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20 results for “trust building”
Concept9 mentions across episodes
Trust
Product2 mentions across episodes
trust
“Etiquette is a skill for how to show up in a room with a low heart rate. When technology is no longer some cute sideshow but a major deal, you need to understand how to meet people where they're at and build trust.”
...at, build trust, you know, mirror kind of expected behaviors. These are all, like, tools. Right? So that's the deep truth. The shallow truth is it's kind of funny to teach Silicon Valley people etique
6:24 / 6:51
Practical Framework6:24 – 6:51
“Why PensionBee's founder gave away their core service for free”
...free. But building trust is really a long term endeavor.
5:23 / 6:02
tactical advice5:23 – 6:02
...to trust me and when they do, then that trust converts
19:29 / 20:30
from transcript19:29 – 20:30
How are we building trust, destroying trust? How are we explaining the risks or not explaining the risks? Do they understand when we're successful, what that's going to mean to them? So there are a lot of variables that go in, but ultimately it comes
2:04 / 3:20
from transcript2:04 – 3:20
...to monetize the trust that you've earned, rightfully so, through your reputation, relationships, and results. There there's a little bit of a logic chain here. And so my question for you, and especially Skyline, because you guys are so good at what y
17:53 / 19:13
from transcript17:53 – 19:13
...trust when you acknowledge volatility instead of hiding it. Show contingency plans for tax, legal, compliance risk. Own your weaknesses before investors find them and communicate proactively. Transparency turns perceived risk into perceived readiness
6:00 / 7:00
from transcript6:00 – 7:00
...trust in moments like that had been built up over a long period of time. I'm also a really, really big believer in, like, physical proximity. So spending time kind of shoulder to shoulder with people over twenty years. It matters, and it's really hel
18:03 / 19:03
from transcript18:03 – 19:03
...trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
27:00 / 28:03
from transcript27:00 – 28:03
...our trustees, and we're self funded. We operate as a fee on assets, and the fee on assets, although it's ridiculously low, the assets are so big that we just need the trustees to authorize every year what we need, and we have developed a lot of credi
49:28 / 50:34
from transcript49:28 – 50:34
...the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
26:13 / 27:21
from transcript26:13 – 27:21
...trust always comes before the transaction. So here's what you do. You document why this deal exists, how it could fail, and what would trigger that type of event. Then you document the decision itself, not necessarily for complaints, but for memory.
5:12 / 6:15
from transcript5:12 – 6:15
...trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
26:57 / 28:04
from transcript26:57 – 28:04
...trusted Bridgewater because decisions were visible, debated, and documented, and repeated. And that is key. So here's how you institutionalize that in your own fund or or your deal or your financial firm. So first, you define decision authority. You
4:16 / 5:34
from transcript4:16 – 5:34
...you trust me, go talk to these 25 references. I'll give you everyone we're partnered with. Just trust. And if you look at those documents, we failed you. And so not saying we haven't unwound partnerships with people who have not worked out. That's de
42:41 / 43:58
from transcript42:41 – 43:58
...and it gives you reputable, a good reputation that people will get behind. Brilliant. You said the magic word. So I always believe that reputation, relationships, and results are the best, most valuable assets in any fund manager's position. And, you
16:51 / 18:14
from transcript16:51 – 18:14
...on the trust building aspect. What goes into it? You know? Is it is it like a more personalized section in in the reporting that you're sending out that's, you know, directed at a particular LP about how they are and everything around that. Yeah. Go
15:00 / 16:00
from transcript15:00 – 16:00
...trustees to delegate investment authority to the CIO and CEO of the foundation, that's unusual. We do not have an investment committee. I remember back when Bill was recruiting me from CMU, I asked him what you would have asked, Ted. I said, hey. Wha
22:24 / 23:52
from transcript22:24 – 23:52
in interesting, unique circumstances, often, as you pointed out, in very hard circumstances for people around the table. Any other ironclad principles of negotiation apart from the one that you just laid out that you sort of live by? Yeah. So you kno
56:14 / 57:25
from transcript56:14 – 57:25
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