Podcasts about trillion dollar coach

Amaan Nathoo is a former VP of Growth turned fractional growth advisor, with deep experience navigating fast-growing startups and the emotional rollercoaster of career transitions. In this episode, Amaan opens up about how a founder's offhand remark early in a new role shook his confidence, how imposter syndrome shows up in subtle ways, and why he ultimately chose to walk away from a full-time leadership role to build a consulting practice from scratch.Amaan opens up about:- What happened when a founder questioned if he'd ever “built anything”- Why unchecked frustrations almost cost him his job—and how he turned it around- How childhood dynamics and survival mindsets shaped his risk toleranceThings to listen for:(00:00) A founder's surprising comment and redefining what it means to build(00:22) Meet Amaan: from durable growth roles to going solo(07:14) Learning empathy and resilience through door-to-door sales(09:26) Thank you to our sponsors, Navattic & Appcues(12:24) A failed startup and the founder who believed in him anyway(15:56) The moment Amaan realized his work environment wasn't working(20:12) Building is subjective—so is value(24:29) Dealing with imposter syndrome and second-guessing yourself(28:50) A recurring early-career mistake: letting frustration fester(43:36) Navigating the decision to leave a role(52:44) Knowing when discomfort is productive and when it's not(56:06) Time, autonomy, and the dream of doing work you love(59:03) The value of perspective and what makes a truly great leader(01:00:52) Book recs: Trillion Dollar Coach and Principles by Ray DalioThis episode is presented by:Navattic: Interactive Product Demo Software - https://navattic.com/value Appcues: User Engagement for SaaS - https://appcues.com/value Resources:Connect with Amaan:LinkedIn: https://www.linkedin.com/in/amaannathoo/Website: https://revenuegrowth.tech/Connect with Andrew:LinkedIn: https://www.linkedin.com/in/andrewcapland/ Substack: https://media.deliveringvalue.coHire Andrew as your coach: https://deliveringvalue.co/coaching

EP 2376 Book Review Trillion Dollar Coach เป็นหนังสือที่ให้ข้อคิดดี ๆ เกี่ยวกับการโค้ชชิ่งและการบริหารองค์กร เลยขอนำมารีวิวไว้ในตอนนี้ด้วยครับ

He scaled Google from startup to $2 trillion success, can Eric Schmidt now help save humanity from the dangers of AI?  Eric Schmidt is the former CEO of Google and co-founder of Schmidt Sciences. He is also the author of bestselling books such as, ‘The New Digital Age' and ‘Genesis: Artificial Intelligence, Hope, and the Human Spirit'.  In this conversation, Eric and Steven discuss topics such as, how TikTok is influencing algorithms, the 2 AI tools that companies need, how Google employees leaked secret information, and the link between AI and human survival.  (00:00) Intro  (02:05) Why Did You Write a Book About AI?  (03:49) Your Experience in the Area of AI  (05:06) Essential Knowledge to Acquire at 18  (06:49) Is Coding a Dying Art Form?  (07:49) What Is Critical Thinking and How Can It Be Acquired?  (10:24) Importance of Critical Thinking in AI  (13:40) When Your Children's Best Friend Is a Computer  (15:38) How Would You Reduce TikTok's Addictiveness?  (18:38) Principles of Good Entrepreneurship  (20:57) Founder Mode  (22:01) The Backstory of Google's Larry and Sergey  (24:27) How Did You Join Google?  (25:33) Principles of Scaling a Company  (28:50) The Significance of Company Culture  (33:02) Should Company Culture Change as It Grows?  (36:42) Is Innovation Possible in Big Successful Companies?  (38:15) How to Structure Teams to Drive Innovation  (42:37) Focus at Google  (45:25) The Future of AI  (48:40) Why Didn't Google Release a ChatGPT-Style Product First?  (51:53) What Would Apple Be Doing if Steve Jobs Were Alive?  (55:42) Hiring & Failing Fast  (58:53) Microcultures at Google & Growing Too Big  (01:04:02) Competition  (01:04:39) Deadlines  (01:05:17) Business Plans  (01:06:28) What Made Google's Sergey and Larry Special?  (01:09:12) Navigating Media Production in the Age of AI  (01:12:17) Why AI Emergence Is a Matter of Human Survival  (01:17:39) Dangers of AI  (01:21:01) AI Models Know More Than We Thought  (01:23:45) Will We Have to Guard AI Models with the Army?  (01:25:32) What If China or Russia Gains Full Control of AI?  (01:27:56) Will AI Make Jobs Redundant?  (01:31:09) Incorporating AI into Everyday Life  (01:33:20) Sam Altman's Worldcoin  (01:34:45) Is AI Superior to Humans in Performing Tasks?  (01:35:29) Is AI the End of Humanity?  (01:36:05) How Do We Control AI?  (01:37:51) Your Biggest Fear About AI  (01:40:24) Work from Home vs. Office: Your Perspective  (01:42:59) Advice You Wish You'd Received in Your 30s  (01:44:44) What Activity Significantly Improves Everyday Life?  Join the waitlist for The 1% Diary - https://bit.ly/1-Diary-Waitlist-YT-ad-reads Follow Eric:  Instagram - https://g2ul0.app.link/bX3DQSIKuOb  Twitter - https://g2ul0.app.link/7JNHZYGKuOb  You can purchase Eric's books, here:  ‘Genesis: Artificial Intelligence, Hope, and the Human Spirit' - https://g2ul0.app.link/JdoJEJ7KuOb  ‘The Age of AI And Our Human Future' - https://g2ul0.app.link/bO1UnZ9KuOb  ‘Trillion Dollar Coach' - https://g2ul0.app.link/4D9a9icLuOb  ‘How Google Works' - https://g2ul0.app.link/pEnkHTeLuOb  ‘The New Digital Age: Transforming Nations, Businesses, and Our Lives' - https://g2ul0.app.link/37Vt9yhLuOb  Watch the episodes on Youtube - https://g2ul0.app.link/DOACEpisodes  You can purchase the The Diary Of A CEO Conversation Cards: Second Edition, here: https://g2ul0.app.link/f31dsUttKKb  Follow me: https://g2ul0.app.link/gnGqL4IsKKb  PerfectTed - https://www.perfectted.com with code DIARY40 for 40% off NordVPN - http://NORDVPN.COM/DOAC Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode on The Coaching Podcast, we dive into the topics of coach performance, well-being, and intuition. Our guest is Cody Royle, a renowned coach of head coaches in elite sports, who brings a wealth of experience and insights from his decade-long journey coaching Canada's men's AFL national team to mentoring head coaches across various professional sports. We chat about his latest book "Second Set Of Eyes," the importance of feedback, and how intuition can guide decision-making. Plus, we explore how old-school pearls of wisdom still have a place in modern coaching, and what work-life balance means in the life of a head coach surviving for high-performance life. So, grab your cortado and join us for an enlightening conversation with Cody Royle! Here are the summary points; 1.39: Favorite coffee? Cortado! 4.04: About Cody's book: Second Set Of Eyes and the Emotional Toll of Being a Head Coach 6.52: If you are a coach, do you have a coach providing you with feedback? 7.55: Choosing a person to be your second set of eyes: Decision-making in pairs is substantially better Both coaches need approximately equal experience Verbalize your confidence in the plan 10.43: Coaching through intuition (is our best decision-making platform) 15.11: How do you help coaches grow? Don't discount "old school" coaches because they often experimented with different motivational tools to bring out the best in their athletes. 19.10: Receiving feedback is the greatest accelerator of knowledge work for all coaches. 21.04: What makes a great coach? Emotionally intelligent and mindful (everything is connected) 23.00: Book recommendation: "The Coaching Habit - Say Less, Ask More, and Change the Way You Lead Forever" by Michael Bungay Stanier 23.51: Is it possible for a Head Coach to have a balanced life? 26.17: Coach well being 26.41: The primary coaching skills are awareness, communication, and decision-making. When you are tired, it is difficult to maintain your empathy. 28.46: Disruptive coaching idea that will change the way we coach in 2030? That coaches are going to have coaches! Book recommendation: The Trillion Dollar Coach by Bill Campbell 31.42: Top 3 tips for coaches who want to grow and get better: 1) Turn the mirror on yourself 2) Explore concepts around EI, decision-making, performance psychology, and mindfulness 3) Read widely To learn more about becoming a workplace coach or advancing your coaching skills, visit: www.coachem.cc or email Sarah: info@emmadoyle.com.au About Cody Royle - Coach of Head Coaches Cody Royle coaches head coaches in elite sports. After a decade coaching Canada's men's AFL national team, he now mentors a dozen head coaches across professional soccer, basketball, rugby league, rugby union, ice hockey, and Australian football. Cody has written three books, including The Tough Stuff, an Amazon bestseller that chronicles the emotional toll of coaching in professional sports. His most recent effort, Second Set Of Eyes, sets its sights on the head coaches who are gaining a competitive edge by being coached themselves. Most importantly, Cody is a father, husband, son, brother, and grandson (among other roles) to a family spread all over the world. He lives in Toronto, Canada, and hails from Melbourne, Australia. Connect with Cody https://www.codyroyle.com Instagram: @codyroyle

Get Noticed! Send a text.Are you struggling to make sense of your customer data and measure marketing effectiveness across multiple channels? In this episode, Jim Harenchar, CEO of Response Marketing Group, reveals how businesses can harness the power of data attribution to optimise their marketing strategies. From de-anonymising website visitors to creating targeted customer segments, Jim shares invaluable insights on leveraging data for improved ROI. He discusses the importance of collecting seemingly insignificant data points and how AI is making sophisticated marketing tactics accessible to smaller businesses. Jim also highlights a fascinating case study with Ritz Carlton, demonstrating how data-driven segmentation led to a 33% increase in room bookings. Whether you're a solopreneur or running a medium-sized organisation, this episode offers practical advice on using data to personalise marketing efforts and enhance customer experiences in today's digital landscape.Recommended book: "Trillion Dollar Coach" by May HabibSearch Engine Optimisation from the UKRank higher on Google with SEO. Fill out the form to receive a FREE quote.Save 56% Of Your Time With This SystemEntrepreneurs Reclaim Up To 56% Of Their Time Within 28 Days by Following This System. Free - Quizzes, Calculators And FormsOutGrow - Quizzes, Calculators And Forms - over 21 industry vertical templates.Designrr.io Creates eBooks & LeadmagnetsTransform content into eBooks, Show Notes, Dynamic Flipbooks, Transcripts, PDFs and Web pages.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the Show.Am I adding value to you?If so - I'd like to ask you to support the show.In return, I will continue to bring massive value with two weekly shows, up to 3 hours per month of brilliant conversations and insights.Monthly subscriptions start at $3 per month. At $1 per hour, that's much less than the minimum wage, but we'll take what we can at this stage of the business.Of course, this is still free, but as an entrepreneur, the actual test of anything is if people are willing to pay for it.If I'm adding value to you, please support me by clicking the link now. Go ahead, make my day :)Support the show here.

Welcome back to Noob School, today's is a special one - episode two of Sales Talk. Joined by Marty Osborn and returning special guest Greg Jackson, the topic of this episode is an excellent book called "Trillion Dollar Coach" by Bill Campbell. Tune in for a brief synopsis of the book, and a discussion on how you can apply it in life to improve your leadership skills, and learn more about Greg and Marty's history. Check out what the Noob School website has to offer: https://SchoolForNoobs.com I'm going to be sharing my secrets on all my social channels, but if you want them all at your fingertips, start with my book, Sales for Noobs: https://amzn.to/3tiaxsL Subscribe to our newsletter today: https://bit.ly/3Ned5kL #SalesTraining #B2BSales #SalesExcellence #SalesStrategy #BusinessGrowth #SalesLeadership #SalesSuccess #SalesCoaching #SalesSkills #SalesInnovation #SalesTips #SalesPerformance #SalesTransformation #SalesTeamDevelopment #SalesMotivation #SalesEnablement #SalesGoals #SalesExpertise #SalesInsights #SalesTrends

