Whoop

“I build these GPTs that kind of think like me. And the purpose of that is so that my team can get feedback that is at least 80% close to the feedback that I would be giving them, but instead of having to wait until I get to their message or until our one-on-on…”

“Whenever we feel our ego's injured, I think it's very natural for all of us to say like, well, that's not fair. I want to correct the record. When you do that, I think more than often, more often than not, you come off as just looking defensive, and you kind o…”

“As managers, you spend a lot of time teaching your team how to be successful, right? You want to prepare them to maximize the chances of a good outcome. But if you don't also prepare them for what happens when that outcome isn't as good you're gonna run into s…”

“When you get an entire organization working that way, where everyone's working from the same models of, like, how, what the CEO thinks matters what level of, like, risk tolerance the company has, things like that, then you can actually start to move much, much…”

“I think people will often say like, oh, it's a process problem. It's not a process problem. It's not an approval process problem. It's a, I think it's a transparency and it's a communication problem, like downward communication, outward communication.”

“Our CEO will is somebody who obsesses over pixels in a way that is, you know, challenging to get things through design review, but I think results in a product that is a thousand times better than it would be if he were accepting of, you know, small excuses he…”

“Like, when they come to me and they say, well, what do you think I should do? Or you know, what could I have done differently? I'll say, like, rephrase that as, tell me what you think you could have done differently, and then ask me if I agree. And when I do t…”

“What is what much more helpful than understanding what your CEO thinks is I think understanding how your CEO thinks.”