28:45 - key criteria for determining an angel investment (when looking at founders): - pure intellect - relentlessly resourcefulness (will they try run through the wall, then around it, over it, and make friends with it, until they succeed?) For people you want to hire: - Ability to convey something well and explain it secsynced a) able to see things you don’t see b) convey it in a shortened version so people pay attention - interview question: explain for me something you believe that everybody else believe is wrong? Note - will make some bad mistakes, but also super successes

I understand completely the editing vs writing example. The barrel vs the ammunition not so much.

8:40 - Once your managees know what they don’t know, as well as what they know, it makes delegating to a greater degree with less editing easier.

26:10 - test for whether a functional leader is superb, if they’re ahead of the curve compared to what you’ve expect, almost surprising you with their pace

“Ultimately the team you build, is the company you build” - 20:40

Easily my go-to session.!👌

Hearing intelligent people talk makes me feel so dumb :( just the vocabulary alone is impressive let alone I think he only used uh or um maybe 3 times in the entire 37 minutes he was talking. Thank you for this video,

This is amazing

Thanks. Great business insights.

6:45 - super metaphor that as an executive or leader you should be editing work, not writing. This leads to a higher leverage on your time

Great video guys!

Very Informative

Excellent and informative!

13:25 - one way to avoid politics is transparency

21:45 - a competitive advantage on talent can be to take risks on people you see potential in, who can grow into A+ players -- Mark Zuckerberg also mentions doing this, focusing on raw talent and they succeeded by hiring well out of college--

Be transparent to the degree that benefits managee decision making and also gives people an ownership mentality over the company - 14:00 ish

19:05 - you don’t need to hire people similar to you, since it can help bring new perspectives. Besides being aligned on first principles - which are needed to avoid a ton of communication and debating --- good idea to write them out and check alignment on them with all new hires--

8:00 - know how to avoid micro managing, and when more attentive managing is a good idea

24:00 - how to hire people in functional areas you don’t understand: Talk to other experts of that functional areas, and find the common threads Side note - potentially delegate the screening process to people with this functional expertise?

I do agree on all the things! However I would like to point out that I am ok with learning new things by myself if it is what makes me stray further away from my old job (which is tedious and boring longterm) and become more into what I wish which I could not be like 10 years ago. If I get a goal set for a position and I get extra work which can be done within 6 months and is doable without extra hours (I have family, so I do not even have the option to work any hour longer), and I actually made the experience in life that I got the Position and the raise, then I am not Generally against it. Also in regards to ISO / standard education certificates which are globally accepted and it brings me further, I'd love to have that certificate! I was 3 years in a company where I could not get any raise and anything, I was already a Lead, but never got any education. It was a "you are fine as you are" Argument, so I left and working in another company, no lead role and having more salary, lol. And they invest in courses and certificates I wish to have, so goals in general for a raise is ok. What is not ok is unrealistic goals or holding employees back for many years, always disappointing them, that a raise is not gonna happen, even if these people did more in evidence

🔥

3:20 - aim to get a monopoly on talent

o shit this is good

4:00 learn to find many “barrels” type people, not just lots of ammunition

Getting an intern to order smoothies for employees at 9pm is not good management.