Jeff Hunter
22 statements across 1 episodes · 0 bullish · 6 bearish · 1 people on the record · first statement Jan 21, 2020 by Jeff Hunter · across every show →
On the record as a speaker too: Jeff Hunter's record, appearances and statements → this page counts the times other people say the name.
Everything said about Jeff Hunter, oldest first
Jan 21, 2020
Viewing your workday as a series of experiments reframes daunting problems
“If you think of your work day as a series of experiments, as opposed to a series of tasks or a series of projects or half dues or whatever, Then you realize you orient because of the very word and nature of the word experiment. You realize that you're there to…”
Jan 21, 2020 negative
Companies fail to unleash employee potential due to broken foundational beliefs
“The reason most companies don't unleash the potential of their employees, the potential of their management, the potential of their leaders is not because people don't have the right skills or they don't have the right they don't have the right knowledge. It's…”
Jan 21, 2020
Jan 21, 2020 neutral
Most job candidates do not actually know what they are good at
“Most human beings when they're applying for jobs actually don't know what they're good at. They know what skills they have, or at least people have told them they have. They know what jobs they've held, but they actually don't know what they're good at.”
Jan 21, 2020
Improvement is impossible without a structured organizational feedback loop
“Most organizations do not make a clear statement of what the employee can expect with regards to the quality and frequency of feedback and how it will be delivered. And yet, if you don't have a feedback loop, you cannot improve.”
Jan 21, 2020
Leaders with firing authority hold the keys to employees' psychological safety
“And when somebody has higher fire authority,
Over another human being or set of human beings or promote, demote authority over those human beings.
They are actually have the keys to that human being psychological kingdom.”
Jan 21, 2020
Culture onboarding requires continuous diagnostic feedback, not annual reviews
“So you have to be explicit in watching the outcomes of attaching a bad outcome to culture, and that's where the real learning happens. It's not just giving them the statement, and it's definitely not waiting for a year-end performance review. And saying, oh, b…”
Jan 21, 2020
Workplace failure is rarely due to laziness, stupidity, or character flaws
“When we see somebody else fail, you know, fail to achieve a goal, et cetera, we tend to describe that failure to ourselves in terms of failures of intelligence or character or motivation. But from my perspective and spending decades, you know, working with oth…”
Jan 21, 2020 negative
Picking an external recruiter blindly yields only a 20% chance of success
“I think if you go out and just try to pick a recruiter and hope they're going to deliver value to you, You're gonna, it's, again, like hiring, one out of five chance, it's gonna be great. Two out of five, it's gonna be, you're gonna need to work on it and, you…”
Jan 21, 2020
Teams should not confuse time on task with speed to a goal
“Something I talk to people a lot about is don't confuse time on task with speed to goal. And what I mean by that is, let's say we sort of pick a goal out in the future, we get right to work, we just, you know, we're working and we're doing stuff and then we pr…”
Jan 21, 2020
Unexplained leadership actions force employees to invent their own narratives
“And if a leader
It was just a human being and confused day in and day out does something and isn't explicit about why they're doing something.
Then it will become interpreted and probably interpreted based on the degree of trust in that leader, either overtly …”
Jan 21, 2020 neutral
Jan 21, 2020 bearish
Jan 21, 2020
Exceptional positive feedback contrasts explicit standards with observed superior outcomes
“What great looks like is you'll sit down with a person and say, you know, here are my expectations. Here's what my standards were. Here's what I thought. Does that make sense? Yeah, that makes sense. Here's what I experienced. I just experienced you doing some…”
Jan 21, 2020 negative
Most companies treat culture statements as recruiting marketing, not management tools
“Most organizations put up these culture statements that are like, I think they're marketing statements in effect, like they care more about how it works in recruiting than they actually are using it as a way of managing the company.”
Jan 21, 2020 neutral
Only two interventions substantially increase confidence and success in hiring
“The only two things I've ever seen that really substantially increase your confidence in hiring are two things. One is taking the extra time to, with the manager to actually understand the specification as we talked about. Huge amount of, it really is worth th…”
Jan 21, 2020 neutral
Jan 21, 2020 negative
Fast-growth managers often abandon new hires immediately after they start
“So what you see a significant amount of time is a manager is in pain. They rush the hire. They once the person's in place, it's a relief. Like the pain is gone. Somebody's doing the job and the manager disappears. So that's the behavior pattern you most often …”
Jan 21, 2020
Fast-growing companies commonly suffer from a lack of explicit goals
“What we find is it's very common for people not to be explicit about their goals. It's very common for the executives not to be explicit about their goals. It's very common for the managers. Everybody just sort of shows up and works on the thing that's present…”
Jan 21, 2020 negative
Jan 21, 2020
Jan 21, 2020
Decoding mental models requires tuning into physical sensations over rationalizations
“Then I think what you have to do is you have to get beyond the rationalization to the physical experience. What I mean by that is when we are interacting with the world, we are having a sort of whole body experience with that interaction. We feel things. So wh…”