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16 results for “leadership assessment”
Concept5 mentions across episodes
leadership
Topic3 mentions across episodes
leadership
...assessment or any other assessment is just how it's used. I have somebody who's on my team, has her PhD,
16:28 / 17:32
from transcript16:28 – 17:32
...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 better they get to know us and they kno
12:48 / 13:53
from transcript12:48 – 13:53
...leadership. But it isn't just a slogan. It's actually a way of being. Yeah. It's interesting. I think the biggest finding, possibly, of my career has been that courage is teachable, measurable, and observable. It's a skill set that's made up of four
2:14 / 3:28
from transcript2:14 – 3:28
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
...a leadership framework that has been built over the last ten years and then built on the shoulders of all the books and articles and then my twenty years of being a leader. And we go through and we activate each one of those leadership principles.
12:43 / 13:54
from transcript12:43 – 13:54
...then at the leadership level, we like to start at the top and understand role definition and personality or behavior type. And, again, some of you know, there's some subjectivity to these things. And there can be false precision when you take a test
27:00 / 28:09
from transcript27:00 – 28:09
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
But then you in a I'm okay, you're not okay. Because I'm saying, hey, it's your fault. And it was a comedian who said, anybody who drives faster than me is a maniac. Anybody who drives slower than me is an idiot. Because we think we're always right.
46:31 / 48:14
from transcript46:31 – 48:14
It requires you to think about many, many dimensions simultaneously to think about data propagation issues. It gets quite technical. And, the rubric that we use to, sort of evaluate performance of that case study is, it gives you guidance on what for
37:30 / 38:33
from transcript37:30 – 38:33
...leadership is required in that situation. There are times when the leadership style needs to be a little bit directive, a little bit pace setting. There's times when the leadership style needs to be pretty empathetic. There's times when people need t
10:30 / 11:38
from transcript10:30 – 11:38
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
...it has your leadership team vote you on certain different aspects. So there's a two layer assessment, how good you think you are and how good everybody else thinks you are.
38:14 / 39:19
from transcript38:14 – 39:19
...here that leadership really is about taking on heat for the things that you believe are most important, even if that costs you your leadership role. This is something that Stan himself did in his military career, by the way, and it's one of the reaso
14:08 / 15:17
from transcript14:08 – 15:17
...is not leadership. Role is not leadership. Other people decide if you're a leader or not. This is not something that you have. It's something you earn. And I think that's something that you gotta take really, really
52:25 / 53:34
from transcript52:25 – 53:34
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