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16 results for “technical leadership”
Concept5 mentions across episodes
leadership
Topic3 mentions across episodes
leadership
...for engineering leadership. Good engineering leadership untangles things.
35:57 / 37:01
from transcript35:57 – 37:01
...and have them play that technical role in the shaping session.
48:43 / 50:00
from transcript48:43 – 50:00
...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
I think it's structured a little bit differently, but design has always been part of engineering at Apple. So I saw it work quite effectively there, obviously. It's so interesting. Okay. So say just to give someone something very tactical to do on th
30:45 / 31:47
from transcript30:45 – 31:47
...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
...technical specialist to help them build on the platform, plus a priority level of support because, you know, if this is mission critical for us, we can't do business. You You know, the complexity of what they need gets bigger from a customer perspect
31:33 / 32:37
from transcript31:33 – 32:37
depending on the complexity of technology. You know, that can run for a number of years. The last thing you want in your environment at that point is someone who's saying, well, how much are you gonna sell tomorrow? Was that, you know so I think you'
18:47 / 20:01
from transcript18:47 – 20:01
...leadership team. Jeetu, you're too senior. We don't need to do design reviews. Then they started doing design reviews, and the senior vice presidents would come in and do design reviews with me. I'm like, no. I need to make sure that the designer and
30:00 / 31:01
from transcript30:00 – 31:01
world of technology. And then you get all these ideas come in. Then the tech people, who have to be very tightly integrated with the commercial people. Otherwise, they're creating stuff that there's no application for. They're very much involved in t
50:56 / 52:03
from transcript50:56 – 52:03
So the so the advice here is just if you're finding design is taking too long or you wanna just level up your, success with your design team, give more context, spend more time on the brief on what you're actually trying to achieve, and make sure the
1:05:15 / 1:06:21
from transcript1:05:15 – 1:06:21
customer relationship management system, inventory management. A lot of technology that can be done in spreadsheets and more basic ways, maybe manually cutting checks instead of having a payroll processor. But that requires people and it's inefficien
7:28 / 8:33
from transcript7:28 – 8:33
...leadership, hiring and firing. I mean, just doing this sort of cleanup on Aisle 3 that needed to be done even though a lot, again, a lot of the people in the in the team were quite talented and doing an excellent job of managing their specific domain
20:11 / 21:15
from transcript20:11 – 21:15
...think technical founders find it very easy to get the idea that their founding CTO might not be the best engineering leader when they get to a 100 people. Sales is the same. There's just I mean, you have a good framework for this around, you know, va
26:52 / 28:23
from transcript26:52 – 28:23
You go down the list, but the the magic of product management is that you kinda have to you know, we talk about the the mini CEO. I think it's kind of a stupid misnomer. But there's some there's some wisdom there, and I think the wisdom is that you h
39:28 / 40:46
from transcript39:28 – 40:46
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