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14 results for “goal setting”
...goals out in the world add pressure? Like, it might be easier to just grow and announce milestones rather than set targets that, you know, maybe you won't meet. Yeah. And and it's true. There's always the possibility you don't meet the goals, but I t
18:00 / 19:09
from transcript18:00 – 19:09
...and setting goals. And by the end of the year or ten years, whatever the what about this the present moment, wonderful moment here and now? I said, great. Yes. You're absolutely right. If we have this image and these series of images of what it is th
22:28 / 23:41
from transcript22:28 – 23:41
...to care about our goals. And I read a book that says we have to have five to seven objectives with five to seven key results, and we want the score of each one to be a point six or a point seven. And at the end of the day, you've actually spent so mu
20:54 / 22:11
from transcript20:54 – 22:11
I think people can grow with companies. I think people can grow in their career. I do think people can adapt their skillset. People want to have to do that. That may be the hardest challenge because people can be very good at a thing, and it's easy t
21:44 / 22:52
from transcript21:44 – 22:52
...goals and strategy, you probably don't have a good plan, and you probably don't have a good business. What's the difference between a goal and an objective? They seem the same to me. A goal is what am I trying to do? I'm trying to give everyone in Am
17:04 / 18:18
from transcript17:04 – 18:18
...than just setting a monthly target and not hitting it, you you need to be constantly monitoring. What are we doing to hit this? How close are we gonna be? Okay. How many demos do we need to organize? Well, you know, I've figured that out that my metr
47:16 / 48:26
from transcript47:16 – 48:26
...goal setting. I think we did annual goal setting that ended up getting reset every six months, but whatever. So the three goals were this. There was growth, which was measured as monthly active users. That was the externally reported number, eventual
48:31 / 50:02
from transcript48:31 – 50:02
...not to look at each other's goals and say, oh, Ted, that's a really good goal, or that's not a good goal. It's more we identify the interdependencies of, oh, that's what you want to achieve and accomplish. I think I could help you here, or I could in
33:02 / 34:09
from transcript33:02 – 34:09
...goal? What are just some examples without naming companies? I have a a story to tell to that effect, which also sets up the second step here, which is to keep impact first at every step. So I worked with a growth team at a a tech company that that is
51:00 / 52:02
from transcript51:00 – 52:02
...goal setting. We know that it's really important when you have a big goal like that to break it down into bite sized pieces for people so that they will see how they can make proximal immediate progress. So we said, let's change what you're saying. L
23:44 / 25:15
from transcript23:44 – 25:15
...goals out in the world add pressure? Like, it might be easier to just grow and announce milestones rather than set targets that, you know, maybe you won't meet. Yeah. And and it's true. There's always the possibility you don't meet the goals, but I t
17:15 / 18:21
from transcript17:15 – 18:21
...of goals? What why do we have them? And at the end of the day, goals are a communication tool. That's what they are. They are a communication tool designed to create clarity, to help people know, I'm gonna show up at my desk. What should I work on? W
47:10 / 48:23
from transcript47:10 – 48:23
...goals for non work related outcomes. Once you set that process in place, having worked with lots of leaders at this point and particularly in asset management,
5:08 / 6:17
from transcript5:08 – 6:17
...setting process. Doesn't have to be perfect at the beginning, but you need a process by which you're scaling up your quotas, you're rolling it up, you understand if you've got the pipeline to hit so that it tells you if you are on or are off track.
15:00 / 16:04
from transcript15:00 – 16:04
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