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18 results for “talent density”
Concept6 mentions across episodes
Talent density
Topic2 mentions across episodes
Talent density
...say talent density declined. That company, we went public in '95, got acquired in '97. And when I analyze looking back what happened, one of the major things was, declining talent density.
3:35 / 4:48
from transcript3:35 – 4:48
...density as high as possible as the company grew so big? Well, as the companies grow, you may be able to pay people more, so that will help. If you think of the sports team in the biggest markets, they can afford the highest compensation. And like the
6:43 / 7:45
from transcript6:43 – 7:45
...and motivation density. It's quite a specific use of words, actually. It's not like, oh, we have great people. What did you mean by talent and motivation density? Yeah. I I think so. We we built a framework internally to describe exactly these sort o
34:09 / 35:33
from transcript34:09 – 35:33
...talent density. And then to your point, it, like, creates a gravitational force of its own and people end up doing business with each other and then it Sticks to you somehow. Sometimes. Sometimes not. But what I do is just very visceral. It's like if
49:29 / 50:32
from transcript49:29 – 50:32
...talent to begin with. So really talented people are highly uneven.
17:07 / 18:18
from transcript17:07 – 18:18
...have to build talent density. You have to get the absolute best people on the planet because this is these are the hardest problems, period. And in order to solve them, you need human talent. You need the best talent on the planet. And so everything
8:15 / 9:18
from transcript8:15 – 9:18
...Incredible talent density, you learn faster than anyone else anywhere else. You get an opportunity to take on responsibility that's that's crazy. Most of our general managers run businesses on average 5,100,000,000 in revenues. If there were a scale
59:10 / 1:00:20
from transcript59:10 – 1:00:20
...they wanna go to Harvard, they wanna go to Stanford or something like this. There's a institutional platform and gravity that I think you can build that does some of this, but I'm sure some of it too is outbound salesmanship. So in the various places
22:24 / 23:44
from transcript22:24 – 23:44
...talent pool than most companies would. So that gives us a major talent edge that's just not attainable
18:06 / 19:52
from transcript18:06 – 19:52
a bet through other people. I feel like that's a distinct skill set. And so retired hedge fund managers who were pretty high EQ are probably a pretty good pool. If you could make it feel like it's their money. Either lend them money or they put half
44:59 / 46:02
from transcript44:59 – 46:02
...talented people are highly uneven. They're very good at some things. They're okay at another set of things, and they're really bad at some other set of things. And usually the trick is where are they in their own journey of understanding what those t
17:53 / 19:08
from transcript17:53 – 19:08
...the most talented people? I think a lot of times you're trying to disclose a lot. You're trying to be really be open about who you are and what you're after. I think amazing people are often drawn to be around other amazing people who have lots of in
23:15 / 24:15
from transcript23:15 – 24:15
...talent, motivation. You can, but you're going to do worse at any one of these than if you focus on just one or two. In our case, we chose to focus on talent and motivation. Almost entirely disregarding experience. Experience, we can provide. Talent,
35:11 / 36:16
from transcript35:11 – 36:16
...talent dense team. And I think I've seen some teams that weren't talent dense and, like, seen the counterfactual run, which if you've run-in been in a large company, you will just see that. Like, it's just logically will happen at a large company. An
44:15 / 45:20
from transcript44:15 – 45:20
...to your own environment and expect it to thrive. Before we go on, it's worth defining what it means to thrive in your work. A big part of that is letting people bring their full selves to what they do. A founder by default brings their entire self to
5:16 / 6:17
from transcript5:16 – 6:17
Partly, this has come out of startup culture because of the synergies of network effect businesses where speed often really does matter. But 99% of startups don't have strong network effects. 80% don't have them at all. Maybe 19% only have weak netwo
22:30 / 23:56
from transcript22:30 – 23:56
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