP dollars, lots of them, that have been entrusted to me as a fiduciary into companies led by these people that we're backing that are usually pretty early in their company building journey. So you're yo
1:41:57 / 1:43:02
from transcript1:41:57 – 1:43:02
You just learn from others. When you went on that listening tour of other CEOs and heard about things they regretted and things they did well, what were some of the common patterns you saw? Two things across the board were unanimous was people felt l
45:01 / 46:07
from transcript45:01 – 46:07
How do you assess or what are the signs that someone's going to be able to make the tough calls, pivot when they need to pivot, ask for help when they need it, and generally do the things that you would want them to do as the investor? I would say in
13:26 / 14:45
from transcript13:26 – 14:45
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
are only accessible to folks with a bunch of money. You know, this is stuff people pay tens of thousands of dollars, hundreds of thousands of dollars for over the course of their career. And I just love the idea of sharing all this with everyone to h
8:44 / 10:03
from transcript8:44 – 10:03
managing people in leadership in some of these softer skills, which maybe they put more emphasis on in 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 skill
10:30 / 11:38
from transcript10:30 – 11:38
of energy, because, otherwise, entropy creeps in and the system decays. You have to do this. One of the messages that I delivered recently at our big executive big, like, our top 75 manager off-site that we do roughly every 18 months, was a reminder
1:05:13 / 1:06:17
from transcript1:05:13 – 1:06:17
to always be wanting more water. And then eventually, they're too dehydrated. And, okay, let's we needed someone's help. Interesting. Yeah. There's a line along the lines of extraordinary efforts I wanna make sure I read because I think this is reall
12:45 / 13:56
from transcript12:45 – 13:56
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.