Bio   Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics.   Interview Highlights 02:40 Driving strategy forwards 03:05 Aligning OKRs 06:00 Value-based prioritisation 07:25 An outcome-driven approach 09:30 Enterprise transformation 13:20 The ten elephants in the business agility room 14:10 Misaligned incentives 15:40 Top heavy management 18:50 Being open to change 19:40 Process for improving process 25:15 Being a learning organisation 26:45 Leaders drive cultural change 29:50 Capacity and employee burnout   Social Media   ·         LinkedIn: linkedin.com/in/bryantew ·         Twitter: @B2Agile ·         Email: bryan@agilityhealthradar.com ·         Website: www.agilityhealthradar.com    Books & Resources   ·         The Compound Effect The Compound Effect: Amazon.co.uk: Perseus: 9781593157241: Books by Darren Hardy ·         The Trillion Dollar Coach Trillion Dollar Coach: The Leadership Handbook of Silicon Valley's Bill Campbell: Amazon.co.uk: Schmidt, Eric, Rosenberg, Jonathan, Eagle, Alan: 9781473675964: Books by Eric Schmidt and co ·         Project to Product Project to Product: How Value Stream Networks Will Transform IT and Business: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework: Amazon.co.uk: Mik Kersten: 9781942788393: Books by Mik Kirsten ·         EBA strategy model: https://agilityhealthradar.com/enterprise-business-agility-model/   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello again everyone, welcome back to the Agile Innovation Leaders podcast. My guest today is Bryan Tew, and this episode is going to be covering the second half of the conversation I had with Bryan on all things enterprise and business agility. So in part one, if you've listened to it already, or if you haven't, please go to that first, I'd really, really recommend, because Bryan talked about how to overcome failed deliveries, meeting teams where they're at, establishing and driving strategy forward. Now for this part two, we went into the topic of OKRs, Objectives and Key Results, and how to align these with strategy. He also talked about the ten elephants in the business agility room, and the importance of being open to change and being a learning organisation and how leaders are critical to driving culture change. Without further ado, part two of my conversation with Bryan Tew. There are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives that we're trying to accomplish from a financial perspective, or customer goals, or people goals, whatever it is, but now there's something that we can connect to as a foundation. So those senior leaders, although they can provide support and help, typically now it's your portfolio leaders that are taking the lead on building their OKRs that are aligned, and then down to maybe your program or train or whatever level you'd call it, what those OKRs will look like, all the way down to where every single team, which in reality, every single person in the organisation, sees how they fit in driving strategy. Now, I might be in facilities, I might be in HR, I might be in marketing, but I know that what I do is making a difference in making our strategy move forward, even though it's my small part. And I love that, that's where everyone feels connected. Now, what I see more often, and this is really unfortunate, and some people try OKRs and have a bad experience because leaders will just say, okay, everyone go out and do your own OKRs, but they're not aligned to anything. They're aligned to the local priorities, which may or may not be the right things to be working on at all. And so that's where I would say senior leaders need to take the initiative, and they can have help, that's why coaches are there, that's why their directs are there, they can even pull in people that might have expertise in certain areas to craft the OKRs, but even internally, you're going to have great expertise, but the idea is that, let's craft an OKR, even if it's not the senior leaders writing it, but it's actually showing the right message. Here's what we believe we need to do, and these are the outcomes we need to achieve in order for us to actually accomplish a goal. Like, what does that look like for us? And then I love to just press on leaders and ask, how would you know that we're successful? What would you be looking for? And that's a great start to your key results. So we have a really great framework, a very simple framework to build out OKRs, without just putting it into a template to start out, because I just want those main thoughts, like, why are we doing this? What is it going to accomplish for us? Who's going to be involved and what customer is this going to impact? And what's the best way to measure progress, and measure success? Like, those are the things I would start with, which makes OKRs a lot easier. But then from there, I have to have leaders come together to actually look at the work, and which of those items that, maybe, there may be many, which of those are actually going to be the most valuable to move forward with your strategy? You do not want your lower-level people who don't understand the strategy like you do, making those decisions. What are the best things for us to do? And then from there, that's where we can actually bring in the prioritisation, the value-based prioritisation, which we recommend, and starting to build more of your outcome alignment across your organisation. So yeah, there's so many great things that can be done. It's not a ton of work if you start to build a cadence and just a nice process for, how would you do that every quarter? Ula Ojiaku And that's a great starting point, because that reduces the risk of, like you said earlier, you know, the teams working on the wrong thing, you know, executing perfectly, but it's the wrong thing. Now, in terms of the process, because you've talked about how the role leaders need to play, you've given examples of how, what they could do to encourage agility in the enterprise or in the business. Now, would it be the same for a functionary division in an organisation that's going through their, let's call it, for lack of a better term, you know, an agile transformation, quote unquote, would you expect the process and the practices to be the same for each division, say finance versus IT versus procurement? Bryan Tew Well, so that's a great question and I would say yes and no. So, the process is probably going to be similar. For instance, I would always suggest starting with an outcome driven approach where we have some transformation outcomes that we're trying to achieve. You know, without that, how do you know that you've actually made it or that you're actually getting there? So I would suggest that for any type of organisation, regardless of type of work, but the practices will probably look a little bit different. You know, what you start with might look a little bit different. In fact, maybe I'll share a specific example here for a transformation. In fact, this was more around what leaders need to own around business agility, but this was a large financial services organisation with nine different divisions, and they all recognised that there were gaps in how they were delivering and they needed help, you know, and many of them had tried Agile, but when it came to actually applying OKRs and customer seed and organisational design and all these different ideas, especially things around our culture and leadership, there's always going to be some level of resistance, you know, so we need to really clarify what are the benefits that this will provide for us, why is this going to help us, what specific problems will this solve? And I would suggest that's where you start every time, like what are the biggest challenges you as leaders are trying to solve for? Like, what's keeping you up at night? What are you thinking about? That's why the practices are going to be different. Maybe my biggest problem is I have capacity issues, or maybe my people are feeling burned out, or maybe we're just not getting enough done for our customers, or we have changing needs all the time, or we're getting disrupted, whatever it might be, that's where we want to start. And so, in some cases that might mean, well, we need some portfolio management practices and others it might be, well, we need more customer centricity practices. And others it might be, we need to really focus on our teams. So that's why it changed a little bit. So in this organisation, there was one group who had been pretty successful with Agile and they said, you know what, sign us up, we want to do this, you know, we're ready for this leadership level of agility, so sign us up. And it was a good idea, because it's not going to fail. When you have leaders that are super excited about it, they're willing to put in the effort, and that can at least prove that it can work. And so we believe in what we call quarterly Sprints, we're familiar with a Sprint cycle, two, three weeks, whatever it might be, when you're looking at enterprise transformation, we believe in quarterly Sprints, where you have specific goals you're trying to accomplish for the quarter, and a laid out process, a roadmap to get there. So, we built a quarterly process, kind of the first quarter for this group. We had specific milestones we were trying to meet and the reality is they did an excellent job. You know, there were some learnings along the way and there's always some growing pains, but they did an excellent job to the point where, after the quarter, we came back to the leadership group and they were able to describe, you know, some of the real successes and wins they'd had. Now at that point, we have eight other groups who are kind of on the fence or trying to, you know, is this really going to work for us? And this was a brilliant decision by the senior leader. They said, why don't we go next with our most problematic group, the biggest risk group, in fact, this was the biggest PnL. We basically said, if it can work with this group, first of all, it'll drive some excellent change for us, but it'll prove that it can work for anybody. If it can work for you, it can work for anybody. And that's what we did. And luckily we had some leaders that, you know, weren't necessarily super excited about it, but were at least willing to give it a try and willing to put it in the effort to make it a successful trial, or at least a real trial. And it was great, we had great conversations, we started to implement OKRs, we started to look at their strategy, we started to bring teams in to start to build out some of their agility practices. But the leadership would meet together regularly to talk about what's the next step in our process. We had learning sessions, but all of those were hands-on doing. So, for instance, let's build out our three-year OKRs, let's build out our one-year OKRs, let's bring the work in and let's prioritise on a big board to see where things fit and are aligned, let's start to think about our capacity constraints and all of those things. And yeah, we had a lot of lessons learned, a lot of things that we had to adjust, but overall it was pretty successful. And after that quarter of work, we went back to that same group of leaders and every single leader said, sign me up, I'm ready because if it can work for this group and we're seeing benefits there, then I want to try it here as well. And I love that, because ultimately we want to prove out some success that certain practices can work, or let's learn that they're not working and not be married to something that's just not going to help us. But then let's have leaders engaged from start to finish where they know what they're responsible for, and ultimately what I love to see is when a leader says, you know, at the beginning of this quarter or the beginning of the six months from now, we had these three main problems, and those aren't our biggest problems anymore. We've solved those to a point where we can manage, now we have other problems we need to solve for, and that's what you want, right? And the nice thing is if you've solved the biggest problem, or at least you have a good handle on it, now the next biggest problem maybe isn't as big as that first one was, and we can start to make more progress, and maybe new practices become more evident. So, and that's what we try to do with any transformation. If you're just going through the motions to transform your group because it's what everyone else is doing or it's  what we were recommended to do or whatever other reason, it's not going to be nearly as impactful as if it's actually solving the things that you know need to be solved for. And that's where you get leaders' attention. Instead of it just being a side project while I focus on my real work, we're saying, this is solving your real work, and that's where they get really excited about, you know, being involved and seeing the day-to-day progress. Ula Ojiaku No, that's awesome. So in terms of, you've already mentioned some of it in terms of what leaders should watch out for, one of it is definitely not being passive, you know, go ye be agile whilst we do the real work. Anything else they should be watching out for? Bryan Tew Well, you know, that may be a good transition to something I like to share sometimes at conferences. This is what I call the 10 elephants in the business agility room, I mentioned one earlier, but these are things really geared towards leaders. So, I hope that our audience here, if you're struggling with any of these that I describe, gosh, there are real solutions, absolutely, but here's the biggest message. Don't ignore these, because they will eventually bite you and potentially even cause a derailment of your transformation efforts. So I'll just walk through these. Certainly, I'm available for more of a deep dive if anyone wants to reach out, but these are what I call the 10 elephants in the business agility room because no one wants to talk about them, right, they're hard topics, they're difficult topics, but you cannot be truly successful from a business agility perspective all around if you ignore these. So the first one, and this is probably one of the biggest ones that we see, is when we see misaligned incentives, so that's number one. And friends, the idea behind this is sometimes you have these transformation goals and you want these to work, but in reality you have incentives that are very much misaligned to those transformation goals, even some of your product level goals, I'll sometimes see, for instance, product managers who part of their compensation package has maybe an incentive goal around how many projects you start or how many products that we deliver. It's like, all about outputs. Nothing to say about how effective they are or what the actual outcomes from those products might be, it's just as long as we get a project started, well, that's very anti-Agile in reality, you know, especially when we're thinking about true value. So you need to really look at your incentives. Now, leadership incentives we could talk all day about, right, sometimes it's around specific financial goals, sometimes about people goals. What I would always suggest is rethink your incentives to become more outcome-oriented, not necessarily tied directly to an OKR or key result, but related, okay, aligned to those, because what your incentives should actually be around would be your business vision, and the business outcomes you're trying to accomplish, why would it make sense to have anything else? So that's one thing that we see oftentimes has to be discussed at some point, right? Ula Ojiaku Definitely, because incentives would determine the behaviour, which leads to the results we get. Bryan Tew So, the second one is kind of related and, and this is around sometimes we see a lot of, especially in large organisations, top heavy management, we see a lot of leaders, and not enough doers, and the reality is I get this, because in large organisations we want to reward people for a great job, and so we continue to promote, but we just add more leaders that are sometimes not necessary. And remember, those are highly paid people who now maybe don't have a lot of responsibility. I've seen, some directors, for instance, with like three direct reports and they don't really do a lot, and it's just unfortunate that we're trying to reward people in a way that actually hurts our business. So, I know it's a hard thing to talk about, but at a certain point I would always suggest that let's take a look at what leaders are necessary and what balance do we need between the leaders and the doers, the people in the trenches doing the work. And we've seen lots of, of managers and supervisors and directors and general managers and operations managers and VPs and senior VPs, and some of them are absolutely needed and they do incredible work, but sometimes there are others that just aren't needed, we just don't know how to handle that. So that's something that would be part of a true transformation, is to think about what's the right balance for us, okay, and make small steps to get there. Now, kind of related though is sometimes we see that they're just bad managers, and that's number three, okay, bad managers, where we are promoting people, let's say they were an excellent developer, as an example, okay, or QA leader, or it could be any type of role, and we promote them to be a manager. They don't have good management skills yet, they have never done this before, what they're still good at is what they were doing before. So they like to solve problems, they like to fight fires, they like to do all of the tactical things. And they, some of them, are just really bad with relationships, and so they become almost despised by their people because they're just very abrasive, sometimes they just don't treat their people well, and you have to watch for that. Now, I'll say this as well. Sometimes you have these great performers who don't even want to be managers, but it's the only opportunity they have in the organisation to progress or get a pay raise or promotion. And so, we find that in, especially large organisations, there are so many other needs that these people can move into, you know, for instance, we need, internally we need coaches, like technical coaches or DevOps coaches or architecture coaches, or even people coaches that these people could start to do some work in, we might have some technical roles, or project management roles or whatever it might be, that these people might move into, RTE roles, or continuous improvement champion roles, and sometimes that's a much better fit, or potentially even managing a process or service or operational area instead of managing people, that can sometimes be a great fit. So that's one thing to watch out for, because not everyone is well equipped to become a manager, and you might lose some of your most talented doers because they're sick of their manager, they're tired of being treated the way they have been, so watch for that. Which leads me to number four, and this is where it goes back to leaders. Sometimes we'll see leaders that say they want change, but they don't want change in my area. Change everywhere else, but don't change me, right, because I'm comfortable with what we're doing and I own it and it's my fiefdom. And friends, if you want true enterprise transformation, and really enterprise delivery that is aligned to your strategy, we all have to be open to what changes make sense. Now, we're not trying to force fit any change, I would never suggest that, and if you have vendors or coaches that are trying to just force fit change for the sake of change, then you need to ask questions about that. But how do we actually improve our process so we can deliver more effectively? And this is where I'll just, I hope that this will be a nugget of wisdom for people. But I would say this, the important thing is not your process. Okay, you can have an agile process, you could have a waterfall process, you could have any process. The important thing is your process for improving your process. How are you continually optimising? How are you looking at what's working or what's not working, more importantly, and really take action to fix those things that are not working to improve and optimise. That is a continual thing, and it never ends, especially with the way that technology advancements are taking place. We are always going to get disrupted in different ways, customer changing needs and so forth, that's always going to change the way we work. So let's continually optimise by improving the way that we improve our process. So, kind of with that, leaders need to really own that yes, we are open to change, but let's make sure it makes sense, let's look at what our needs are and how we can actually improve the way that we deliver. Now, the next one, number five, this is maybe the hardest one, and this is where sometimes we have rigid funding models that are just not allowing for agility and adaptability, and I think every organisation struggles with this. And I'll just tell you, I'll just give you one example of an organisation where we actually went through the work to build OKRs, you know, these really great OKRs that all the leadership team was aligned on, and when we actually went to, okay, what are we going to do about it? They said, well, all of our projects are funded for the year, so we can't do anything about it. And when that realisation came that the work that they were actually having their teams do day-to-day was not the work that would actually drive their most important outcomes, it was like this slap in the face, like, we've got to change this, we've got to do something different. And so, having the conversation, starting out with your finance folks, with your product folks, I find personally in my experience, that it is not hard to have a conversation with finance, bring in your CFO, bring in their staff, it's not hard to have the conversation because in reality, any good CFO would be looking at how can we, as a finance organisation, better support our delivery in product organisation. Like, that's what we should always be thinking about. So I find that they're usually open to ideas, they just don't know what they don't know. And so I'll sometimes talk to IT folks, IT leaders, and they'll say, well, you know, our finance group will never go for this. Have you brought it to them to really consider on, because I would be surprised if they would be that resistant, if this is the way the business is going, right? So I don't find that that's such a hard conversation. Now, making the actual changes needs to be a little incremental. Ula Ojiaku Can I ask a question about that though? And I do agree that, you know, most people, they come to work, wanting to do their best for the organisation and to move things forward, and that includes finance, legal, whatever, you know, division. Now what if it's a publicly traded organisation, you know, they have regulatory, you know, reporting needs, and so how do you navigate through that? Bryan Tew So, in reality, most of the regulatory aspects of your financials are not going to need to change all that much, it's how is the money being used? So for instance, instead of funding projects, which it's easy to see a start and an end date for a project, we're going to adjust this, and that's one of the reasons why using increments like program increments, PIs, is helpful, or even quarterly increments, and saying, we're going to fund teams within a structure, like a value stream potentially, and then we can leave it to the local leaders, the product folks, the product managers, to determine based on our outcomes, what should the teams focus on now. I mean, the reality is we're paying for those people whether they're part of a project or not, right? So if you move the money to fund a backlog of work, rather, that can change and be prioritised based on what we're learning, instead of just a project from start to finish, you'll see tremendous gains in how we can adapt and truly work on the right things in the moment. Now, I will say that maybe that doesn't work for everyone to start out for sure, and that usually is an incremental process to get there, but when you think about it that way, can we still have the same controls in place for how we check in on how the money is being spent? Absolutely. In fact, I would suggest that you're probably going to see a lot more physical evidence that you're providing value as you have Sprint demos and system demos and PI demos to actually see how the work is actually being delivered. And then getting feedback from customers much more effectively. Now it's just a matter of how do we actually look at where our people are, where is the time going? And sometimes that's not even that important when you realise that it's really about how the solutions, the products and solutions, are actually being accomplished. So that, to me, is not the big constraint here, and it's certainly not the problem that I would start with, but it is something that we need to be thinking about. Does that change, and do we have specific nuances based on our regulatory environment, our country, whatever it is, that we have to really consider. And I would say the same thing goes through for Agile capitalisation. So many groups are not capitalising to the maximum benefit that they should be because they're scared that maybe we're going to go off the rails. Friends, there is absolute integrity in doing capitalisation for agile projects or agile buckets of work that you are probably able to really benefit from, and you're probably not, there's a lot of work there that you can actually bring in then for some of your spending around transformation work because of the gains. The sixth one is more at a people level, but can be helped by your leaders. This is an unwillingness to share knowledge and do cross training. Now, sometimes people just don't want to learn new things, maybe we have a fixed mindset. More often, people don't want to share what they know because I feel like I'm the indispensable tiger and that makes me more valuable, or sometimes it's a bigger problem than that, that leadership can manage. It's, I don't have time to do this. I want to share, because I need help, or I want to learn, because this will help my team, but we have so many priorities day to day and deadlines that we're trying to meet, we're working the midnight oil anyway, I don't have time for cross training, I don't have time to teach someone a skill that will actually benefit us for years going forward. So leaders need to actually build time and space and capacity for knowledge sharing, cross training, learning. If you're not a learning organisation, friends, then you are falling behind. And this is the time where we believe that learning may be the only competitive advantage that you'll have, you know, the way that you can learn fast and implement your learning into your delivery system. Ula Ojiaku I came across this material, and well, basically it just said we're no longer in the information era, we're now in the augmented era. So before it's like, you know, you're learning right now, it has to be embedded into how you are working, you are learning as you go, and that's the expected norm moving forward. Bryan Tew So seven is avoiding the cultural impacts of transformation, right, and I think we're kind of overcoming that hump, but the reality is that leaders drive culture change. It's not just a grassroots culture that we're looking at, you know, teams can have their own culture, even a train can have their own culture, but when you're looking at an organisational culture, leaders drive the culture through example, through their behaviours, through the values that we articulate and share and reinforce, but it's also about how do we work and what are we trying to accomplish? And so that's why in our EBA model, we actually have a leadership and culture pillar specifically that leaders need to own, because in reality, culture is one of those top most important things that will actually establish lasting change. Ula Ojiaku And by EBA you mean Enterprise Business Agility. Awesome. Bryan Tew Yeah, which leads us to number eight. And this is where, kind of back to another one, leaders will say something but not really mean it. For instance, leaders will say that they need to prioritise better. Yes, we need better prioritisation. Yes, a value-based scoring system sounds amazing. But then in reality, they'll go and pull the trump cards and they'll escalate and they'll pull things out of the hat because we need this done now instead of actually looking at the value, the business value of the priorities that we should have in place. So it takes some discipline, and yes, we need some level of money to account for those rapid changes or rapid things that come in that we don't want to miss out on. That's why the ability to have adaptive funding is so important. You know, how often can you ask yourselves, have we had an opportunity where if we don't hit this right now, we're going to miss the window of opportunity? And it's shameful when an organisation says, well, we have to approve that in our budgeting process, so that's going to take months. Well, okay, I guess you don't want that opportunity, right? So all of that makes a difference. So how do we prioritise and how do we adjust and look at priorities constantly? We're always reprioritising based on value, and based on what we're seeing in our marketplace, in our industry, with our people. All that matters. But when I see leaders that, you know, they'll kind of say from a word perspective only, yes, I agree, these are the priorities, and then they'll do their very different own thing for their people, that's a problem, right, that's a problem. Ula Ojiaku And where I've seen this happen as well, it kind of ties in with your number one, which is misaligned incentives, but sometimes it's really, okay, yes, this is the right thing to do, but my target says X, so we're not going to do Y because I need to hit my targets and get my bonus. But anyway, so that's number eight. Sorry, go on. Bryan Tew And so Ula, maybe this sounds familiar, but sometimes I'll hear a leader that will be part of our kind of portfolio or enterprise strategy, and then they'll go back to the people and say, you know, don't worry, those are the priorities for the business, but I'll tell you your real priorities. Really? You mean you're not aligned with your business? Because that's a problem. So anyway, that leads us to number nine, which is putting a blind eye to capacity and employee burnout. Sometimes we just don't want to talk about it, right? We don't want to think about it, we know that our people are, you know, probably burning out. We're asking them to work weekends and late nights, but, you know, they'll figure it out. Or sometimes we'll have leaders that will push more work to the teams that are already over capacity, because in their minds they'll think, well, if they feel the pressure, they'll just start to do more, they'll somehow produce more and we'll force them to kind of get these deadlines made. Friends, you're going to lose people that way. You're going to lose quality. Lots of problems from that perspective. And I will tell you this, that there was one organisation where they wanted to bring in business agility and they said their number one problem was that their best people had been burned out and were all leaving. And when your best people leave, that puts you in a really terrible situation, doesn't it? So they realised they had to stop that, and this was year after year of, you know, it's going to get better, just get this project done, it's going to get better, and it never does. So, which leads us to our 10th elephant in the room. And this one I am, I give you kind of as a bonus because it's not really an elephant anymore. It's more of just something that should be part of our initial conversation. It's not having an outcome-oriented measurement strategy for your teams and transformation. So we kind of briefly touched on that earlier, but starting out any kind of change work or transformation work with specific outcomes that will actually help you to know that you're getting the business value or the needs met that you have in mind, that's so important, whether they're OKRs or other type of format, you know, that's not as important for me, but do you have a plan for how you're driving the right results? That's important. And one of the things that, that we do at AgilityHealth is we build a measurement strategy in place for your teams. You know, how healthy are they, how are they maturing, how are they performing? But also, I would say not just your teams, but your individuals. How do you know your individuals are doing well? But also, how about performance level, whether it's a train, a program, and as well as your portfolio and enterprise. If you don't know how you're doing in each of those areas, you know, that's actually what we try to help organisations with. So that's been really exciting for us to be able to work in. And those are the 10 elephants. Ula Ojiaku They're all very thought provoking elephants, if I may say so myself. And this is really great in terms of, and I have attended one of your courses, you took us through the Enterprise Business Agility Strategist course. That was excellent, life changing, I'm saying it not just because you're here, but it's true, it did make me think, it opened my eyes and it gave me a more joined up perspective of, you know, what a true transformation should look like and what are the key principles and pillars that one needs to consider to ensure that their transformation effort is sustainable. And you also have, you know, the tool that you have, you know, the AgilityHealth Radars and the tools, they are quite useful as well. Yeah, so great. Bryan Tew Yeah, absolutely. And I'm glad to hear you say that because ultimately the Enterprise Business Agility Model is really for leaders. It's a strategy model for leaders, you know, leaders, coaches, transformation folks who are really leading transformations, that's the intention, so you can have everything in place so your teams can actually be successful and deliver most effectively. Agile only gets you part of the way, right, and Agile is part of the model for sure, but it's not what leaders focus most on, right? It's what teams will do. Leaders need to do the other things will actually allow your teams to be successful. If anyone's interested in looking at the model, you can actually go to agilityhealthradar.com and that's where you can see our radars, that's where you can also go to the EBA model, and all of that is there. Ula Ojiaku So what books have you recommended most to people, and why? Bryan Tew Yeah, great question. So, you know, one that I've recommended for years that I really have enjoyed, I mean this was lifechanging for me, is called The Compound Effect by Darren Hardy, and the reason for that is this will really help you as an individual, a leader, a coach, whatever role, to really build in excellent habits, and there are many self-help books around how to build good habits. This was by far the best one that I've read, and it really kind of goes through a step by step - here's how you start from your morning routine to how you start to build in the right practices day to day, you know, how you influence others, like it's been tremendous. I'll give two others as well. I really loved the Trillion Dollar Coach, and this was written by some of the Google guys talking about a coach that really helped Silicon Valley organisations think more strategically and become real excellent leaders. So it's called the Trillion Dollar Coach, Eric Schmidt is one of the co-authors there, and he happened to be my CEO at Novell back in the day, so that was kind of exciting, and I recommend that for any type of leadership role or coach role. And then another one that is more recent, but I've just really loved is called Project to Product by Mik Kersten, many of you have heard of this one. I see a lot of organisations right now trying to move from projects to more product-oriented organisations, and he has a great way of thinking about that through his flow model to talk about how do you practically do that, so I highly recommend that one as well. Ula Ojiaku So where can the audience find you? Bryan Tew Well, I am on LinkedIn. I am one of the only Bryan Tews, T-E-W, Bryan with a Y, but I'd be happy to take any emails at bryan@agilityhealthradar.com. I do use Twitter, I don't use it a lot, but you can find me there as well, at B2Agile. Okay. And you know what, I just love having these conversations. So if any of you are interested in whether it's our strategy model or our EBA Radar or our AgilityHealth Radars, we have actually an OKR or outcome dashboard that if you're getting into OKRs, that might be a great thing to try out and utilise, that's been really helpful, we use it internally. And those are all things that we're real excited about. And sometimes I'll be at different conferences, speaking here and there, and I always love to do that, but to certainly reach out, I'd love to share any thoughts and ideas with you, and certainly help in what problems you're trying to solve. Ula Ojiaku Thank you so much, Bryan, these would be in the show notes as well. Any final words for the audience? Bryan Tew You know, I'm just excited that this has been such a big part of our community now, thinking about business agility, enterprise agility, it's a different feel than when we were just talking about Scrum and Kanban and some of these more specific frameworks. Business agility truly is opening up organisations doors to a new level of possibility. So I would say if you're just starting out on your business agility, learning and journey, keep that up, look at the resources that will help you learn what's going to solve your biggest challenge, it's an exciting place to be and I love that there are so many getting into this space because it's kind of the next level of really organisational optimisation, regardless of what kind of organisation you are. And what I love about business agility is it applies to any type of team, any type of group, because there are always things that we can do to improve the way that we either support our business, work in the business, or provide services for our customers. So I'll kind of leave it at that. Ula Ojiaku Well, thank you so much, Bryan. It's been an absolute pleasure and I've also gained insights speaking with you, so thank you for making the time. Bryan Tew Absolutely my pleasure, Ula. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!     

