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10 results for “management philosophy”
...try and involve management. I think that's one of the keys to get buy in of the finished product is to get involvement as you develop it, as you scope it. Here's what we're trying to accomplish as we plan how we're going to do it. You know, how do we
22:28 / 23:30
from transcript22:28 – 23:30
if we say like we're working with not against the commercial realities of our business there's so much we can do, there's so much that product managers and product owners and project managers that everybody working on product at every organization ca
44:02 / 45:16
from transcript44:02 – 45:16
You know what the business really cares about. You don't have to go looking much farther than that. You don't necessarily need to cascade that 10 different levels into 45 OKRs if you can do work that you know feeds directly into what the company care
43:30 / 44:32
from transcript43:30 – 44:32
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
...philosophy. It's around these three pillars, culture strategy alignment, strength, and adaptability. But we're always tinkering and trying to make sure that we're making sure that that's relevant and that's evolving. And one of our culture analysts j
48:43 / 49:45
from transcript48:43 – 49:45
That would be one point of view. Our point of view is the market's ever evolving. It's a puzzle that keeps changing. You have to keep adapting to solve it. And if you believe that, you wanna have a lot of flexibility in the system. There's times wher
35:14 / 36:16
from transcript35:14 – 36:16
...It's a philosophy because we wanna be partners with management. We want to journey with them. And at the same time, we don't wanna get in their way. You know, on one end, one extreme might be, are we looking to take over their job? No. Right? We can'
21:44 / 22:52
from transcript21:44 – 22:52
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
that put things into place. And it was back at university with Stephen Covey's seven habits where he's got the circle of influence and the circle of concern. That was just a powerful structure for me, as well as his concept of urgent and important. T
44:56 / 46:04
from transcript44:56 – 46:04
The math piece, which is statistically significant sample size, you better be doing this for a period of time and a very hard venture. There are many Mike Moritzes out there. You start there with a great track record, but then you come down to the ot
41:51 / 43:01
from transcript41:51 – 43:01
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