Alisa Cohn
Executive Coach and Founder, Alisa Cohn & Associates. On 1 show, 1 appearance. The Shows tab opens the full record on each.
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Alisa Cohn advises startup founders and C-suite executives at high-growth startups and enterprises including Venmo, DraftKings, Etsy, Google, and Microsoft. She is the author of the award-winning leadership book From Start-Up to Grown-Up and hosts a podcast of the same name.
1shows
1appearances
13statements
1resolved
0supported
0contradicted
0%fully supported
Everything Alisa Cohn said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Cohn: Leaders mistakenly prioritize employee happiness over driving business results
“I think it's very misguided for leaders to have this notion that their most important role is to keep people happy, is to create like this, you know, high engagement workforce. High engagement workforce is great. I think what that comes from is winning culture…”
Cohn: The quality of your writing reflects the quality of your thinking
“The level of your writing really reflects the level of your thinking.”
Alisa Cohn: Founders who reject hierarchy and process inevitably end up needing them
“At the end of the day, what happens is they kind of invent for themselves the understanding that they need to have process, hierarchy, roles and responsibilities, goals, OKRs, whatever it is. And I think it's helpful sometimes to go through that, that, that fi…”
Cohn: 65% of startups fail due to founding team conflict
“And it turns out that, you know, according to Noam, Noam Wasserstein, 65% of startups fail because of conflict with founders or the founding team.”
Cohn: Leaning into tough conversations is the only way to help employees grow
“Honestly, the only way you're going to be able to help someone like grow in their career and become the best person they can be is by leaning into these tough conversations.”
Cohn: Consistent positive feedback builds trust needed for critical feedback
“You've had the conversation with them to give them positive feedback and point about point out what's working. That builds the relationship so that you have the lens of, oh yeah, when something's working, they tell me when something's not working, they tell me…”
Cohn: Grounding feedback in observable data makes it easier to receive
“If you do the work to really think about what is the observable data? What's my, I always ask my clients, what's my evidence that this is happening? And you have to spend some time thinking about it, but it's really worth it because it makes the feedback easie…”
Cohn: Arguing over skill levels during promotion rejections is never productive
“And it's not a problem to have the conversation right there and then, but if there's like a, yes, I do. No, I don't. Yes, I do. No, I know you don't. That pushback is never productive.”
Cohn: Positive feedback requires the same preparation as constructive feedback
“And I think it's really important to get in the habit of pointing out what your people are doing well, as carefully as you need to prepare for pointing out what they need to improve.”
Cohn: Avoiding difficult feedback and hoping for improvement destroys startups
“You don't want to push them because you don't want to upset them. You don't want to give them difficult feedback. So you're just going to keep hoping it works out. Ultimately that leads to the demise of your company.”
Cohn: Meeting attendees usually give conflicting answers on what was decided
“What did we decide here? If you really go around the room at the end of a meeting or six people in the meeting, let's say, and you say to everybody, what did we decide here? And they all write it down. You will get six different answers. Even though we're in t…”
Cohn: Sharing personal operating manuals preserves conflict for important issues
“Nobody, nobody knows what's your operating style until you tell them. And the more you can showcase, the more everybody will be able to do it right for you and you'll be able to do it right for them. And then you'll be able to have better workplace harmony and…”
Cohn: End meetings by defining decisions, action items, and communication needs
“So my three questions to end the meeting are, what did we decide here? Who needs to do what by when and who else needs to know? And if you can capture those, right? Art like articulate those as deliverables. I promise you, you're going to have better meetings.”
One line per show, most statements first. The link opens Alisa's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 LENNY'S PODCASTLEDGER | Executive Coach and Founder, Alisa Cohn & Associates | 1 | 13 | 0% 0/1 | full record on Lenny's Podcast → |