This episode is exclusively for people who want to have a personal breakthrough in their own performance. And who better to discuss it with but with people who have learned excellence, Dr. Eric Potterat & Alan Eagle. Alan Eagle is an executive Communication Coach, and he spent 16 years working with a top people at Google. He's written several other books, and his most well-known for his celebrated book, “Trillion Dollar Coach” about the legendary Silicon Valley coach Bill Campbell. Dr. Eric Potterat is a clinical and performance psychologist, and he was with the US Navy for over 20 years as a commander. On the last 10 years of Eric's career. he was the head psychologist for the US Navy SEALs globally. To say that these two know a little bit about how the top performers in the world do what they do is a radical understatement. And on this episode, we get into all of it, we pop the hood to go deep on their new book learned Excellence, which I highly recommend you pick up a copy of. You're listening to Christopher Lochhead: Follow Your Different. We are the real dialogue podcast for people with a different mind. So get your mind in a different place, and hey ho, let's go. Dr. Eric Potterat and Alan Eagle on Maintaining One's Mental Health in a Chaotic World Christopher, Alan and Dr. Eric opens the discussion on how they maintain their mental health with all the crazy things happening around all of us. Christopher highlights the overwhelming challenges globally, from political divisiveness to wars and rising anti-Semitism. Dr. Eric emphasizes the importance of focusing on what individuals can control, citing attitude, effort, and behavior within their circle. Alan adds that staying informed is crucial, but he discourages excessive complaining, urging people to think about actionable steps rather than mere criticism. “I can't stand the complainers. Okay, if you're going to take a position, great! Then I would think through, “what can you do?”” – Alan Eagle The three then get into how the struggle of balancing engagement with the world and avoiding emotional overload, especially in the face of potentially troubling events in the upcoming years. Dr. Eric Potterat and Alan Eagle on Mindset, Organizational Culture, and Sustained Excellence in Baseball Christopher, Alan, and Dr. Eric then talk about maintaining a good mindset in spite of challenges along the way. Dr. Eric talks about the concept of agency, and how to distinguish between victims, survivors, and thrivers, advocating for the latter by practicing agency and embracing post-traumatic growth. Alan underscores the importance of choosing a mindset and shares his experience with the Dodgers, highlighting the team's systemic approach and organizational mindset. Dr. Eric credits the Dodgers' sustained excellence to a focus on hiring talented individuals, providing necessary tools, and maintaining a process-oriented approach. Process and Mental Toughness in Entrepreneurship They then discuss the crucial role of process and mental toughness in entrepreneurship. Christopher draws from Michael Gerber's "The E Myth," highlighting how successful franchises attribute their triumph to well-defined processes, contrasting with small businesses' failure due to a lack of systematic approaches. Dr. Eric identifies process as a pillar of mental toughness, emphasizing its role among the five pillars discussed in their book. Alan Eagle also shares insights from Silicon Valley, underscoring the balance between process and visionary chaos at Google, which contributed to its innovative success. To hear more from Dr. Eric Potterat and Alan Eagle on how to learn excellence, download and listen to this episode. Bio Eric Potterat, PhD, is a clinical and performance psychologist and a leading expert in individual and organizational performance optimization. He retired as a commander from the US Navy after twenty years of service, during which he helped create the mental toughness curriculu...

The future of commerce is Video.Listen to Maryam Ghahremani - CEO at Bambuser - in B2B SaaS CEOs!We discussed why the video is the future, the importance of entertainment, finding a pain → solve the pain → build a relationship, Ikigai, and much more.-Timeline:1:25 - Who is Maryam Ghahremani?4:00 - Bambuser's elevator pitch.5:40 - 5 quick ones.7:00 - Video is the future of commerce.15:10 - External question from Julia Söderqvist at Returbo: "How do you see a difference in the adaptiation of the video commerce between different generations, such as boomers and Gen Z?"19:30 - GTM-strategy: Finding a pain → solve the pain → build a relationship.25:30 - The best way to do outreach to Maryam.34:00 - Maryam's book recommendation: Trillion Dollar Coach.36:00 - A favorite life motto: Ikigai38:00 - The top things she would tell her younger self.-The book Maryam recommended:Trillion Dollar Coach - Eric Schmidt, Jonathan Rosenberg, Alan Eagle-Do you want to get more booked meetings and increase your sales?Automate your outreach with LinkedIn, email, phone, and automated personalized video by using Vaam.Try Vaam for free on vaam.io.Follow Josef Fallesen on LinkedIn: https://www.linkedin.com/in/joseffallesen/Follow Vaam on LinkedIn: https://www.linkedin.com/company/vaam-ioFollow Vaam on Youtube: https://www.youtube.com/@vaam.io-Maryam's company Bambuser is the #1 video commerce platform, empowering brands with immediate conversion, feedback and engagement from their audience.Read more about Bambuser on: https://bambuser.com/-The music: Learning - Averro, AROM, Tore Phttps://open.spotify.com/track/5GOQtwi7xTnEoNqHrBOWem?si=4365c043e90e4444 Hosted on Acast. See acast.com/privacy for more information.

Today I'm thrilled to bring Alan Eagle to you to discuss his new book, Learned Excellence, with Eric Potterat. If you don't know Alan, he's Eagle is an author and executive communications consultant, helping leaders and companies shape and tell their stories. He spent 16 years at Google, partnering with executives to communicate the company's story to clients, partners, employees, and the public. He is the co-author of the books How Google Works and Trillion Dollar Coach, and the author, all by himself, of seven letters-to-the-editor published in Sports Illustrated. He has never won the New Yorker Caption Contest.  To give you a little tease of the new book, on shelves now, we discuss why we care so much about what other people think, the 10 techniques we can use to handle stress and achieve the excellence we crave, why balance is so critical to prevent burnout, and more. So without further ado, let's jump right in!

