leader

“The number one reason where we do occasionally say, Hey, this is not the right leader for the company is when you see someone who's not able to learn from their mistakes, right. And adapt to them.”

“Hallmark of a really great leader is someone who can drop down from the 64,000 feet into the trenches with the team, roll up their sleeves, and do some of the work directly right there with the team.”

“The more you think, you know, the less you actually are able to have an impact and the less you actually know.”

“I think being generically right and specifically wrong is extremely Extremely dangerous as a leader, so you have to actually dive in and really understand the details of what people are doing.”

“And I think part of as you decide that you want to try to help a company grow and be in a leadership position, part of what you're signing up to is absorbing the pressure. That is part of your function. If you just take the pressure and pass down the anxiety, …”

“And a leader who is constantly questioning what their leadership, their own leadership thinks of them is operating at half speed, right?”

“Somebody who's a loner and somebody that doesn't like to get along with people who has shitty relationships with their family, not as a rule, but it's pretty hard to imagine that they're going to be a great leader.”

“I think that the traditional interview process for leaders is broken and the best way to learn about someone is really working side by side with them.”

“And, you know, I think people too often put limits on what they think their people are capable of out of fear of overstretching them in some way.”

“People will actually trust you more. If you show vulnerability. If you say, hey, this is an area I'm bad at as a leader. This is an area I'm good at. Because that helped build a relationship with people.”

“As the leader, like, you're a symbol in a way, right? You can't go in a town hall in the whole company and say, listen, guys, I'm actually getting severely depressed at doing the work, or like, you know, I'm suffering from burnout, and I'm not sure I can go th…”

“The people who fail are people who try to do too many things too fast.”

“I think that there are aspects of a sort of ecosystem or a complicated company where you hire great people. And it's not that you get out of their way, but maybe you support them in a way where they feel empowered to do their job really well.”

“I would actually encourage leaders to almost model like 1.5 X where they're hoping out of their team. So if you're like, I want my team to move faster than you as a leadership team need to make faster decisions.”

“I describe a good leader as sort of like a conductor of an orchestra. It's like I can have the best players in the world, but if they're all playing from a different song sheet, it's gonna sound terrible.”

“When I walk into a meeting, I try to remind myself, okay, my mission here is just to add more velocity and to raise the standards. No, nothing that they will present is going to be fine. No, this is the mentality that any leader has to go into, because if you …”

“That's the biggest shortcoming I see of a lot of leaders. They cannot stand not to be popular with the people that are beneath them. They avoid conflict, and which means they avoid making the right decision.”