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12 results for “industry leaders”
...leaders in the company because I promoted them to be CEO of the three companies. These are the people I felt that were most qualified, most suited to lead over 100,000
1:02:14 / 1:03:21
from transcript1:02:14 – 1:03:21
the actual practitioners in the field who are actually creating content, I think probably is still, like, dramatically under underrated. And I think this is a huge part of, like, the substance phenomenon and the newsletter phenomenon and the podcast
1:32:15 / 1:33:16
from transcript1:32:15 – 1:33:16
Each of our industry teams, for instance, has a leadership event, kind of an off-site with many of our CEOs, but many people we haven't worked with yet. And we're looking to further develop those relationships. The more people get to know our CEOs, t
12:48 / 13:53
from transcript12:48 – 13:53
...our industry teams, for instance, has a leadership event, kind of an off-site with many of our CEOs, but many people we haven't worked with yet. And we're looking to further develop those relationships. The more people get to know our CEOs, the bette
12:01 / 13:06
from transcript12:01 – 13:06
So understanding patterns signal within the noise. And if you have embraced the signal and the noise in a lot of different ways, you are more likely to see the patterns. For me personally, for example, I read a lot of history Mhmm. Because it's a way
16:31 / 17:42
from transcript16:31 – 17:42
...leaders that I like. And I think if you look Ed Breen and Jeff Boyd, Bob Milad and Jeff Bezos and Steve Jobs and a bunch of other leaders, they're all very different. I don't think there's a cookie cutter way to be a leader, but I think it's authenti
1:09:28 / 1:10:50
from transcript1:09:28 – 1:10:50
...know the industry and they don't necessarily have a point of view about what they're looking for. And what we observed over these many years was that oftentimes this search degenerated into adjective based conversations. So we want a leader. We want
32:01 / 33:14
from transcript32:01 – 33:14
...of our industry, but also the things that he does philanthropically are just fantastic. I look at a lot of VCs and and, you know, try to emulate a lot of things of what they've done well. That's a long list, but I mentioned one earlier. Byron Dieter'
45:45 / 46:51
from transcript45:45 – 46:51
...personal. I think that's really the, probably the final point I make you is that our industry is now described as AUMs and shake a little bit as an industry. Among the industries I know individuals here make very large contributions, individual style
22:26 / 23:42
from transcript22:26 – 23:42
And I don't think you normally have to ask other people. And if you don't have the insight or the courage to think about it, I question the sanity of you leading people. Yeah. Yes. To be honest with you, because who we are is how we lead. And if you'
5:59 / 7:01
from transcript5:59 – 7:01
...So what is courageous leadership? Well, I heard the word humility during the introduction. And to me, courageous leadership is
0:44 / 1:50
from transcript0:44 – 1:50
...industry comment we made earlier, a lot of vendors talk about what they do. And it's overwhelming about all the features and the capabilities they've got. There was a piece of work done by two economists. I think they got a Nobel Peace Prize for econ
26:58 / 28:03
from transcript26:58 – 28:03
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