We're back with our slow but informative walkthrough of The Trillion Dollar Coach, covering Chapter 3 - Build an Envelope of Trust. We cover a ton of ground in this episode, here are some of the main points.- Building trust between leaders and teams- Trust as the foundation of psychological safety- Leveraging radical candor in delivering difficult messages- Establishing trust and psychological safety within a team- Scaling care and trust across growing teams- Coaching the coachable and avoiding over-focus on underperformers- Creating an environment of open dialogue and vulnerability- Storytelling in leadershipThanks for listening. Please subscribe and share this episode to anyone you think could benefit.

In today's episode, we take a break from The Trillion Dollar Coach and reconnect after a break. We touch on several topics:1. Adjusting to recording again and optimizing our workspace for better productivity.2. The significance of career progression within our teams and the importance of fostering an environment that supports growth and success.3. The value of setting clear goals and priorities for the year ahead, emphasizing the need for clarity before the year starts.4. Sharing personal experiences with promoting team members, highlighting the positive impact of providing opportunities for growth and development.5. Balancing professional and personal life, and exploring our creative side through architectural drawing and sketching as a way to unwind and find balance.6. ChatGPT and AI as a way to augment human productivity and output, with the downside of creating too much noise in the ecosystem.

Mike Salogub: Overcoming Team Conflict in Remote Work Environments, lessons learned as a Scrum Master Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this segment, Mike recounted a situation where he was brought in to help a team where there was conflict between two team members who fought about roles and responsibilities. Despite being excellent people individually, when they were together in the same room, they would undermine each other and interrupt each other. Mike took the initiative to understand what was going on and went through every single issue with them. Upon reflection, Mike realized that remote work was the reason for the misunderstandings and conflict. When the team members first came into the same physical room, they started to mellow out, and this face-to-face presence helped them to accept each other as humans. Mike noted that the team members had projected their problems onto each other, and when they met in person, those problems dissipated. Mike shared two tips based on this experience: first, to meet in person if possible, and second, to have cameras on for retrospectives. Featured Book of the Week: Extreme Ownership by Jocko Willink Mike recommended two books related to agile software development and leadership in the podcast. The first book is "Extreme Ownership" by Jocko Willink, which Mike described as agile in a nutshell. The book emphasizes values that can be thought of as the core values for Scrum Masters and explains the key characteristics of a team player. It also helps readers understand what it means to be a servant leader. Mike highlighted the importance of transparency, ownership, and teamwork, which are critical components of agile methodologies. Overall, "Extreme Ownership" provides practical insights into how to become an effective leader and team player. The second book that Mike recommended is "Trillion Dollar Coach" by Bill Campbell. The book follows the life and work of Bill Campbell, a legendary coach who worked with Google leaders and other leaders in Silicon Valley. Mike noted that the book explains many ideas that are equally applicable to being a Scrum Master and emphasizes the importance of transparency, ownership, and teamwork. Mike explained that the Scrum Master's role is to help team members shine and facilitate effective collaboration. Overall, "Trillion Dollar Coach" provides valuable insights into leadership, team building, and helps understand why agile methodologies actually work.   Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Mike Salogub Mike's an accomplished, committed and creative Scrum Master with over 10+ years of expanding horizons in the healthcare technology industry. Focused on continuous improvement using data to inform business decisions, and driving innovation to meet the needs of patients. You can link with Mike Salogub on LinkedIn and connect with Mike Salogub on Twitter.

Every Friday, I share with you one principle that has inspired me.In this episode, I share with you one principle by Bill Campbell: "Solve the Biggest Problem First." In our daily life, we have to make multiple decisions daily. It becomes really hard when you don't have any key points based on what you will make that particular decision. Our understanding of the world around us is largely shaped by the core principles we have accepted. Principles recognize what is true and help us apply truth to new or unknown situations. A good set of principles will enable us to make decisions quickly, even if our situation is completely new.Principles Friday will help you share the principles of successful entrepreneurs, founders, and big thinkers.If you like our podcast, please don't forget to subscribe and support us on your favorite podcast players. We also would appreciate your feedback and rating to reach more people.We recently launched our new newsletter, Principles Friday, where I share one principle that can help you in your life or business, one thought-provoking question, and one call to action toward that principle. Please subscribe Here.It is Free and Short (2min).

En este episodio encontrarás una selección de los libros y podcasts que he leído y escuchado durante el último mes: - "Trillion Dollar Coach" de Eric Schmidt, Jonathan Rosenber y Alan Eagle (9/10) - "The Creative Habit" de Twyla Tharp (8/10) - Acquired: Stratechery (8/10) - Kapital 59: Samuel Gil (8/10) - Lex Fridman 338: Chamath Palihapitiya (7/10)

En este episodio profundizamos en las lecciones de Bill Campbell a través del libro "Trillion Dollar Coach" de Eric Schmidt, Jonathan Rosenberg y Alan Eagle. Mi compañero para esta hazaña es Carlos Gómez, CEO y fundador de Vivla, 7R ventures y ex-Googler, donde estuvo 10 años pasando por Dublín, San Francisco, Motorola o Waze. Bill fue probablemente el Coach de más éxito de la historia, trabajó con todo el equipo directivo de Google, fue el coach principal de Apple y Steve Jobs durante más de 15 años, del ex vicepresidente de EEUU Al Gore, de Dick Costolo (ex-CEO de Twitter) o de Sheryl Sanberg (COO de Facebook) entre otros.

How do we handle the people on our teams who are exceptional at what they do, but regularly exhibit behaviors that are outside of the bands of the team dynamics / company expectations? Bill Campbell calls this "Managing the Aberrant Genius".Bill Campbell's advice is clear - tolerating the Aberrant Genius is OK as long as their behaviors are in the service (or intended to be in the service) of the good of the company, or the good of the team. When it can't be tolerated is when they continually put him or herself above the team.We think feedback and coaching are critical skills for everyone on the team and, if not done consistently and effectively, will introduce more risk if you have Aberrant Geniuses on your team. We also discuss whether or not the time and energy required to manage these profiles is the most effective place for leaders to spend their time.We also discuss how managing this dynamic as a leader wades into decision-making. Critical decisions should have a timeframe. What is the useful life of a decision? When making critical decisions, it's vital we re-visit and re-assess at some point in the future. Too many decisions are made by "default" (taking no action) or "permanently" never adjusted in light of new information/wisdom.

Simone welcomes Evan Sohn, CEO of Recruiter.com to this episode.  Evan shares his journey from starting his first company at age 21 to his current position. He shares tips and strategies on being an active participant in your career, setting goals and inspiring others. ↪️Join The After Show Discussion in our LinkedIn Group. ↪️Leave a review https://ratethispodcast.com/driverseat  You can reach Evan on LinkedIn and Twitter or by email at evan@recruiter.com Some of the resources mentioned in the podcast:  "Trillion Dollar Coach" by Bill Campbell "This Week in Startups" podcast  Stay Focused on Your Career  ↪️Have a Free Career Breakthrough Conversation With Simone ↪️Stay inspired by reading  The Power of Owning Your Career Book. ↪️Pre-Purchase Simone's newest book coming out soon - 52 Tips For Owning Your Career - 2nd Edition  

Sometimes you need to make the hard decision and expect that everyone will rally around it.We're back after a long summer break with one of our favorite leadership concepts from the Trillion Dollar coach around executive decision-making. Bill Campbell says our job as leaders are to ensure all perspectives get heard and considered when making decisions AND the accountability for the final decision rests on the leader's shoulders. In other words, it's the leader's job to break ties because sometimes the team's direction will align with the leader's directional vision, and others it won't. In our roles as leaders, we have to balance facilitating, enabling, and decision-making. One thing we can do as leaders to immediately improve our decision-making skills is to create a Decision Journal. You can read more about Decision Journals here: https://fs.blog/decision-journal/ (https://fs.blog/decision-journal/) For more information, visit our website at https://wannagrabcoffee.com (Wanna Grab Coffee? website)  or send us an email at hello@wannagrabcoffee.com.

Trillion Dollar Coach

The legendary Bill Campbell is called the trillion dollar coach by his biographers. Campbell coached and mentored larger-than-life business leaders Larry Page, Eric Schmidt, Steve Jobs, Marissa Mayer, and many others.If Bill was the trillion dollar coach, then I'm not sure what to call Joe Ehrmann and his friend and fellow coach, Biff Poggi who are central pillars in the book Season of Life by Jeffrey Marx.Little did Jeffrey Marx know that his life would be transformed forever once he stepped on a Baltimore Colts football field during training camp as an eleven-year-old. Years later, he would reconnect with Joe Ehrmann who took him under his wing during those earlier years. What was supposed to be a newspaper article about the demolition of a football field turned into a book about the building up of young men not just in football, but in the bigger game of life.Season of Life is one of the best books I've read in years. Central themes include false masculinity, revolving integrity, the best definitions of coach and success, and a young football player's reflection on a huddle.

IN THIS EPISODE, YOU'LL LEARN:01:55 - Matt's experience interacting with Bill Campell, the Trillion Dollar Coach in the eponymously named book.03:46 - What billionaires are often looking for when seeking out a coach.07:36 - Why Matt decided to go back to school before becoming a coach, even though he had a highly pedigreed resume.23:56 - A framework for determining when it makes sense to follow your passion and how Matt defines success.28:28 - What coaching is and what it is not.40:47 - Matt's Game Plan System.And a whole lot more!*Disclaimer: Slight timestamp discrepancies may occur due to podcast platform differences.BOOKS AND RESOURCES:Inflection Point Book Website.Via Character Website.Trey Lockerbie Twitter.Our tool for picking stock winners and managing our portfolios: TIP Finance Tool.Check out our favorite Apps and Services.New to the show? Check out our We Study Billionaires Starter Packs.Find Pros & Fair Pricing for Any Home Project for Free with Angi.Protect your online activity TODAY with ExpressVPN, the VPN rated #1 by CNET and Wired, and get an extra 3 months FREE on a one-year package.Take the next step in your working-life or get ready for a change, by being a Snooze franchise partner. To learn more, head to Snooze.com.au and scroll down the page for “franchising”.Confidently take control of your online world without worrying about viruses, phishing attacks, ransomware, hacking attempts, and other cybercrimes with Avast One.Personalize your plans in improving your metabolism, reducing stress, improving sleep, and omptimizing your health with InsideTracker. Use discount code TIP to get 20% off the entire InsideTracker store.Every 28 seconds an entrepreneur makes their first sale on Shopify. Access powerful tools to help you find customers, drive sales, and manage your day-to-day. Start a FREE fourteen-day trial right now!Invest in high quality, cash flowing real estate without all of the hassle with Passive Investing.Use Keeper Security's enterprise password management platform to enforce strong passwords and to make it easy for your teams to securely share credentials.Connect all your apps, automate routine tasks, and streamline your processes with Zapier.Browse through all our episodes (complete with transcripts) here.Support our free podcast by supporting our sponsors.HELP US OUT!Help us reach new listeners by leaving us a rating and review on Apple Podcasts! It takes less than 30 seconds and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How do the mentally strong manage their money? In a world where it seems like there's a disconnect between those who have money and those who don't, are there things we can do on a daily basis to transform our mindset around money?Joining me for this conversation is Winnie Sun.Winnie is one of the most trusted financial voices on social media today. With 20+ years of experience in the financial services industry, Winnie serves as Managing Director of Sun Group Wealth Partners, CNBC Financial Advisor Council, Forbes contributor, regular Good Day Los Angeles, host of the Yes Factor podcast, and is also tv host of LevelUp With Winnie Sun on NASDAQ, Amazon Fire, Roku. Her trending business tweetchat averages over 150MM impressions per week.Winnie gives listeners actionable tips on: [1:45] Where to start with managing your money [5:50] How to shift your mindset around talking about finances and money [8:30] Tips to manage and keep track of your money [15:00] How to invest smartly [20:00] Why should we start building credit as soon as possible [24:30] Winnie's book recommendation Resources mentioned in this episode:The Trillion Dollar Coach by Bill CampbellConnect with Winnie here: Instagram Twitter LinkedIn Facebook https://sungroupwp.com/  Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com  https://www.instagram.com/winniesundotcom/

How do the mentally strong manage their money?  In a world where it seems like there's a disconnect between those who have money and those who don't, are there things we can do on a daily basis to transform our mindset around money? Joining me for this conversation is Winnie Sun. Winnie is one of the most trusted financial voices on social media today. With 20+ years of experience in the financial services industry, Winnie serves as Managing Director of Sun Group Wealth Partners, CNBC Financial Advisor Council, Forbes contributor, regular Good Day Los Angeles, host of the Yes Factor podcast, and is also tv host of LevelUp With Winnie Sun on NASDAQ, Amazon Fire, Roku. Her trending business tweetchat averages over 150MM impressions per week. Winnie gives listeners actionable tips on: [1:45] Where to start with managing your money [5:50] How to shift your mindset around talking about finances and money [8:30] Tips to manage and keep track of your money [15:00] How to invest smartly [20:00] Why should we start building credit as soon as possible [24:30] Winnie's book recommendation Resources mentioned in this episode: The Trillion Dollar Coach by Bill Campbell Connect with Winnie here: Instagram Twitter LinkedIn Facebook https://sungroupwp.com/  Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com  https://www.instagram.com/winniesundotcom/

How do the mentally strong manage their money?  In a world where it seems like there's a disconnect between those who have money and those who don't, are there things we can do on a daily basis to transform our mindset around money? Joining me for this conversation is Winnie Sun. Winnie is one of the most trusted financial voices on social media today. With 20+ years of experience in the financial services industry, Winnie serves as Managing Director of Sun Group Wealth Partners, CNBC Financial Advisor Council, Forbes contributor, regular Good Day Los Angeles, host of the Yes Factor podcast, and is also tv host of LevelUp With Winnie Sun on NASDAQ, Amazon Fire, Roku. Her trending business tweetchat averages over 150MM impressions per week. Winnie gives listeners actionable tips on: [1:45] Where to start with managing your money [5:50] How to shift your mindset around talking about finances and money [8:30] Tips to manage and keep track of your money [15:00] How to invest smartly [20:00] Why should we start building credit as soon as possible [24:30] Winnie's book recommendation Resources mentioned in this episode: The Trillion Dollar Coach by Bill Campbell Connect with Winnie here: Instagram Twitter LinkedIn Facebook https://sungroupwp.com/  Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com  https://www.instagram.com/winniesundotcom/

Yea or nay? Should salespeople provide consulting ahead of the sale? Lightning Round:  10 Ways to Increase Your Value with the Customer Before the Sale Question:   Dianna from St. Louis asks, “I have two big customers I'm trying to close, but both of them keep asking me for more information. I feel like they're just trying to take advantage of my industry knowledge.  Where do I draw the line?  What we sell is equipment, we don't even consulting services!"   Book:   Trillion Dollar Coach by Eric Schmidt, Jonathan Rsoenberg and Alan Eagle  

Today we continue our series on The Trillion Dollar Coach with Part 3 of Chapter 2 which is all about one-on-ones. Bill Campbell brought his own unique flair to coaching his team and rooted it in solid leadership foundations that we will discuss today. We discuss a few thoughts and ideas around how to improve your own 1:1 effectiveness which center mostly around consistency and preparation. No single one-on-one will be life-changing, but the frequency of these relationship investments will compound over time. You will also get a 10x return on the time you invest preparing for the one-on-one which will lead to faster growth of your team. For more information, visit our website at https://wannagrabcoffee.com (Wanna Grab Coffee? website) or send us an email at hello@wannagrabcoffee.com.

