Searching...
21 results for “startup leadership”
Concept5 mentions across episodes
leadership
Topic3 mentions across episodes
leadership
Concept2 mentions across episodes
startup
...of the leadership team is I look across four dimensions. You know, the first one is the operating or the financial performance of their function. So you know have they beaten their numbers essentially. The second one is organizational maturity, so ha
10:55 / 12:26
from transcript10:55 – 12:26
...leadership is about great leadership is about one or two big decisions a year or the many thousand that you make that are very small every day and every month? Great leadership is about generating great outcomes, extraordinary outcomes. Ultimately, t
36:44 / 37:47
from transcript36:44 – 37:47
...that leadership is like a really conscious effort. The best leaders are very, very conscious about how they're showing up. They're very conscious about what they're saying, when what they're not saying, when they're saying it, what tone they're using
21:01 / 22:02
from transcript21:01 – 22:02
...leadership team. It could be an opportunity. It could be a constraint. It could be a challenge. Whatever is the most important thing to them is what we care about, and we wanna break it down with them and help them come to the right answer for their
39:41 / 40:55
from transcript39:41 – 40:55
...on my leadership team, a lot of them are, like, CEOs of acquisitions Oh, that's great.
6:00 / 7:02
from transcript6:00 – 7:02
The other thing that you're learning about being a leader at a larger company is you're a systems engineer. Because you still gotta be able to sniff out bull and, like, look see around corners and pivot. But you also have to become a sysengine engine
21:00 / 22:04
from transcript21:00 – 22:04
reducing internecine warfare, reducing the tendency for marketing to try and take control of the sales funnel, reducing tendency for the head of sales to want to take over sort of inbound marketing, just trying to stop the CFO controlling spending so
14:08 / 15:22
from transcript14:08 – 15:22
...Do you agree that leadership is about great leadership is about one or two big decisions a year or the many thousand that you make that are very small
35:58 / 37:12
from transcript35:58 – 37:12
...and management. Half of it is just stay alive till you get good. We've talked a little bit about recruiting as someone that all of a sudden seems like half my time is spent just recruiting people in all different directions. Curious how early you enc
20:11 / 21:22
from transcript20:11 – 21:22
getting that right and figuring out that optimal point and doing it in the linear growth so you can readjust, reforecast every quarter, and not hire your 32 people in q one and then no one for the rest of the year. So the seal has room to maneuver al
35:15 / 36:21
from transcript35:15 – 36:21
...startups. Innovation is tough under any any circumstances. You've got to build the muscle for it. You've got to build the capability, the mindset, the tools. If you want to have a low cost of failure, that's what you have to do. So the question is, h
32:14 / 33:20
from transcript32:14 – 33:20
The other thing that you're learning about being a leader at a larger company is you're a systems engineer, because you still gotta be able to sniff out bull and, like, look see around corners and pivot. But you also have to become a systems engineer
21:27 / 22:52
from transcript21:27 – 22:52
in the early days, I don't think that grill would be applicable because there's so much uncertainty. You need to navigate much more tactically in the early days and the early years of building a company. The the framework applies better to profession
11:59 / 13:02
from transcript11:59 – 13:02
Or YC founders? Why have they been so successful compared to normal distributions? It's because they invest their time early in their careers and doing things that are challenging and they stress themselves. They challenge themselves through the hype
34:27 / 35:32
from transcript34:27 – 35:32
...in a startup is people basically thinking of their career as a rock climbing wall. Like, I'm gonna go over here, solve this challenge, go over here, solve this challenge. What's better for the overall company? A startup is a team sport. We have this
23:10 / 24:21
from transcript23:10 – 24:21
...thing to that leadership team. It could be an opportunity. It could be a constraint. It could be a challenge. Whatever is the most important thing to them is what we care about, and we wanna break it down with them and help them come to the right ans
39:44 / 40:49
from transcript39:44 – 40:49
Build trust, which doesn't get billed day one. It really gets billed with the first time the CEO founder's in a pinch, and he understands you're there to help him out. So once you have trust, which is really the foundational layer, it's the grease th
32:13 / 33:16
from transcript32:13 – 33:16
...in a leadership position, they need to be twice as good to be able to catch up and a leadership position, they need to be twice as good to be able to catch up and keep accelerating to the twice in size that you're going to be in a short order of time
50:12 / 52:33
from transcript50:12 – 52:33
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.