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18 results for “mission drift”
Company2 mentions across episodes
Drift
...In reality, what it was is getting back to moat trajectory and culture because we had lost that a little bit during that period. That helped us from a communication standpoint. The other point is the feedback isn't immediately good from a performance
15:44 / 16:49
from transcript15:44 – 16:49
...drift or be evaluated as drift. In reality, what it was is getting back to moat trajectory and culture because we had lost that a little bit during that period. That helped us from a communication standpoint. The other point is the feedback isn't imm
14:58 / 16:08
from transcript14:58 – 16:08
...not to have a mission drift, these kind of things. I think openness is only positive, and we are as open as we can. And we even publish all of our holdings once a year. And I think probably we can do it twice a year. I don't think we can do it more o
44:54 / 46:06
from transcript44:54 – 46:06
...not to have a mission drift, these kind of things. I think openness is only positive, and we are as open as we can. And we even publish all of our holdings once a year. And I think probably we can do it twice a year. I don't think we can do it more o
44:14 / 45:18
from transcript44:14 – 45:18
...we have kept on mission. But I'll say there's sometimes when you say to yourself, I don't wanna drift off all the time, but I'd love to be able to do the one of the hardest things I think to do in an investment management firm, which is make the occa
1:04:29 / 1:05:37
from transcript1:04:29 – 1:05:37
...kept on mission. But I'll say there's sometimes when you say to yourself, I don't wanna drift off all the time, but I'd love to be able to do the one of the hardest things I think to do in an investment management firm, which is make the occasional e
1:05:10 / 1:06:18
from transcript1:05:10 – 1:06:18
...that we go after with the Otter. One is satellite disposal. So you've got a satellite in low earth orbit. It's died. It's just a cannonball threatening your other satellites now. We'll get it out of the way. Second core focus for us is what's called
38:16 / 39:15
from transcript38:16 – 39:15
So companies start adding program management layers. They're like, we have too many meetings. We need to reorg for program management because reorgs fix everything. And we need to make sure that we have all these layers and people are connected and w
26:15 / 27:15
from transcript26:15 – 27:15
...core mission was. Instead of, like, selling really great products to athletes, it was like, let's just sell it to anyone who needs a hangover cure and just sit on a couch. And suddenly, this really big business stops growing, right, because it's lost
22:31 / 23:31
from transcript22:31 – 23:31
There's a lot of people listening to this that work at, say, modern tech companies, very high growth tech companies that are just like, duh, this is how you should work. A lot of people hearing this are like, I don't really understand what like, how
21:38 / 22:53
from transcript21:38 – 22:53
scaling with tools, not people. But I still see companies, and I'm still talking to founders that are like, yeah. We're gonna you know, we're 50 people. We're gonna be a 150 people next year. And I'm like, could you possibly do that with a 100 people
1:18:45 / 1:19:50
from transcript1:18:45 – 1:19:50
Yeah. So the first step, and and I think the most important and where a lot of my work plays out, is in setting team goals close to company goals. No more than one step away from company goals. This idea comes from Christina Woodka's book, Radical Fo
45:00 / 46:03
from transcript45:00 – 46:03
contexts where it's more relevant than others. And one of the ones that we hear quite a bit about, especially as you think about scaling and and sort of setting team goals across the organization and an alignment of what it is that we're trying to ac
33:48 / 34:50
from transcript33:48 – 34:50
...to that mission? And then the last thing I would say is are you staying within your core? Because a great line that I had said to me once and I've kept it for my whole career is your adjacency. So the adjacency to your core business is somebody else'
23:08 / 24:20
from transcript23:08 – 24:20
having the right aligner that you're willing, board and investors are aligned with the leadership and the broader team around, we're gonna go for this, or what level do we extent are we gonna go for this? And I think if you're doing sort of reasonabl
41:20 / 42:19
from transcript41:20 – 42:19
And either you are very clear with them about what the priorities are or they're gonna prioritize for you because they're gonna choose what they work on every day. And we see this so much with founders where they can't cut things off the list. They j
51:40 / 52:49
from transcript51:40 – 52:49
And also in that way, you know, it makes you think much more holistically, which I also think is something that is very special at Monday is that we give our teams, like, real life goals as much as we can. And then, you know, in some cases, doing the
20:06 / 21:15
from transcript20:06 – 21:15
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