Today we continue our series on the Trillion Dollar Coach by talking about one of our favorite relationship building tools, the Trip Report. The Trip Report is exactly what it sounds like. A brief, informal, overview of a recent vacation you took aimed at sharing with your colleagues to build trust and help them get to know you better. When you have a team that is willing to share Trip Reports, you can foster a higher degree of empathy and collaboration over time. For more information, visit our website at https://wannagrabcoffee.com (Wanna Grab Coffee? website) or send us an email at hello@wannagrabcoffee.com.

"If you're a great manager, your people will make you a leader. They claim that not you." - Bill CampbellIn today's episode we continue our series on Bill Campbell and the Trillion Dollar Coach with Chapter 2: Your Title Makes You a Manager. Your People Make You a Leader. This chapter is solid gold and a great start to the book. It's also very dense with lots of differing advice around leadership, executive effectiveness, and building great relationships throughout the organization. Today we cover the areas of the chapter focused on building trust with your team and some of the attributes as a coach Bill brought to bear on the team to help it level up, both at the individual and group level. For more information, visit our website at https://wannagrabcoffee.com (Wanna Grab Coffee? website) or send us an email at hello@wannagrabcoffee.com.

Today we continue our series on the Trillion Dollar Coach. We cover the first chapter which covers some backstory of Bill's life and some of the events and experiences that led him to become the person he is today. It's sort of a prequel to the book, there is not much actual guidance in this chapter but there is some wisdom that is worth the read. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@wannagrabcoffee.com.

Today we kick off a new series: https://www.goodreads.com/book/show/42118073-trillion-dollar-coach (Trillion Dollar Coach), a book that outlines the leadership style, approach, and secrets of one of the greatest business leaders of our time: Bill Campbell. Bill Campbell is not who you might have normally pegged as a fantastic leader that was in the middle of some of the greatest successes from the largest companies in silicon valley. He had a unique approach that informs how we might improve our own leadership craft. Just like before, we will kick off the book, cover each chapter individually, and close out the series with our final thoughts and some ideas on how we can collectively grow. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@wannagrabcoffee.com.

Welcome to the Living Limitless Podcast. Where we talk about fitness, motivation, and mindset. These are real conversations about people who have lived through the struggle to become successful. And now, here's your host, Clint Riggin. Happy Tuesday, Limitless Family! Let's get this going. I want to tell you about a book that I just read, that a good friend of mine, client, gave to me. Trillion Dollar Coach. You see, I had the opportunity to be on Brandon Brittingham's podcast while in Dallas, and before he left, he called me into the lobby to give me something. He handed me this book. Trillion Dollar Coach by Bill Campbell. See, Bill was a revolutionary image when it came to coaching some of the most elite entrepreneurs. I immediately starting reading on my flight back to Tampa and realized the one commonality that continued to surface. When you truly care about the people in your company, it will be a direct reflection of your company's success. Start asking your employees about their weekend, their family and doing a trip report rather than going straight into the problem or solution. As you see, Bill cared more about his team than anything else. And your team is truly, what you need for your ultimate success. The one thing in Limitless Coaching that we decided to implement immediately to ensure that we had proper meals, supplements, and tools for recovery. All managing members have meal prep delivered weekly, neurotrophic for brain stimulation, and whoops to track our recovery and strain. I want you to take a deep look at your team, the employees, and the people who look up to you as a leader. Are you more worried about the numbers, or your team operating at optimal levels, and how their out of work balance is, and truly caring for them as an individual. Thank you, Brandon. You've been a huge mentor to me. I love seeing your success brother. Guys, if this uplifts you, inspires you, and motivates you, all I ask is you share this with your friends, family, Facebook, Instagram, Twitter, Snapchat, all over the place — because we want to make this the number one inspiration podcast every single morning you listen to it. Guys, have an amazing day and LIVE LIMITLESS!

Si te quieres unir al newsletter 1 Libro x Semana da click aqui. Trillion Dollar Coach narra las experiencias como Coach de Bill Campbell, uno de los coaches de negocios más reconocidos y quien trabajó con empresas insignia de Silicon Valley como Google, Apple, Twitter e Intuit y fue coach personal de Steve Jobs, Larry Page / Sergey Bin y Jack Dorsey. Te recomendaría leerlo? El libro cuenta una gran cantidad de historias y experiencias que vivió Bill con sus coachees, en ambientes profesionales y personales. Es un libro lleno de aprendizajes que se pueden aplicar en los negocios y en la vida personal. Me parece que este tipo de libros siempre son buenos tenerlos a la mano, ya que una experiencia la podemos adaptar a una situación que estemos viviendo en el momento. Me gusto la narrativa, pero sobre todo los casos prácticos que van platicando en cada capitulo. Resumen del libro Trillion Dollar Coach, da click aqui.

“innovation is where the crazy people have stature”Bill Campbell was a trusted, loved and transformational Executive Coach whose clients included many of the corporate and entrepreneurial titans of the Silicon Valley tech world. Bill exemplified many of the foundational skills of The Helping Conversation including empathy, directness, courage and a feeling of love and loyalty for the people he coached and is viewed by many as one of the true visionaries in the practice of Group Coaching.Alan Eagle, Director of Executive Communications at Google, is the co-author, with Eric Schmidt and Jonathan Rosenberg, of the New York Times bestselling book Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell which chronicles Bill's coaching of the leaders of companies such as Apple, Google and Microsoft.Prior to his present position, Alan was the communications lead for the Google product team, where he developed speeches and other communications for executives including Eric Schmidt, Jonathan Rosenberg, Marissa Mayer, and Susan Wojcicki. Before joining Google in 2007, Alan held sales and product roles at several Silicon Valley start-ups. Alan holds a Computer Science degree from Dartmouth College and an MBA from The Wharton School.For more information on the book, Trillion Dollar Coach:https://www.slideshare.net/ericschmidt/trillion-dollar-coach-book-bill-campbellTo contact Alan Eagle:https://www.linkedin.com/in/alaneagle/

In this episode we connect with Swati Bhatia, Partner at Goldman Sachs to discuss the leadership principles that shaped the innovative culture of Silicon Valley.  Trillion Dollar Coach, authored by Eric Schmidt, Alan Eagle and Jonathan Rosenberg, showcases the life story of Bill Campbell who coached executives across Apple, Google, LinkedIn and several startups in Silicon Valley and helped drive 10X growth and beyond.  A football coach turned high tech executive, Bill Campbell brought out the best in leaders and teams by building an envelope of trust and creating a team first environment. Hear this episode to learn how you can apply the silicon valley success strategies in your life and business.   

Leading Through the Left TurnsHow leadership is developed in the moments when life throws you a curveball you never asked for or expectedSHOW QUOTE:“Focusing on putting your strengths at the top of your game puts you in a position to be at your best every single day.  Then you allow yourself to shine in those moments. That's leadership.” — Greg KishGUEST BIO:Greg Kish oversees all ticket sales and service initiatives for SoFI Stadium, Home of the LA Rams and LA Chargers, and host of the Upcoming Super Bowl LVI. Prior to his efforts in helping bring the NFL back to Los Angeles, Greg worked with the 49ers to open Levi's Stadium and the Dallas Cowboys to open AT&T Stadium. But Greg's true legacy has become his position as a catalyst through his industry-leading coaching, leadership, and purpose-driving accomplishments.Learn more about Greg:LinkedInSoFI ProjectRams TwitterOPENING MONOLOGUE:Beyond all the trophies and accomplishments, Greg Kish's true legacy has become to serve and be a catalyst as an industry leading coach, leader, and purpose driver. And the number of lives he has impacted is absolutely extraordinary. And it's still climbing.CORE TOPICS + DETAILS:[12:06]Greg Kish's JourneyFrom childhood baseball to launching massive sports stadiumsGreg's childhood love of sports led him to a spot-on Team USA. But then an injury permanently sidelined his career, and he was faced with a choice— keep trying to push or make a left turn into something new. He adjusted his goals, and his life (and the world of pro sports) have become better for it.[16:34]Leadership vs. BossingHow Greg got thrown into the leadership deep end, and what he learnedAt a young age and very early in his career, Greg was thrown into a leadership role without any warning or experience. What he learned was that there are times where you have to sacrifice so that someone else can succeed, and there are times where you have to be the one taking the big shot in the clutch. Understanding that balance is one of the secrets to unlocking real leadership.[23:43]Double Down on Strengths or Correct Weaknesses?For Greg, the answer lies somewhere in-betweenIs it better to strengthen our strengths or improve our weaknesses? Greg Kish believes the answer lies somewhere in the middle. Our strengths drive us forward if we capitalize on them, putting us in positions to succeed. But along the way, we should always be looking for opportunities to improve our weaknesses and augment them with help from others who are strong where we are not.[26:55]The Power of VulnerabilityWhere there's self-awareness, there's strengthThere was a time where vulnerability was seen as a weakness. Now we understand it's really a superpower. It builds trust in others when we reveal our vulnerabilities, and when we're aware of our weaknesses we're better equipped to turn them into strengths.[40:55]‘Yes, If' vs. ‘No, Because'Unpacking Greg's mentality in personal and professional lifeInstead of responding to requests or ideas with ‘No, because…' reply with ‘Yes, if…' Then list the parameters that would allow you to say ‘yes.' This puts you in a positive mindset while also encouraging others to improve on their ideas and concepts.[41:28]Growth from StrugglesHow challenging times can transform us for the betterAs the pandemic and other struggles have affected our lives, how do we respond? In some ways, we may be able to use them to help ourselves grow. Greg discovered meditation, a passion for cooking, and the opportunity to reconnect with old friends and family. What will you discover if you allow yourself to grow?[58:31]Greg's ‘Why'How finding purpose has influenced Greg's lifeGreg highlights that the most significant impact of living and working with purpose is that it gives you greater insight into yourself. You understand why you make certain decisions, even bad ones, and why you put yourself in certain situations. Then you can move forward with confidence, because you know exactly why you do the things you do.RESOURCES:[00:28] Purpose Labs[04:17] LA Rams Website[04:18] LA Chargers Website[04:21]  Super Bowl LVI Info[05:36] SoFi Stadium[38:20] Rich Diviney & The Attributes[56:55] The Trillion Dollar Coach[1:07:35] Trust ModelMAKE A PLAY:How do you build trust in yourself and the people around you? One of our past guests, Rich Diviney, and the Chapman and Co. Leadership Institute co-created a model of trust that' s incredibly powerful. In that model you'll see a quad box model of what builds trust: competence, consistency, character, and compassion.If you're ready to make a play on building trust, then identify behaviors and actions that will help you show up each day and build trust with others both personally and professionally. Let's all make trust an integral part of our Playmaker toolkit, so we can all level up together.Want to keep making the right plays? Subscribe to Playmakers now.Check out more episodes and content on the Playmaker's website.Follow Greg:LinkedInSoFI ProjectRams TwitterFollow Paul:Playmakers PodcastThe Power of Playing OffenseLinkedInFacebookTwitterInstagramYoutubeSHOW SPONSOR:Audible: Interested in leveling up and lifelong learning? Then what's better than a free audio book and 30-day free trial when you visit audible.playmakerspod.com? With over 200,000 titles to choose from, there's no limit to what you can explore and learn on Audible. TRY AUDIBLE TODAYABOUT PLAYMAKERS: IMPACT UNLEASHED:Playmakers: Impact Unleashed is an all-access pass to the game-changers of today and the history makers of tomorrow. The show looks past the trophy cabinet and features a no-BS, inside look into the world of comeback, transformation, and impact unearthing practical tools and mindsets that we can all leverage to make a play in our own lives and careers.Take a seat at the table with leadership expert, sports industry veteran, personal transformation coach, purpose igniter, and your host Paul Epstein in this inspiring, yet immediately actionable podcast. From stories of total defeat to the thrills of unimaginable achievement to the practices of mastering the inside game, each show will share a high-energy, prescriptive blueprint to unleash impact and drive success, significance, and purpose no matter your starting point. Meet Paul at the 50 and make a play together! Learn more at: PlaymakersPod.comABOUT MOTOWN PODCAST STUDIOS:In Detroit, history was made when Barry Gordy opened Motown Records back in 1960. More than just discovering great talent, Gordy built a systematic approach to launching superstars. His rigorous processes, technology, and development methods were the secret sauce behind legendary acts such as The Supremes, Stevie Wonder, Marvin Gaye, Diana Ross and Michael Jackson.As a nod to the past, Motown Podcast Studios leverages modern versions of Motown's processes to launch today's most compelling podcasts. What Motown was to musical artists, Motown Podcast Studios is to podcast artists today. With over 75 combined years of experience in content development, audio production, music scoring, storytelling, and digital marketing, Motown PodcastStudios provides full-service development, training, and production capabilities to take podcasts from messy ideas to finely tuned hits. Here's to making (podcast) history together.Learn more at: MotownPodcastStudios.comABOUT THE HOST:Paul Epstein may not be a hard charging running back on the actual football field, but his list of high-profile wins in the world of sports will have you thinking that he could be.Paul has spent nearly 15 years as a pro sports executive for multiple NFL and NBA teams, a global sports agency, and the NFL league office. He's transformed numerous NBA teams from the absolute bottom in league revenue to top-two in financial performance. He's broken every premium revenue metric in Super Bowl history as the NFL's sales leader. He's opened a billion-dollar stadium, helped save the New Orleans NBA franchise, and founded the San Francisco 49ers Talent Academy.He's since installed his leadership and high-performance playbook with Fortune 500 leaders, Founders and CEOs, MBAs, and professional athletes.Now, as Founder of Purpose Labs, keynote speaker and host of the Playmakers: Impact Unleashed podcast, Paul explores how living and working with a focus on leadership, culture, and purpose can transform organizations and individuals anywhere to unleash their full potential.Learn more about Paul at: PaulEpsteinSpeaks.comOrder Paul's new book: The Power of Playing OffenseCREDITS:Paul Epstein: Host | paul@paulepsteinspeaks.comConnor Trombley: Executive Producer | connor@motownpodcaststudios.com

