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15 results for “scaling management”
Absolutely. Okay. And then we hire you a and and PM. For every 10 ideas that you have, how many get to that stage? Like what's do we have a lot of fails? Nope. We also don't tend to launch too many ideas in one quarter. So it can be like one idea or
40:26 / 41:36
from transcript40:26 – 41:36
in different form factors. I think we should talk a bit about Palta and like how I got the role. Sure. Four years ago, Palta decided to build centralized growth function, and they decided to centralize even more functions such as data and analytics,
38:15 / 39:17
from transcript38:15 – 39:17
Then I think as a growth leader, one of the things you have to do is you just have to try to ship something. I think it's important to think about what is the process of going from an idea to actually implementing something? Who's willing to step up?
19:50 / 23:24
from transcript19:50 – 23:24
basically led by Naomi and me, today under Javi, previously under Chamath. And then each of the individual products have their own growth team who we partner with where they do product specific things. Joshua Foerstein (zero 50 three:fifty three): Ea
10:37 / 12:30
from transcript10:37 – 12:30
basically led by Naomi and me, today under Javi, previously under Chamath. And then each of the individual products have their own growth team who we partner with where they do product specific things. Joshua Foerstein (zero 50 three:fifty three): Ea
10:37 / 13:08
from transcript10:37 – 13:08
Internal hires, it's gotta be faster ramp time. It certainly bolsters, the culture when it comes to reps and other managers seeing career progression, and that institutional knowledge at a company expands. Right? There is a real immediacy to the impa
32:58 / 34:04
from transcript32:58 – 34:04
...lead to micromanagement. It's going to lead to, to your point, filling in gaps that are not the most effective use of their time. So being able to, number one, either learn enough of what your team does so that you can do it poorly, or number two, hi
38:12 / 39:16
from transcript38:12 – 39:16
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
This moment reinforced three powerful lessons. The first is that authentic leadership matters. People follow leaders that they trust, especially in moments of uncertainty. Culture is your strongest defense. A unified culture will empower teams to nav
16:31 / 17:37
from transcript16:31 – 17:37
So we looked for candidates who could clearly articulate how their skills would move us closer to our mission, which is to create AGI, artificial general intelligence, that benefits all of humanity, not just those who are excited by the vision. The n
5:54 / 7:03
from transcript5:54 – 7:03
So if you have 10 users or 10 customers, that's not data. That's a G sheet with your customers. And you don't need a growth team for that until you have data that you can actually do an analysis and you can create hypotheses on, and you can start app
11:13 / 12:22
from transcript11:13 – 12:22
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
...management is a skill that needs to be invested in. Do you think it's currently invested in by most companies? By most companies, no. I I don't. I think that, like, philosophically, they're like, yes. We wanna invest in people's learning and developm
33:44 / 34:45
from transcript33:44 – 34:45
She's my mentor. I never went through, like, a training program. I just was self motivated, and I would like to learn. And, I tried to get better. And, yeah, I would ask my boss for advice. So most of my bosses, like, leaning on my head. And so I und
12:00 / 13:02
from transcript12:00 – 13:02
rather than an ability to think more critically about how the product serves the user and how value is derived from that. So ideally, things like new features might even be something that a growth leader could suggest or contribute because they have
27:45 / 29:11
from transcript27:45 – 29:11
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