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17 results for “transparency”
Concept3 mentions across episodes
transparency
and from a a really well meaning place and sort of meant from the heart that, you know, I'm giving you this feedback to help you be your best and really enable you to be your best. And I think that's really kind of helped been really great for our cu
12:39 / 13:54
from transcript12:39 – 13:54
products. Why did you do away with titles, Sam? This came from a conversation we had with Darren Murph from GitLab. He had a statement that really caused me to rethink this whole concept of title. So we're an incredibly transparent company. Post all
15:36 / 17:02
from transcript15:36 – 17:02
“Jason reveals his vision for the all-knowing CEO and ultimate transparency organization”
...the ultimate transparency organization. I I think it's I think it's both a good idea and the future. I think people have become incredibly accustomed to transparency at work. When we did swap to the
47:19 / 47:52
personal lesson47:19 – 47:52
if we ignore our feelings, they will bubble up and we will be unconsciously acting from them. And there's kind of this implicit power here that if the person cares about you and loves you or values your relationship, knowing that this makes them feel
1:17:56 / 1:19:00
from transcript1:17:56 – 1:19:00
Well, how do you actually shape the culture then? Well, two ways. I know what I believe is best, whatever, but I'm not actually sure. And then I go through the question and answer. I believe I should have an idea meritocracy. That's a different from
51:43 / 52:46
from transcript51:43 – 52:46
...of transparency. The first one was sharing a lot more information publicly, sharing a lot more information within the team. This would have been in 2020. The two exceptions that we made were compensation and individual performance. So we kept those t
20:58 / 22:30
from transcript20:58 – 22:30
And one way you could do that is are you open to hearing that? So they're able to share their side too. You don't have to just agree with the person's request. As long as you're setting this tone, the other person's more likely to contribute in a way
1:18:40 / 1:19:45
from transcript1:18:40 – 1:19:45
You go to for dinner, not obviously, you can decide. You you'll find that out in the relationships. You'll find out that maybe your partner says, from now on, you make all decisions about restaurants. I just don't care. You're the foodie. I like eati
22:52 / 24:24
from transcript22:52 – 24:24
And then when everybody feels validated and safe and heard down to baseline and safe, then and only then can you have productive conversations around policy or decisions or different things. But most people get into escalating fights and arguments ab
1:01:23 / 1:02:43
from transcript1:01:23 – 1:02:43
is to share information publicly and it's perfectly okay for your boss to find out about something at the same time as the whole company. But my biggest mistakes have essentially been when an information has gotten to me without being publicly shared
43:08 / 44:51
from transcript43:08 – 44:51
“Why total transparency kills startups and how to find the right balance”
...transparency is isn't the right approach. And so I think the skill is in finding the right level of transparency. So by how how do you think about that? How do you think other CEOs, founders listening
22:58 / 23:41
tactical advice22:58 – 23:41
everyone is required to lean in and have an an opinion, offer perspective, offer help on every deal, and also in the existing portfolio. So you can tell if someone is tone deaf and just coming in, you know, already had having their mind made up and n
22:39 / 23:40
from transcript22:39 – 23:40
And then I think the second part is investors don't like bad surprises. Right? Right. When they're board members, they don't like bad surprises even more. So managing the expectations and building, quite honest and transparent communication, yet keep
22:29 / 23:30
from transcript22:29 – 23:30
to take when you decide to go public because if you do that, that means the whole company will be insiders, and they can only trade within trading windows. And so you have to make that decision on whether you wanna treat your employees as adults, and
16:08 / 17:46
from transcript16:08 – 17:46
“The hidden costs of going public that every founder needs to know”
and being public often gives you the license to to be able to do that. So quite a lot of quite a lot of advantages. But, you know, like any like any ownership structure, you need to be happy and be pr
19:16 / 19:59
tactical advice19:16 – 19:59
that our relationship is one in which we value each other's contribution. We wanna help each other grow, and therefore, we're gonna be the kind of people that wanna give feedback to each other every week. So when you first start working with someone,
1:01:27 / 1:02:34
from transcript1:01:27 – 1:02:34
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