Harikrishna Narayanan is the co-founder of a YC-backed stealth startup. He was previously a Principal Engineer at Yahoo, a Director in Workday's Machine Learning organization, and holds an M.S. from Georgia Tech. Every Thursday I send out the most useful things I've learned, curated specifically for the busy machine learning engineer. Sign up here: https://cyou.ai/newsletter (https://cyou.ai/newsletter) Follow Charlie on Twitter: https://twitter.com/CharlieYouAI (https://twitter.com/CharlieYouAI) Subscribe to ML Engineered: https://mlengineered.com/listen (https://mlengineered.com/listen) Comments? Questions? Submit them here: http://bit.ly/mle-survey (http://bit.ly/mle-survey) Take the Giving What We Can Pledge: https://www.notion.so/charlieyou/Content-Pipeline-af923f8b990646369a85a00a348a1e12 (https://www.givingwhatwecan.org/) Timestamps: 02:45 How Hari got started in computer science and machine learning 06:00 Making the transition from IC to manager 14:35 What it means to be an effective engineering manager 19:20 Differences in managing machine learning vs traditional software teams 24:30 The importance of explaining complicated topics simply 30:15 How he thinks about hiring for data science and machine learning 36:50 Mistakes Workday made as it adopted machine learning 41:50 Essential skills for machine learning engineers 54:05 Why the future of AI is augmentation, not automation 58:30 His experience so far with YC 01:02:00 Rapid fire questions Links: https://www.brainpickings.org/2014/01/29/carol-dweck-mindset/ (Growth Mindset) https://fs.blog/2012/04/feynman-technique/ (The Feynman Technique) https://www.radicalcandor.com/ (Radical Candor) https://www.trilliondollarcoach.com/ (Trillion Dollar Coach) https://thewisemangroup.com/books/multipliers/ (Multipliers) https://www.jimcollins.com/article_topics/articles/good-to-great.html#articletop (Good to Great) https://hbr.org/books/watkins (The First 90 Days) https://www.harpercollins.com/products/crossing-the-chasm-3rd-edition-geoffrey-a-moore?variant=32130444066850 (Crossing the Chasm) https://en.wikipedia.org/wiki/Zero_to_One (Zero to One) http://theleanstartup.com/ (The Lean Startup) https://hardthings.bhorowitz.com/ (The Hard Thing About Hard Things) https://www.ynharari.com/book/sapiens-2/ (Sapiens) https://www.penguinrandomhouse.com/books/20549/a-short-history-of-nearly-everything-special-illustrated-edition-by-bill-bryson/ (A Short History of Nearly Everything) https://numenta.com/resources/on-intelligence/ (On Intelligence) https://www.predictionmachines.ai/ (Prediction Machines) https://algorithmstoliveby.com/ (Algorithms to Live By) https://sdv.dev/ (The Synthetic Data Vault)

E29: Natalie Putnam is Chief Executive Officer at DeliveryCircle  DeliveryCircle is a proprietary technology-based same-day delivery solution provider providing a technology platform for final mile fleets.     Natalie has more than 30 years in the logistics industry and has served as the Chief Commercial Officer at Verst Logistics and other senior leadership positions at YRC Worldwide, Ryder Systems, Kansas City Railroad. Her leadership was put to the test at YRC Worldwide when the troubled trucking company sought her leadership to reduce turnover of their 600+ sales force during an economic downturn that threatened the company with bankruptcy.   Natalie is a member of the advisory boards of the Cystic Fibrosis Foundation, AWESOME Leaders, and the American Logistics Aid Network (ALAN). She earned her undergraduate degree from Central Michigan University. Natalie's LinkedIn: https://www.linkedin.com/in/natalieputnam/ (https://www.linkedin.com/in/natalieputnam/) DeliveryCircle: https://www.deliverycircle.com/ (https://www.deliverycircle.com/) WHAT YOU DISCOVER IN THIS EPISODE: The question Natalie asked led to her choosing a business career. How to communicate directly and respectfully. How to increase communication effectiveness. The question that helps you set your sights higher and accelerate your career. What it was like working in Jimmy Hoffa's “local” for her first big job. What it was like being one the first women in management at her company. Sales stories from 8 Mile in Detroit (yes, the same place as Eminem hails from) The single strategy that boosts your team's productivity. A personal example of the shadow-side of stress. The hardest layoff Natalie ever had to make. How to summon your courage. The “finger print” strategy to get your big idea accepted by the C-Suite. Strategies to conquer impost syndrome. Why you should add music to your meeting. HIGHLIGHTS: Advice for underrepresented groups in C-Suite: Discard the fear. If you want to lead, then lead. Be female but compete on competence. Show up with gravitas. Lower voice has more command. What traits Natalie is looking for when hiring new people: They need to be ambitious, eager and passionate. Be humble. Be smart emotionally and intelligently. How employees should communicate their big ideas: You should socialize it with someone else before bringing it to the meeting. Your big idea is not about making a name for yourself but making the company better. Tweak your ideas and let other people put their fingerprints on it. QUOTES: “Ask “What else can I do?”.  Ask “What can I do to develop myself?” “Compete on competence.” “Show up with gravitas.” “It's critical to make your ‘work', work for you.” RESOURCES: Crucial Conversations https://www.amazon.com/Crucial-Conversations-Talking-Stakes-Second/dp/1469266822 (https://www.amazon.com/Crucial-Conversations-Talking-Stakes-Second/dp/1469266822 ) Books by Patrick Lencioni https://www.amazon.com/Patrick-M.-Lencioni/e/B001ILFMB2 (https://www.amazon.com/Patrick-M.-Lencioni/e/B001ILFMB2 ) The Rock Legends Cruise Zero to One, Peter Theil https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296 (https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296 ) Trillion Dollar Coach, Bill Campbell https://www.amazon.com/Trillion-Dollar-Coach-Leadership-Playbook/dp/0062839268 (https://www.amazon.com/Trillion-Dollar-Coach-Leadership-Playbook/dp/0062839268 ) MUSIC MENTIONED: Pete Townsend Rolling Stones ACDC Jet ------------------- https://www.benfanning.com/the-ceo-sessions/ (Apply to be on the show) ------------------- https://www.benfanning.com/the-ceo-sessions/ (Connect with Ben:) https://www.linkedin.com/in/benfanning/ (https://www.linkedin.com/in/benfanning/) https://www.instagram.com/benfanning1/ (https://www.instagram.com/benfanning1/) https://twitter.com/BenFanning1...

EP 865 Book Review โค้ชแห่งซิลิคอนแวลลีย์ หนังสือเล่มนี้แปลมาจากหนังสือชื่อดังที่มีชื่อว่า Trillion Dollar Coach เป็นหนังสือที่กล่าวถึงโค้ชผู้บริหารชื่อดังที่ชื่อว่าบิล แคมป์เบลล์ ที่เป็นโค้ชให้กับผู้บริหารชั้นนำของหลายบริษัท ผมได้นำเอาข้อคิดหลาย ๆ ข้อมา Review ไว้ใน Episode นี้ เผื่อเป็นประโยชน์นะครับ

Charles, Igor, and Robert continue the discussion on taking intentional downtime to increase our physical, mental, and relationship wellbeing during times of crisis. We also discuss the idea of creating a Trip Report to share with our team when we return. The Trip Report was made famous by Bill Campbell, in the Trillion Dollar Coach when he suggested the Management Team at Google share details of their travels in order to build trust across the team. Thanks for joining us today and we'd love to hear from you so please drop us a comment on your social media platform of choice. You can also view the live recording of this episode https://youtu.be/FmKERXK9cyk (here).

There are more than 2 million companies in the U.S. alone that have at least five employees. That means there are 2 million CEOs in this country, and that you have a 1 in 50 chance of becoming one yourself!Hooman Yazhari is the Co-Founder and Chairman of the Board at Beyond Capital Fund. He is a CEO with international experience and serves on several Boards including Bristow Group and Voyager Aviation. He focuses on change management through the life cycles of distressed companies undergoing transformation. Hooman was previously the CEO of Waypoint, a helicopter-leasing business, and served as General Counsel at CHC Helicopter, the world's largest helicopter operator. And he happens to be the husband of our co-host, Eva Yazhari!"If a leader is only thinking 'what's in it for me,' that's not a sustainable way to lead," says Hooman. "Rather, if a leader thinks: how can I get the best out of this team of people? How can I help them succeed? Well then, the team works like a Swiss watch and the leader looks like an absolute genius."Books mentioned: "Great by Choice" by Jim Collins, and "The Trillion Dollar Coach" by Eric Schmidt, Jonathan Rosenberg, Alan Eagle.Read Hooman's article in The Conscious Investor!For more on the podcast, visit The Beyond Capital Podcast website.

Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016.

Ronnie Lott is a Pro Football Hall of Famer and one of the best to ever play the game.   The below is a blurb from the book Trillion Dollar Coach, in which Lott talks about Bill Campbell, possibly the greatest executive coach of our time.  "Great coaches lie awake at night thinking about how to make you better.  They relish creating an environment where you get more out of yourself. Coaches are like great artists getting the stroke exactly right on a painting.  They are painting relationships. Most people don't spend a lot of time thinking about how they are going to make someone else better. But that's what coaches do.  It's what Bill Campbell did, he just did it on a different field."  Lott's first sentence is interesting.  I've noticed that most of the successful people I've met spend time thinking, obsessing over their craft.  At night, in the morning.   Whether it's leading your team, being a better mother or being the top salesperson at your company, it's the after-hours that really make the difference.  The constant thinking, tinkering, 1% changes you can make.   Most people don't think that way.  They flip on HGTV and watch mind-numbing TV until it's time for bed.   It's not for everyone.  But if you want to be the top of the field, you need to commit to the craft.   This post is from our new series, Daily Momentum.  Each morning, we send a short, inspirational post via email, blog and podcast.  You can get it directly to your email here.  You can subscribe on iTunes here .

In this episode Brandon dives into the impactful book Trillion Dollar Coach by Bill Campbell.  This book does an incredible job showing the importance and effect that coaching has on the success and culture of a team. Getting teams to work together is already a difficult challenge. Here Brandon shares the insights from Bill how to make this easier, how to execute more consistently via coaching.  Great, impact book on this impactful episode.  _____________________ For more listening options and several FREE resources provided by New Work Revolution, please visit GrowthandFreedom.media.  Also, if you enjoyed this episode please subscribe to the podcast and leave us a 5 star rating and review on iTunes! 

What's a great coach worth? Bill Campbell was a legend among legends. From coaching football to coaching the likes of Steve Jobs and Jeff Bezos, Campbell's ability to get the absolute best out of people echoes across business today.  In Trillion Dollar Coach, Campbell's coach-ees unpack what made his coaching so effective — and how […] The post MBA1378 Must Read: The Trillion Dollar Coach by Eric Schmidt appeared first on The $100 MBA.

Bill Campbell created billions of dollars of value in Silicon Valley as head of marketing and board director for Apple Inc. and CEO for Intuit and GO Corporation. But, he also created trillions of dollars of shareholder value by coaching Larry Page, Sergey Brin, Eric Schmidt, Jonathan Rosenberg and Sundar Pichai at Google, Steve Jobs at Apple, Brad Smith at Intuit, Jeff Bezos at Amazon, John Donahoe at eBay, Marissa Mayer at Yahoo, Dick Costolo at Twitter, and Sheryl Sandberg at Facebook. This episode reviews the book, The Trillion Dollar Coach, and explains how he worked his magic.

Hey ya'll welcome to the sixth episode of the Cowboy Perspective! In this episode I get to talk with Matt Magee the host of Healthy Conversations podcast. Matt was nice enough to have me on his podcast as a guest to talk all things Bacon Bash Texas! Links to and lists of information discussed or mentioned throughout this podcast.... Bacon Bash Texas Books mentioned The Whole 30 by Melissa Hatwig Urban and Dallas Hartwig Ego Is the Enemy by Ryan Holiday The Stand by Stephen King Where Does it Hurt by Jonathan Bush and Stephen Baker Nonviolent Communication by Marshall Rosenberg PhD Blink: The Power of Thinking without Thinking by Malcolm Gladwell Podcasts Referenced - The Tim Ferris Show (Eric Schmidt - Lessons from a Trillion - Dollar Coach), The GaryVee Audio Experience, The Kevin Rose Show, Cocaine and Rhinestones, Armchair Expert Matt Magee - Healthy Conversations (3:10) – Neil Dudley's background (4:22) – Rodeo! (5:10) – Bacon Bash overview (9:33) – What is Niki Warms the Cold? (11:55) – A quick tangent – Bacon Bash Texas, not Bacon Fest (13:10) – Type I Diabetes (15:50) – Ways to donate and get involved – www.baconbashtexas.com (18:20) – Mike Micallef, a champion for Bacon Bash (19:13) – The Keto Diet (20:54) – How and when Neil started the Keto Diet and his perspective on addiction (24:20) – Peterson Natural Foods (28:23) – Bacon without additives (29:25) – Getting started at Peterson Farms – how Cody became the president and Neil started working for Peterson Farms (36:43) – When and where is Bacon Bash? (37:41) – Health Secrets/Staying Healthy (39:25) – What podcasts and audio books Neil listens to (43:10) – The value of a dollar or bitcoin (47:18) – Matt's favorite books (49:46) – Matt's Day Job (51:48) – Wrap up The Cowboy Perspective is produced by Straight Up Podcasts & Root and Roam

