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17 results for “taking action”
of of the decisions will be the decisions you should have made. And if indeed there are new facts that come to light and you change your mind, that's okay. But you need new facts. When facts change, I change my mind. If there are no new facts and you
24:44 / 26:07
from transcript24:44 – 26:07
but slightly more gentle ways of saying, hey, you know what, Steph? We fucked up here and it shouldn't happen again. Twenty years ago, the world was a lot more blunt. Well, I think it's great to fuck up. I think you have to fuck up. The job of most m
23:10 / 25:16
from transcript23:10 – 25:16
And then you later decide if you wanna evaluate it. And that's not great. That means we're influenced by other people's opinions. It leads to all these other behavioral biases. And so one of the more recent trends in you'd say the allocated community
35:20 / 36:22
from transcript35:20 – 36:22
Once you make an investment, how do you apply that thinking towards the toolkit that you're gonna use to help improve the operations as an owner? That's one important and profound improvement that we're looking to make is to really use the modeling t
37:30 / 38:32
from transcript37:30 – 38:32
...taking, and b, if these some of these eventualities occur, how do we take care of them or deal with them in a way that allows the investment that you needed to work out well? How do you think about when is the right time to change process or just imp
18:04 / 23:49
from transcript18:04 – 23:49
change. Obviously you need to go do the exact opposite of what you've been doing until this point. This is not changing your mind because your mind is consistent. Your mind is executing a function over the search space, every step of a way. It's a va
21:09 / 22:52
from transcript21:09 – 22:52
...by your actions. The larger you get, the greater your impacts, the more you need to take things slower. And that balance is something that I'm myself learning as I get older myself. As a leader today, how do you assess your own decision making framew
26:04 / 27:35
from transcript26:04 – 27:35
...worth taking, and b, if these some of these eventualities occur, how do we take care of them or deal with them in a way that allows the investment that you needed to work out well? How do you think about when is the right time to change process or ju
16:06 / 20:46
from transcript16:06 – 20:46
By by treating that as a whole system problem, I am optimistic we will really surprise the world on the outside. Can I ask on the decision making? How do you guys make decisions between the two of you? How do you determine what's to delegate versus w
13:42 / 15:26
from transcript13:42 – 15:26
That led us to the decision tree approach that we still use today, albeit in a much evolved way from where we started in 2001. Why don't you walk me through what that means, a decision tree approach applied to stocks? So a decision tree, these are th
8:57 / 10:04
from transcript8:57 – 10:04
I firmly believe that. Are they do they view our relationship as a partnership, and are they willing to be good partners? As it relates to temperament, I don't think there's one right answer. I think temperament and approach is one of the ways to get
39:45 / 40:51
from transcript39:45 – 40:51
Because we have focused our model on a two year period, because our rallying cry now is unless we're winning out of the gates, we're losing because that's just a simple way to articulate the outcome of all this regression analysis we've done because
37:56 / 39:21
from transcript37:56 – 39:21
The decisions that probably I care about a lot more are architectural decisions. You can decide to invest a year into rebuilding your systems in some new fashion. And if that's a bad decision, you're going to look back and say, well, we're too far in
26:14 / 27:18
from transcript26:14 – 27:18
the degree to which your human judgment should override anything that comes out of the model? We take a data oriented view on that. We try to put all of the potential overrides that we might make to the decision making of the model as much as possibl
35:15 / 36:20
from transcript35:15 – 36:20
And unless you can convince folks that it's worth your time, which is, again, a pretty high bar, it's not something we're gonna meet a second time, third time, and and start working more seriously on diligence. How have you how have you improved the
43:31 / 44:36
from transcript43:31 – 44:36
100 of your performance in your asset allocation is a function of your organizational capabilities. You just can't set asset allocation in a vacuum. So if you want to go and do highly illiquid investing in private equity or venture capital, first thi
11:16 / 12:41
from transcript11:16 – 12:41
And so if you are really, really interested in figuring out how to make the best possible decisions, especially in the context of a company, and you really, really, really need to follow what's true, prioritize that and, and surround yourself with ot
18:42 / 19:49
from transcript18:42 – 19:49
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