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18 results for “governance”
as you evolve and grow through your career. How do you describe the difference in leading leaders from managing someone who isn't leading a group? I'm a big believer in delegation. On the investment side, we delegate decisions into the people who are
11:59 / 13:01
from transcript11:59 – 13:01
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
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
So it is it's such an important skill to get good at, particularly when you're going through a lot of change. And the last one is humans are messy, and it's very emotional. And when you're a leader, particularly if you have any kind of Enneagram two
1:04:29 / 1:05:33
from transcript1:04:29 – 1:05:33
alternatives, and then that almost compels you. And then, by the way, you might even I might even call you a pair and say, you I want you to be my decision buddy. We're friends. You like me, and you have my best interest at heart, but you're gonna be
16:06 / 20:46
from transcript16:06 – 20:46
insight so that it is a team and you're getting the best of the insights that everybody has and not just that one person marching orders say, yeah, they want that manager because they know the most and that's the manager should make in the portfolio?
44:58 / 46:03
from transcript44:58 – 46:03
maybe, like, the the more optimistic perspective here is when you do give your team space to just twiddle their thumbs, bad things start to happen. Morale actually dips in my experience. People get distracted. They're like, what are we even doing? It
10:15 / 11:32
from transcript10:15 – 11:32
what is really important for all of our leaders is that ability to communicate because that communication, that collaborative spirit, that mindset of building trust, that is the foundation for all of it. And that makes a ton of sense to you in so man
11:16 / 12:23
from transcript11:16 – 12:23
And I do believe that there are many organizations that will regret not having shown an adherence to the values that I think they believe they have, and we find ourselves rationalizing to an accommodation that is not worthy of us. Your intuition will
12:33 / 13:47
from transcript12:33 – 13:47
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
is communication and decision making. If we break this down, what did you mean by this and how does that realization change how you lead? When you run a survey inside a company and and you ask the company is communication good? And are you happy with
14:34 / 16:08
from transcript14:34 – 16:08
And as I got to understand that work on motives, I understand why some people want to continue being an individual contributor and some people become a leader. And I think we're driven by our motives. They're like psychological needs in the same way
14:08 / 15:41
from transcript14:08 – 15:41
One of the things that, you know, I used to tell military leaders, every time you're placed in command, which is a sacred responsibility, you have to think of it as your last command. Don't command like you wanna think about your promotion to the nex
14:08 / 15:17
from transcript14:08 – 15:17
if you want an extraordinary outcome, outcome, and in particular, if you wanna be in the top 10%, top 5% on the x axis so that the y axis is through the roof, then you have to relentlessly inject energy at every single step of the game. Teams will, s
1:03:44 / 1:04:51
from transcript1:03:44 – 1:04:51
Like, our leaders have to grow at a pace that is inhuman between the like, you can't just do all your work which is already inhuman. You have to grow as a person and as a leader. It's like, it takes every ounce of everything you've got and a lot of p
20:09 / 21:29
from transcript20:09 – 21:29
everyone is better off if this company is wildly successful. Everyone looks smart and, you know, makes lots of money or whatever if this company grows and, does what we all dream it can. So at the end of the day, the best decisions, the ones that are
1:05:14 / 1:06:16
from transcript1:05:14 – 1:06:16
Me. Because I recognize, like, I will either be the one of the bigger unlocks for this company or I'll I will be the biggest bottleneck. And you learn as you go through that process that leadership is like a really conscious effort. The best leaders
21:01 / 22:02
from transcript21:01 – 22:02
That is one of the areas that is most often overlooked. One of the books that I tell these voracious leaders that I work with who are constantly hungry for reading articles and books is read Dale Carnegie's How to Win Friends and Influence People. It
21:00 / 22:09
from transcript21:00 – 22:09
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