Guest: Robby Allen - Former Head of Sales @Mixmax (Founder @Buena Vista Ventures; Formerly @Flexport, @Zenefits) Guest Background: Robby was born and raised in San Francisco and knew from a young age that he wanted to build and scale companies. At Zenefits he took the outbound SDR team from 0-250+ reps. At Flexport he built a global outbound team across 3 continents. After that Robby was the head of sales at Mixmax, taking the team from a self-serve business to a B2B sales model. Currently, Robby runs his own consulting practice: Buena Vista Ventures. Buena Vista focuses on emerging technology companies, mainly SaaS businesses, looking to build and scale high performing and efficient sales organizations. Outside of the office, you can find Robby playing basketball or hiking to the top of a peak. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - Scaling SaaS Sales Functions Across Multiple Growth Phases - Hiring & Onboarding Sales Teams at Massive Scale - Building Sales Development Engines - Sales Compensation Plans Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to the Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. We have Robby Allen on the show today. Robby was born and raised in San Francisco and knew from a young age that he wanted to build and scale companies. At Zenefits, which had a $4.5 billion evaluation on $584 million capital raised, Robby took the outbound SDR team from 0 to 250+ reps. Then at Flexport, which had a $3.2 billion valuation on $1.3 billion raised, Robby built a global outbound team across three continents. After that, Robby was the Head of Sales at Mixmax. Mixmax has raised $13 million, and he took that team from a self serve business to a B2B sales model. Currently, Robby runs his own consulting practice, Buena Vista Ventures, Buena Vista focuses on emerging technology companies, mainly SaaS businesses looking to build and scale high performing and efficient sales organizations. Outside the office you can find Robby playing basketball or hiking to the top of a peak. Here we go. Naber:  Robby! Awesome to have you on the show today. How are you my man? Robby Allen:     I'm good. I'm good, Thanks for having me, Brandon. It's good to be here. Naber:  Good. Fresh off your recent trip to Europe. You're in a feel good mood. You've got good energy. I'm loving it. You and I have known each other for awhile, and I'm really happy and proud to be chatting with you today. I think there's a lot that the audience can learn from you. What I think we'll do, if it's okay with you, is we'll go into some personal stuff first - let the audience get to know you a little bit better. We'll go into a few different things around your basketball career. I want to talk about some of the things that you did growing up, get an idea for some of your interests, all the way from Robby as a kid and what you were interested in and what you were like, all the way through to the end of the end of school in Eugene. So, if you're okay with it, could you give us maybe five, seven minutes, and it will probably last a little bit longer than that because I'll ask questions, hopefully not too rudely, to explain a few things. But could you give us a few minutes on what Robby was like as a kid and what it was like being Robby Allen as a child growing up? Robby Allen:     Yeah, sure. And to start, I'm super excited to be here. Super excited you're doing this. and can't wait to see the first handful of these episodes released into the wild. I think, given your network and the people you know it's going to be fun. But yeah, a little on me. So I was born and raised in San Francisco. People tell me that's something unique that live here, because so many people scratch, and claw, and work hard to move to San Francisco because, in the world of tech, it's considered to be the land of opportunity. I was fortunate in some ways to grow up right in the middle of it. And I knew at a really young age that I wanted to build and scale companies. It was just something where when I was five years old, I used to tell my mom that I wanted to put a suit on and can go downtown to work. Obviously the suit thing has changed, people don't wear suits anymore in San Francisco, unless you're in finance or something like that. But from a young age, I've been very interested in this notion of building things from scratch, building wealth, building value for markets and that sort of thing... Naber:  Hey, can we pause on that just for a minute. Did you ever, did you have any businesses or ways of making money growing up? Well, actually there's a really good question that someone asked me the other day, and I want to pay it forward to the audience, and get your thoughts. What was your first way of making money? Robby Allen:     Yeah, that's a good question. So I used to hustle Pokemon cards, if you remember what those are. I had a little business that in elementary school - and for folks that don't know, Pokemon was a Japanese trading card game that got really popular in Japan, and then overtook my generation, I guess - and I went to a Japanese bilingual school in San Francisco called Clarendon. So everybody there was first generation Japanese where their parents immigrated from Japan, and I happened to grow up right around the corner from there. So I went to school there. And so there was a lot of popularity around that and I saw an opportunity, I think, that was one example. I got into sneakers, when I started to really get into basketball. And so I started to buy and trade sneakers that were,popular. I would buy them when they were released for a cheaper price and sell them for a little bit more. It didn't make a lot of money, but it was something where I was able to get good at it, so to speak. Those were, I guess those were a couple things. I think that eventually scaled up until I landed in the world of sales where I think I really enjoyed that because it was something where I could control my own destiny, so to speak. Naber:  Nice. Those are good examples. Wow. I mean...the purpose of the question, that comes from an executive that a at a company that I used to work at, but his take is that he believes that work ethic starts at a very young age and entrepreneurial spirit starts at a very young age. And that that is one of the hardest to teach in your twenties and thirties. And he feels that people don't necessarily develop that in their twenties and thirties. They actually develop it as at a really young age. So that was that's he purpose of asking that question. But you have some pretty kick ass examples. That's great. Quick insert here, what is your favorite sneaker you've ever traded for? Robby Allen:     Oh, man. Yeah, so I think it's kind of a random one that most people won't know, but it's the story here, it's a pair of Air Flight 89's and my younger brother and our mutual best friend, who grew up around the corner from us in the Haight-Ashbury in San Francisco. When I was really young, we'd sell lemonade on the corner on hot days in San Francisco, and we would play up the fact that my mom grew lemons in the backyard, but mostly it was just the concentrated lemonade that you'd get from Safeway. And so we'd sell this. And then I remember I'm, the listeners won't know this, but I'm very tall. And so at a young age I became really big, and the whole cute factor of selling lemonade certainly drifted away from me, and I was no longer necessarily somebody who was an obvious candidate to sell lemonade. So I, naturally the opportunity still being there, I recruited my younger brother and our buddy Ian. A I sort of operated in the background, refilling and getting them out there. And we made enough money one Saturday afternoon, a sunny afternoon in the fall in San Francisco, where we could all go to a sneaker store on Haight Street and buy a pair of Air Flight 89's. And so I guess you could say that was a trade of labor and lemonade for sneakers. But, I'll never forget that pair because all three of us walked out of the store with the same shoes. Naber:  That's a great story. Two things. One, what did you say something and lemonade? You said something and lemonade. Naber:  Labor and lemonade. Naber:  Labor and lemonade would be the title of your first book. Second of all, everyone of us mere mortals at six foot and under always wonders what it's to be tall. And, people always think of the upside, pun intended. But some of the downside could be you could retire from lemonade sales very early in your career. Which is, that could be a sad story. But it's a good story for you. Naber:  I had to let that drift away, yeah. Naber:  That's right, you're good. So let's talk about high school for a second. So you went to St I's College Prep in San Francisco, is that right? And played basketball? Robby Allen:     Yep. Saint Ignatius, that's where I really got into sports. And yeah, I played basketball and did high jump at SI. Naber:  Cool. What position do you play in Basketball? Robby Allen:     I was I played power forward. I was pretty new to it...I started playing basketball really in high school. I was a baseball player before that, but an injury prevented me from continuing that path. So, I was tall and I could jump and I was pretty quick. So I started to pick up basketball, and they stuck me in at power forward, and I didn't really have a ton of skill per se. I was just springy and my batteries we're always charged. So I did that for four years, and then I went to college up at Oregon, at University of Oregon. And I decided not to follow the basketball path, but after about a year, sort of missed it. Missed the organized sports, missed the competition, and was one of those guys in college who you could basically see me at the rec center seven days a week playing pickup basketball. So I actually ended up finding a local junior college called Lane Community College. I met the coach and I got to know him, and he gave me a full scholarship, and I ended up going and playing two years of basketball at a little junior college in town. I was still going to University of Oregon, and I went to the business school and took a full load of credits there. And then unbeknownst to most people I knew, I was also taking the bus on the other side of town and taking a full load of credits at Community College just to play basketball. And it ended up being this really fun thing because community college, most people, you and I work with and know didn't spend any time in community college, and this is a little secret I have. And it ended up being amazing thing for me. You get to meet, you meet a lot of people that are decades older than you, and they're just now getting to getting around to going to school to maybe get an associate's degree or something that, to up level a little bit. And so it was humbling in the sense that I, I really grew to appreciate what I had, at the University that I was going to across town, and I got to get my two years of basketball in at that level, and that was all I needed, and went back to U of O and finished up my degree. Naber:  Awesome man. Wow. Very cool. I love that you went after your passion, with a credits at this school, basketball at the school vengeance - missing your craft. One more thing, I think you've done some coaching in your, day as well while we're on the basketball. And when I say the basketball, I mean while you're on your basketball career? I got used to saying the basketball, or the football, or the baseball when I was in Australia. So sometimes I put the in front of a sport arbitrarily. Anyways, while we're on your basketball career. So let's talk about some of the coaching you did as well. What does your coaching career consist of? Robby Allen:     Yeah, so, after hanging it up so to speak, from a couple of years playing in college, I...one of my assistant coaches from my college team, actually took an off season job as the head coach of a local high school team for Mohawk High. It's about 45 minutes outside of Eugene, Oregon. And, to give you an idea, I mean this is high school, probably had 200 students and at the...and I come from a school where there were probably 65 kids who tried out for the varsity basketball team every year, and only about 10 or so made it, it was a big thing...Seven kids showed up to the tryouts, so all seven kids made it. And this is ranging ranging from kids who had played basketball to had never played in their life. So this is a very different challenge. I think the team had finished in last place out of 10 people for the last 10 or so years. And so myself, and I recruited another buddy who played on the team with me to come be an assistant coach for the team, and it was more than a challenge. Because you know, we did not have any real semblance of talent on this team. But you got to know this group of kids, and we would take a yellow school bus two hours north and south of Eugene twice a week to go play games. And in some of these towns that I probably never would have otherwise set foot in my life. And I actually remember, at halftime, there was a game in, I can't even remember the name of the city, it was a western Oregon town. There was a hoedown at halftime, where about 30 people came out in cowboy boots and did a cowboy hoedown. And they had a live auction, or so they had a live raffle. And so they drew a raffle prize. There's dust and hay now all over the court, these kids have to come out and play the second half still. And they draw a number and someone in the crowd wins, and they're going crazy, and we don't know what the prize is. And they walk like 1500 pound pig basically, from the locker room. And they auctioned off a full grown male pig and somebody took home the pig...just to give you an idea of the spirit of some of these games. But that was was a learning experience for sure. But, the end of the story is we ended up finishing in second place in the league, which was the best they'd ever done. And, while it wasn't necessarily the team I would have picked or recruited myself because, frankly, we had we had to take a...there wasn't enough interest in the school. I started to really figure out that coaching was something I was passionate about, and that was a takeaway I brought with me. And still to this day, it's a guiding thing for me in terms of looking for opportunities to coach. Because even when you're making a small difference in a group of kids that are never going to play basketball at a high level, you can still have an impact on their life in a positive way. So that was a fun experience. Naber:  Cool man. We're going to cover that in a little bit, a little bit more on coaching from a professional context. That's a great story. So that, that brings us to post-Eugene. You get out of sphere-O'Ducks in Eugene, and your first role after school is what? Robby Allen:     Yeah, so I'm actually at the time working for a craft beer company that was based in Eugene - a company called Ninkasi Brewing Company. Their CEO was a former Wall Street guy who came back to Eugene and built this really, really successful fast-growing craft beer company. And I was able to finagle a job at that company, which as you can imagine, was a really fun job to have in college, and it made me very popular, especially during the summertime. And part of me thought I wanted to pursue that post college, but the more I dug into it, it just wasn't, it was more of something that...I like the idea of building this business, but it wasn't necessarily the industry I wanted to work in. So I had some people that I was close with giving me the advice that, starting a career in sales would be a good place to start. And I ended up taking a job at this company called People Matter, which was an HR technology company. And frankly didn't really know a lot about the business, didn't really have a great why for why I picked it other than it was the first door when it was an opportunity that opened up to me. The role was just a straight up outbound SDR role., the first outbound SDR the company had ever hired, reporting directly to the VP of sales. Little to no training, threw you out into the wild. And I flailed a little bit for, for probably about a month until really starting to get the hang of it. And I think the thing that I liked about it was the challenge of being able to basically directly challenge and try to add value to people that were often 20 years my senior, and help book meetings and that sort of thing. And I did really well at it against all odds. It wasn't something where I was necessarily set up for a ton of success, and that was something that I remembered and brought with me in future roles where I was the one responsible for hiring and training folks in that role...and that office was a satellite office for a company based in South Carolina, and I'm remember I was on a camping trip with my wife, girlfriend at the time, and I came back and I turned my phone on and somebody, I had 15 will voice messages and all my colleagues told me, hey, they shut the office down. I was as Oh my God. So, they closed the office down. It was something that I think I just didn't have enough business aptitude or savvy to see something that coming, per se. I was just focused on my own success, but it ended up being a blessing in disguise. I got introduced to a company called Zenefits, where a friend of mine worked. I had been a successful AE for nine months and like any successfully AE of nine months was convinced I should be an AE, but decided to take a step back to take a step forward. So I actually came in as an SDR at Zenefits. And I was an early employee there, and it was an amazing atmosphere. I mean, it was the kind of place where the phones were ringing all day, and there weren't enough sales people to take the number of demos that we were setting and the deals we were closing. And, so I came in there and it was the start of a really, really interesting journey. And I, I went from the top performing rep to becoming a manager, and building out this outbound team. They were sort of an all inbound shop before that. I built out a team of about 20 SDRs in San Francisco, hired a manager and placed them there. And the CEO, Parker, approached me and asked me, "hey, do you want to move out to Arizona and build this at 10x the scale." And I remember telling him no at first. I was like I'm a San Francisco kid, my girlfriend's here, all my friends and family are here. And I remember he told me this thing that always stuck with me. He said, "Robby, once or twice in your career, if you're lucky, a big, maverick tidal wave will come up behind you. And it's your decision if you want to grab a surfboard and jump in and try to ride it or not. And when a CEO tells you something that, it's kind of hard not to get fired up...So about two weeks later I was on a flight to Phoenix, and was moving out there. And over the course of the next two and a half years I built, and this is always kind of wild to say out loud, I'd built and scaled out at an SDR team of about 250. So we were hiring 30 SDRs every month, and really going from product market fit to repeatability to full-on hypergrowth, in this really condensed time period. And there are a ton of learnings and I'm sure some things that we'll be able to unpack along that journey. And it was a big growth experience for me. I was 25 years old, in a room full of 200 people that I'd hired in this whole organization we'd built out. And so learning just how to grow, with this growing business, personally. And how to uplevel my skills, and understand what the things were that I could do to add value at the certain different stages we went through. I was an amazing experience. So we went on a journey from a zero to $70 million in ARR over those three years. Which was a lot, and an amazing journey. And when that journey concluded, I had done everything I've set out to do at Zenefits and wanted to move back to the Bay Area. And so I came back to SF and actually got introduced to a company called Flexport. My old, my former former boss... Naber:  Let's pause for a second because I want to keep your head space in the Zenefits zone for a minute because we'll hop into Flexport and a little bit. But there's just so much to unpack with Zenefits that while your head's on the space, I'd to keep it there for a few minutes. For those that are listening, you heard the amount of scale both from a hiring, bookings, and revenue perspective, and just an operational scale - just unbelievable. Somewhat unheard of hypergrowth scale you guys are operating at, and you being the spearhead of a lot of that operational execution for hiring to make sure that you're building pipeline and building the pipe for the sales team at scale. All the way through to making sure you have a pool of talent and a bench of talent to mobilize within the organization. All of that is obviously vitally important to the massive scale and results that you guys had. So let's pause on that for a minute. So first of all, let's talk about hiring teams. There's a lot of people that are going through either their version of hyper growth, or what would fit everyone's definition of hyper growth. Whether they're hiring a significant number of people in their head, or in reality they're hiring a lot of humans to do a various number of roles. So let's talk about that. So when you think about recruiting at massive scale, what are a couple of the fundamentals that people need to keep in mind and remember, or get right, that you think about as a framework for how you scaled that much growth for hiring? Robby Allen:     Yeah, a great question. And I think, with the benefit of hindsight, I can probably speak a little bit more intelligently to it, then I could at the time. Naber:  To all of our benefit actually, to all of our benefit. Robby Allen:     Yeah. So I think the first thing that's just so important that you hear time and time again, but I think that there is no amount of time that you can spend that is too much, is getting your foundational team - your founding team, you're first team - right. And in in my case, I had the benefit of building out a team in San Francisco, and was able to sort of, get a couple - two of the top reps, my friends Alex Snatch and Andrew Case, both of whom became very close friends, and were at my wedding. and to this day are still very close friends - top reps in San Francisco and were able to get them to move about the Arizona with me. And so having that institutional knowledge there on the ground made such a big difference because there's already this dynamic of what excellence looks for every new hire that