Searching...
12 results for “personal responsibility”
The problems that we end up chasing as investors are problems we think we can solve. We think that there are structural fixes. We think there are operational fixes. But, importantly, there are fixes that we think we can tackle. These are challenged b
52:26 / 53:32
from transcript52:26 – 53:32
Can we talk through what actions would be required on what cadence to unlock that quantified set of results? Yes. Do we understand what resources would be required to do those things? Recognize we might have to squint through some of it, but, again,
23:54 / 25:10
from transcript23:54 – 25:10
is likely to engage with you on your vision of what could change at the business to improve it? We try to do it in a Socratic way. We're asking questions, then they're responding, and then we're getting to a shared understanding. When we do analysis
36:42 / 37:54
from transcript36:42 – 37:54
how does that play out in the companies you're involved with? We believe everybody wants to get fit, and that's a different mindset that we have compared to others who are more cynical, who see and focus on the conflicts of interest and question moti
23:09 / 24:21
from transcript23:09 – 24:21
...personal guarantees, and so drivers who had levered up to buy a taxi medallion had really at risk their home, their livelihood, everything. And the NCUA understood that we needed to be commercial, but also wanted to make sure that we weren't gonna be
41:57 / 43:00
from transcript41:57 – 43:00
...responsibility taking, you know, we should do better next time. Like you have to be clinical about it. Like this happened, it wasn't good. Here's why. You have to give people who were feeling directly responsible for the flop, whatever the flop was,
22:23 / 23:33
from transcript22:23 – 23:33
“Don't outsource conviction - back yourself when you find exceptional founders”
more likely than not, this person is going to surprise you on the upside. And at that point, it is so hard to anyway find these people. They don't exist. Literally, they don't exist. It's so hard to f
3:49 / 4:24
tactical advice3:49 – 4:24
“Why milestone-based funding kills startup agility and constrains founder agency”
So what they're saying is we don't trust you. We don't want to give you agency. We want to make sure that we pre agree to how you will behave and what you will achieve to give you portions of the mone
24:57 / 25:24
contrarian take24:57 – 25:24
“Stop waiting for someone else to solve the problem you see”
And so when I find myself in a situation where I think something needs to be done, I no longer sit there and say, well, someone else will probably do it. My attitude is like, you gotta be the one to d
18:28 / 19:03
personal lesson18:28 – 19:03
And I don't think it's the best piece ever, but it may be one of the most important. And the topic for so many people is about what do they do with an investment once they have it? When to sell is the name of this Mephistode, and it tackles when to l
0:51 / 1:56
from transcript0:51 – 1:56
and I haven't done a study on this, but I think the further away it is from the founders generation, the more the legacy owners care about the name on the door, the Stanley name, or the historical name that their mother or father, grandmother or gran
45:00 / 46:03
from transcript45:00 – 46:03
You're gonna meet your blockers, and you're gonna meet your buyer. You might meet corp dev along the way. Let me talk about each of those folks. The champion is one who's fallen in love. They're the ones with the fantasy. They're the ones who are arg
32:14 / 33:15
from transcript32:14 – 33:15
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.