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14 results for “team accountability”
Now they don't need to be meaningfully different than the year before, but you and your direct reports need to agree on what they need to accomplish. Those things don't necessarily need to be x clients or y investment performance, but they do need to
17:10 / 18:20
from transcript17:10 – 18:20
There are some industries where that's not a part of the culture and where this type of model might be a little bit harder. So building on that, when we do look at leaders and partnering leaders and figuring out how those aces and spaces are going to
10:26 / 11:36
from transcript10:26 – 11:36
because if everyone has aces in spaces, when people come together with different aces, that's when the sparks fly. One plus one equals five. We get forty eight hours in a day instead of twenty four hours in a day to lead around the world. We don't kn
8:52 / 10:06
from transcript8:52 – 10:06
...a team sport and, one in which we bring the entire,
1:05:07 / 1:06:16
from transcript1:05:07 – 1:06:16
...in managing the team and leading that are both actionable and have stayed with you the most? Scorecards. Yeah. What you need to do at the beginning of every year is agree with the people who work for you what their objectives are. Now they don't need
16:30 / 17:35
from transcript16:30 – 17:35
...and also your team in the loop. Yeah. There's so many elements there that are really interesting. Just, like, focusing on what I'm hearing versus, like, just coming from you or something you've done wrong. Like, it's here's what people are here's wha
13:28 / 14:31
from transcript13:28 – 14:31
...a team and you're getting the best of the insights that everybody has and not just that one person marching orders say, yeah, they want that manager because they know the most and that's the manager should make in the portfolio? It's such a great bal
44:58 / 46:03
from transcript44:58 – 46:03
...team to come to him with every decision because he had always operated that way. So he decided to create squads
24:34 / 25:45
from transcript24:34 – 25:45
...team to come to him with every decision because he had always operated that way. So he decided to create squads and have small pods of engineers, product leaders, and designers focus on subsets of the team. Very normal as you have a small start up sc
25:28 / 26:36
from transcript25:28 – 26:36
...team specifically and what meetings you have that lead from initial research on an opportunity to a decision? The way our privates team works is that we have two meetings a week. There, the flow is so significant. Looking at fund of sponsors, search
45:42 / 46:46
from transcript45:42 – 46:46
...influence or accountability for. And to some people I think most people are there there's a there's this there's this saying that Keith Roy did a great job of, articulating called barrels and ammunition, and my equivalent of it is football players or
47:18 / 48:30
from transcript47:18 – 48:30
...you have a team to help with a different kind of the weaknesses side. That's right. But you wanna play your strengths, and you wanna play to where you can be great. So true. And that so this the the people that I hire, to be on my staff, I try to hir
35:18 / 36:22
from transcript35:18 – 36:22
And I see you, and I I appreciate it, and shout out to you. Awesome. Okay. I'm glad you shared that. Thank you. I think this will resonate with a lot of people. I wanna move on to another trait slash habit slash skill that you are good at and help pe
27:43 / 28:55
from transcript27:43 – 28:55
If I were to ask everyone that worked directly for you how you did this, would it round to clear strategic communication and constant check-in? Is that the operating system of this method? Coupled with extreme levels of transparency, which I also lea
51:39 / 52:51
from transcript51:39 – 52:51
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