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9 results for “founder strategy”
of of the decisions will be the decisions you should have made. And if indeed there are new facts that come to light and you change your mind, that's okay. But you need new facts. When facts change, I change my mind. If there are no new facts and you
24:44 / 26:07
from transcript24:44 – 26:07
...in the early days, I don't think that grill would be applicable because there's so much uncertainty. You need to navigate much more tactically in the early days and the early years of building a company. The the framework applies better to profession
10:55 / 12:26
from transcript10:55 – 12:26
what their plan is for executing these priorities. And from time to time, I can offer them an opinion that turns out to be a really good insight for how to get better outcomes. That to me is at least my idea of what good leaders do. I do not believe
36:44 / 37:47
from transcript36:44 – 37:47
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
...term the leader strategy. And what that essentially means is that in about half the investments we make, the day that the deal closes, that senior leader of the firm changes. And it's not always necessarily the case that somebody is leaving. For inst
3:01 / 4:08
from transcript3:01 – 4:08
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
This idea of shoot first, aim later, that works well when the consequences are smaller or when you can undo the mistakes because then you correct them. It doesn't work when you're running a multibillion dollar company and things like global democracy
26:04 / 27:35
from transcript26:04 – 27:35
behavior, like, for example, let's say you're late to a meeting. If one person is late to a meeting, like, three minutes late, that may not be that big of a deal if it's just one on one. But now you actually have a leader that's late three minutes to
28:21 / 29:31
from transcript28:21 – 29:31
That means either I have an incredible team around me, and I'm a complete idiot and have no idea how to give them the autonomy to make a whole bunch of great decisions because I can only make a finite number of decisions in any time period. Or it mea
35:58 / 37:12
from transcript35:58 – 37:12
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