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17 results for “team autonomy”
“Stop making teams beg other departments for help”
...team. They should have a product ops person on the team so that they can figure out their ops, their design, their marketing
32:30 / 32:59
tactical advice32:30 – 32:59
“Why milestone-based funding kills startup agility and constrains founder agency”
So what they're saying is we don't trust you. We don't want to give you agency. We want to make sure that we pre agree to how you will behave and what you will achieve to give you portions of the mone
24:57 / 25:24
contrarian take24:57 – 25:24
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
...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 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
...a team sport and, one in which we bring the entire,
1:05:07 / 1:06:16
from transcript1:05:07 – 1:06:16
...autonomy you give teams, how much you put how much you trust teams to do the right thing. Can you talk about that way of working, where that came from, and why you think that is, the way to operate?
16:29 / 17:30
from transcript16:29 – 17:30
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
...How much autonomy you give teams, how much you put how much you trust teams to do the right thing. Can you talk about that way of working, where that came from, and why you think that is, the way to operate? It's a very selfish thing. It's a very per
17:09 / 18:16
from transcript17:09 – 18:16
“Autonomy isn't a benefit, it's a requirement for exceptional teams”
...the team that that that would. I love that statement. Autonomy is a requirement. So I I wanted to I I mean, I wanted to talk about the hiring process, but I I wanna step back a step and focus on the
22:40 / 23:16
contrarian take22:40 – 23:16
added automation. And so first, there's auto steering and lane control and auto braking. And then over time, it takes over more and more. And even with Waymo today, which are as full self driving as we have, they're actually human drivers in the clou
21:37 / 22:55
from transcript21:37 – 22:55
...team individual, we now have probably 20% of their work being done by agents in real time. And the best part about it is they don't forget to do work. They don't make mistakes. So once you put this in, you don't need to have checklists. They just do
12:44 / 13:46
from transcript12:44 – 13:46
So here, when you look at the responsibilities, develop and maintain inner tools and systems to automate existing work and increase employee productivity, that is the high order bit. What that means is what are the employees working on that are chore
35:53 / 37:07
from transcript35:53 – 37:07
...my team, chief of stat sits on top, and then each EA specializes. I have one that focuses on finance, p and l, angel investments. I I presume the average Athena customer, though, has has one. Probably is probably the medium. Yeah. Most people start w
13:21 / 14:38
from transcript13:21 – 14:38
...team and the ways that they take care of themselves outside of work because I I think that makes them better at their jobs, frankly, and just happier humans. And so, like, there's a PM on my team, Emily, who, teaches at Handlebar. She's a fitness ins
1:11:57 / 1:13:02
from transcript1:11:57 – 1:13:02
...we have a team that is really capable of working this way. But as I talk to friends in industry, my sense is that that's getting harder. Is that your sense as well? Yeah. I mean, it's like a decline in constructive disagreement. Yeah. And it it's bec
15:43 / 16:47
from transcript15:43 – 16:47
Most people think about delegation as a convenience. Jonathan Swanson thinks about it as a system for living and has built his career around a simple idea. If you don't have an assistant, you are the assistant. He scaled Bumtac into one of the major
0:44 / 1:45
from transcript0:44 – 1:45
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