Answered raw tape
D 5 · C 4 · P 4 · Cm 3 4.15
Q say you've got a VC invested in patient ping who's got extensive network in the healthcare sector. Uh, it obviously changes, uh, significantly with regulation, uh, and with time. And so how do you, to what extent do you listen to, to them with that respect and kind of take, take little snippets and not take snippets knowing that sometimes it's outdated? How do you kind of correlate the information?
A I think one of the sort of important points about, you know, what, what it's like to be a CEO, I think is that you are constantly getting advice and feedback from, from, from so many different data points, uh, from so many different sources, your VCs and your advisors and your board being, being one of them. And so I think that, you know, when I get feedback that is either outdated or not relevant or not helpful, um, I think, you know, you sort of need to make a, uh, you need to calibrate whether or not you need to use that moment to educate the person and react. Cause on the one hand, you don't want to necessarily come off as defensive or, um, or not willing to listen. Uh, but on the other hand, you know, it just may not be relevant or bad advice, uh, which, which there's a lot of bad advice. Uh, and so, you know, I, I tend to sort of calibrate and, and, and one of the things that I enjoy doing is, Is sharing, um, you know, and a lot of times the feedback that I'm giving may be stale feedback. So I think recognizing kind of what perspective they're bringing and what value they're bringing, and if it is clearly an example of one where they just are way behind, uh, because we're in it every day, then I may take that opportunity to educate, um, or I'll just let it, let it pass.
AI assessment note: “take that opportunity to educate, um, or I'll just let it pass.”
Answered raw tape
D 5 · C 4 · P 4 · Cm 3 4.15
Q say you've got a VC invested in patient ping who's got extensive network in the healthcare sector. Uh, it obviously changes, uh, significantly with regulation, uh, and with time. And so how do you, to what extent do you listen to, to them with that respect and kind of take, take little snippets and not take snippets knowing that sometimes it's outdated? How do you kind of correlate the information?
A I think one of the sort of important points about, you know, what, what it's like to be a CEO, I think is that you are constantly getting advice and feedback from, from, from so many different data points, uh, from so many different sources, your VCs and your advisors and your board being, being one of them. And so I think that, you know, when I get feedback that is either outdated or not relevant or not helpful, um, I think, you know, you sort of need to make a, uh, you need to calibrate whether or not you need to use that moment to educate the person and react. Cause on the one hand, you don't want to necessarily come off as defensive or, um, or not willing to listen. Uh, but on the other hand, you know, it just may not be relevant or bad advice, uh, which, which there's a lot of bad advice. Uh, and so, you know, I, I tend to sort of calibrate and, and, and one of the things that I enjoy doing is, Is sharing, um, you know, and a lot of times the feedback that I'm giving may be stale feedback. So I think recognizing kind of what perspective they're bringing and what value they're bringing, and if it is clearly an example of one where they just are way behind, uh, because we're in it every day, then I may take that opportunity to educate, um, or I'll just let it, let it pass.
AI assessment note: “you need to calibrate whether or not you need to use that moment to educate”