comes in. And I think that that's really important, And I think that for folks that are, that are starting a new role or coming into a new environment, if you're in a sales leadership position, whether you're an SDR manager, or VP of sales, or a VP of marketing, or whatever the case may be, you should probably already know who the first two or three people that you're going to recruit and hire into the organization are going to be. And the reason for that is because you can create an environment that you've got a little bit more control over, and create a culture that you're comfortable with and familiar with and that you can help integrate your new people into. Because once you start to add new folk onto the team, if you don't already have that foundational culture in place, you can't go back in time and rebuild it. And that can be a recipe for disaster. And so I was very fortunate to have benefited from that without necessarily prioritizing it. But it's something that I've learned now over the years that you, you can't really spend enough enough time in the beginning recruiting and focusing on who is going to be my founding go to market team. Naber:  Yup. Yup. That makes sense. And then, let's talk about operationalization of that hiring as well. So your founding team, you need to get both the culture as well as that group right - the first few people on your team. Then we need to get into the actual operations of hiring that many people. Can you give us an understanding of...if you think about it this way - from the top of the funnel to the bottom of the funnel, or from one part of the operational execution to the other - what are some of the best practices from a recruitment perspective that you need to nail when you're hiring at scale? Robby Allen:     Yeah, so I think it's a great question. And we went through many iterations of this. We went through me being the sole owner of top to bottom recruiting for this organization to having an internal recruiting team of 15 recruiters that were sort of running an engine. And so I saw every evolution along the way. And I think there were a couple of takeaways that I recommend to folks when I talked to them. And the first one is, when you think about your role as a leader, at the end of the day, it's your call. And the success or failure of the sort of decisions that you make when you're hiring people rest on your shoulders. And so when you think about what is the highest point of leverage that you have throughout the entire recruiting process? In my opinion, it's two things. One, it's setting the tone in terms of what to look for, and what our criteria are, and making that very evident so that everybody who's involved with the recruiting process is aligned on the same page, right? So defining the role but also making sure that you walk the walk in terms of the team that you're building along the way. So it's self represented. And the second thing is when you think about the leverage that you have as a leader or a hiring manager, it's actually this final stage interviews and the decision of go/no-go, and the ability to close candidates and then everything that happens after that in terms of the successful ramp and management of the team. And so the thing that I suggest to most folks, is please negotiate with your CEO, or the leader, or the person who you're recruiting to, whether you've got internal recruiting resources or outsourced external resources. you need the support in terms of I prospecting and management. We've proven in so many different aspects of the business, and we can take sales as an example that specializing the sales process in terms of appointment setters, and deal closers, is just more effective. And from a recruiting standpoint, you should think about it in a similar way. And so there's just going to be...it's nice for all of us to think that we can take a sniper approach to recruiting and just pick the four people we want to hire, hyperfocus on them, and close three out of four of them. But the reality of situation is that it's never been more competitive to recruit, really in any market. And that it's a candidates market so to speak. And so you want to get recruiters working for you. And it is worth the cost of admission. And it's just something to think about when you're either taking a new role or managing up, that you really want to help define the amount of work that, that recruiter's going to do for you. And so in the beginning at Zenefits, we had a couple of SF based recruiting firms doing a lot of this recruiting for us in Arizona. And I would take flights out there twice a week and hold full on interview days where we would do upwards of 10-15 interviews, and do batch hiring. But it allowed me to really isolate and focus on being super present in the interview, and making conscious decisions to place the right bets on these people that we were hiring. And that combined with the support of the folks that I mentioned earlier who were already high performers being involved with the process, allowed us to get a lot of those early hires right, and that helped us along the journey. Naber:  Awesome, man. That's great. It's gold. One of the things that I always touch on with either my clients, or folks in groups, or keynotes, or whatever, is specialization. Once you get to specialization within the process of bringing great talent onboard and the operationalization of it - so bringing in sourcers, bringing in recruiters, and making sure you don't have generalists working on it, but specific people working on specific pieces of the process - it's a great analogy to sales that we've proven it out for SDR, for sales, for account management, customer success, the specialization across the entire spectrum. I mean it's just gold what just came out of your mouth. So I hope that people take that onboard. Two more things I want to talk about within Zenefits, and then we'll move on. So you're bringing in a shed load of those people all the time. And you're keeping your culture and your values in mind the whole time, while at the same time running at breakneck speed for bringing those people in. Two questions. One is, as you're evaluating talent at that scale - so some people that are listening are going to need to hire five people in a year, some people that are listening are gonna need to hire 500 people in a year, or maybe even 5,000 people in a year depending on,the level of responsibility that they have, listening on this conversation - So when you're thinking about bringing those people on board, interviewing all of them, sourcing all of them, what is the calibration method that you guys have used that has been most successful to make sure that you have multiple people inside the organization giving input on this person being the the right person to hire? So the right candidate, what's the calibration method that you found, that is most useful or valuable as you're going through that level of hiring at scale? Robby Allen:     Yeah, it's a good question because I think the thing that worked well for us in the beginning was not necessarily the thing that worked well for us on the pathway along the journey. And that transition wasn't super smooth. And so I was the single point of accountability, or single point of failure success, however you want to state that. And that I made the hiring decision for the first hundred or so sales reps that we hired, where I was in every single interview. And so, as you can imagine, this absorbed a ton of my bandwidth, but we were fortunate to have a lot of support in terms of ramping and making reps successful and then hitting their numbers, and we were able to stay ahead of that. So I was able to do that. Handing off that decision responsibility took quite a bit of calibration. And I think that at the end of the day with recruiting, it's nice for organizations to have a fully calibrated, well-oiled recruiting machine where you can predictably make the same decisions about hires based on an agreed upon set of criteria and principles. And I think that there's companies out there that do this really well. It's really hard to do during a hyper growth phase. And I actually recommend, to most folks, that you hold onto a single point of accountability or a single decision in terms of this hiring, as long as you can. And then as you get folks up to speed and you're able to delegate out some of some of the hiring responsibilities, do that. But I think it is really the single most important thing that you can do, when you're at a hyper growth stage. And narrowing that level of responsibility for decision down to the smallest group of stakeholders possible, it may sound counterintuitive because a lot of bigger companies do as well where it's delegated across many people. But in my opinion, I think it's better to hold on to it. And when you get to a point where you've got folks that are...Because when you keep in mind we're hiring 30 new people to start on the first Monday of every month, that by the time we've got a hundred people on board, the most ramped folks that we have on the team had been there for four months. Now this is an experience in scale that most businesses what won't necessarily have to deal with. But I think to some degree, many hiring managers have been in a position where next most tenured individual just doesn't have a ton of tenure. So you have to work with those folks, and help them become owners, and help them really understand that as an owner of the business these are the specific things that we look for, and here's how you embody those certain principles, and those are things you need to work on. But for me it would actually was holding on to that as one of the singular most important points in my job, as long as I could. Naber:  Yup. Solid. I like it. I lied, I actually have two more questions in addition to that other one. The next one in on onboarding. So, this is something that most people overlook and turn it into a checkbox exercise. What was it that you guys did to make sure that everyone - you mentioned this twice around setting them up for success - what did you do to make sure they were set up for success in the onboarding phase and anything after that? Anything you would include in that phase to make sure they're set up for success at massive scale, as you were bringing a lot of people on board in the sales function. Robby Allen:     Yeah, that's a good question. So a couple things. We, had an owner of the onboarding program from day one. So one of the things that we did was we hired somebody into a sales enablement capacity as one of the very first hires that we made. And they ran a two week bootcamp, where we put folks through everything from systems training, to market training, to competitor intel, to pitching, to live role play, and we actually would have folks get certificates. And this was something that we took really seriously because, two reasons...One, it allowed us to create a system of measurement where we can say, okay, if we are able to deliver x amount of training, what output can we measure with...months down the line, weeks down the line. And that gave us actually a feedback loop that tied back into our recruiting conversations were actually talking about ramp success of people that we had recruited three months prior, in recruiting meetings. And I think it's important that you've got that feedback loop of success on hires all the way back to recruiters that isn't just anecdotal, but it's actually looking at the data performance based on, based on how these folks got ramped. So one thing was just creating an owner early on with sales enablement was critical. Systematizing it and having a way to measure rep performance week over week and having benchmarks and then really sticking to those. Making it clear that if new hires didn't hit certain criteria along this journey in their first three months, there wasn't going to be a grace period. I mean, it really was you needed to perform at a certain level, even in the early days. And so that wasn't so much putting numbers on the board in the first month as it was showing competence, and learning, and demonstration of ability to be coached, and some of the things that we looked for. And so those were a couple of things. And to be frank, that onboarding program, we needed to tear it down and rebuild it every 90 days because what we were measuring and what we were coaching on needed to be updated based on how the business had evolved, because it was such a dense time period during hypergrowth. Then you really have to constantly be looking at it through the lens of, is the foundation correct, and do we need to rebuild it? And it turned out we needed to rebuild it every 90 days. And so it was a lot of work. But, it created a lot more relief for the managers of those people and for the people themselves once they were able to pick up their bag, so to speak, and know that they have the skills to succeed. Naber:  Cool. One more side question on that. Is there three things that you can say every person that is onboarding new sales development, sales talent, people within the sales and marketing org, or just generally onboarding...Are there a few things, maybe three things, that you have to put into or get right within your onboarding program or project? Robby Allen:     Yeah, that's a good question. So I think the first thing is it everybody needs a crystal clear understanding of what their role is, and what what the value is that they're adding to the business. And hopefully this is something you did in the recruiting process, and it sounds obvious, but helping people understand why, what it is that they're doing is so critical to the overall success of the company and the vision of the company, creates a lot of buy in early on. And for a lot of people it's one of the reasons why they consider and decide to take a job in the first place, is what's the impact that I can have? How is this going to help me grow personally, but also this business grow? And helping create that reminder is, I think, really important. And then helping people feel, helping people understand how they can fail and that failure is appropriate, I think is really important too. And I think you have to define what that failure means, but people need to feel safe, safe to fail. And by fail, I don't necessarily mean fail to show up to work,. What I mean is fail, fail in an effort to do the right thing, right? So maybe you decided to call the CEO of a company that you're prospecting into, and you get a connect, and maybe your pitch wasn't quite as sharp as you wanted it to be. But at the end of the day, you were doing the right thing, you were calling up in the organization. That's something that you want to celebrate and help people understand that that's actually something where you're doing the right thing here. Now let's talk about how we can perform better, in that specific scenario. And so creating that environment, I think is really important too. And I think the third thing is you have to create a rigorous system of measurement. So what a lot of sales leaders do is they'll pair up a new hire with the top rep on the team, tell him to sit in on demos and take notes, for as long as they need. And then after about four weeks, let's start funneling demos so that new AE, or if it's an SDR let's start or funneling leads to that SDR. And then it just becomes this sink or swim type of an environment. And you see this perpetuated I think get a lot of sales orgs, and it's understandable. I think that most of most sales leaders are great at what they do because they're looking at the bottom line results, not necessarily the top line inputs of pipeline or new talent. But if you're not really rigorous about these are the specific things that you need to do to be successful, you institute this feeling in a rep that there isn't necessarily a repeatable playbook for success, and it's actually their responsibility to create a path to success. And so what ends up happening is every rep does something different. And when every reps doing something different, you can't scale. And so you never cross that chasm, from product market fit, to repeatability, to hypergrowth. And so once you've actually got folks doing things repeatably, now you can really press the gas, and make things happen a lot faster because you've at least got the knowledge that everybody is executing and selling in a similar fashion. But you can't do that unless that folks are getting ramped up the same way. Naber:  Nice. Awesome. Man, great advice, Robby. Thanks. That's great. And then last question on Zenefits, and we'll move on after that. The machine that you put together, from a sales development perspective, from the outside looking in, just unbelievable - for all the different moving parts you had to piece together, and the best practices that you guys deployed while you were doing that. So someone that's building a sales development function, as you know, and as many people listening are going to have to do - either one, they're a sales leader and they're building sales development function. And a lot of people think that translates well, but oftentimes it doesn't. And number two, a founder, or someone that's never done this, or never been in sales before, or someone's the head of marketing, oftentimes they'll have to build sales development engine to try kick off and catalyze their first phases of growth, and then high growth, and then hyper growth. So when you're talking to people that are building sales development engines, like you did at Zenefits, and then ultimately you did at Flexport as well, which we'll get into in a second - what are the fundamentals, actually let's pull it back, not the fundamentals; What is your mindset when you're building a sales development engine, Robby? Let's start there. Robby Allen:     Yeah. Well I think, when we think about a sales development engine, your typically building this because you don't have a marketing engine pumping out leads, right? You aren't necessarily really building this engine as a first investment in the business, in a lot of cases. Typically you've already got some salespeople in the org, and closing some deals, and you want to scale that function up. But when you look at some of the other inputs into where the demand is being created, you don't necessarily have the level of confidence in what those inputs are to scale that. So you think about, okay, let's take this matter into around hands. And so I think you have to have a hypothesis about, okay, if we're going to make this investment, there's two things that we need to get right. And the first thing is the economics need to make sense, meaning we're going to need to know pretty specifically what kinds of deals and customers we're going after here, what what the win rates and conversion rates are going to be, so that we can understand if we hire one SDR how many AEs this is going to support, and ultimately how we can make the economics of the model work. So the first thing is just having a hypothesis about...and often for companies, if you're going outbound, that's going to be a slightly more upmarket targeted customer, a named account that you understand to be in your demographic of product market fit. That's pretty typical, but it can depend. And then I think the second thing is we're investing in building a talent funnel for for the business. And, this looks different at every company. If you're at a very technical enterprise sale, it can be really challenging to have a 20 year veteran AE and a one year out of college SDR, and how are you going to bridge that gap and promote that person. And in some cases you can't. So I think for the folks that are thinking about their own career paths, definitely look for the type of company where you can get promoted and elevate into full cycle roles and see growth there as well, where it's not such a big bridge to jump. But in any case, the business needs to think about what are we going to do from a talent perspective. And the best companies develop this talent pool, and and ended up recruiting directly out of their SDR organization. And, so for a much lower cost, and much faster ramp time,and typically much more successful rep, they're able to scale up the AE part of the business too. So I think about the economics of the role itself, and then the payoff being not just the output of the role, but the multi year promotion path that you're seeing for folks that you're hiring into that role. Naber:  Awesome. Awesome. Awesome. I mean, that's again, gold. Okay, cool. So let's walk Flexport now. So you get to a place where, you're ready to make a move. Why Flexport and tell us about that jump in a minute or so, and then we can talk about your experience there, and let us know what you did. Robby Allen:     Yeah. So my former boss and VP of sales at Zenefits, Sam Blond, who's now the Chief Sales Officer over at Brex, he was consulting at the time for Flexport, and was helping out specifically with their SDR team. And so he introduced me to Ryan, who's the CEO of Flexport, and I had the chance to meet Ryan and some of the other folks on the team. And, basically, Flexport is this interesting business where it's a SaaS business in a sense that they are building a software as a service product, but really it's a freight forwarding business. And I personally had not spent any time in the logistics or freight forwarding industry. So it was a new dynamic. I mean, I remember taking some supply chain classes that were required in college, and I was practically asleep the whole time. I didn't really understand contextually why it mattered, but Flexport really helped bring out that perspective, and maybe we can talk about that later. But, they basically, the business itself...Freight forwarding and logistics is an interesting supply demand business. where there isn't necessarily a lot of inbound demand regardless of where you are in the market. Essentially importers, people who make physical products overseas need to basically employ third party freight forwarders like Flexport to help them move those goods wherever they need to go in the supply chain. But they're not necessarily signing up for demos on websites the way that you would with Marketo, or Salesforce, or something like that. So they needed to have an outbound strategy for new logos. And at the time it was a little bit Willy Nilly. There were a handful of Sdrs in San Francisco. They were doing a good job, but it wasn't really set up to scale. And so I got introduced and it was a cool opportunity to be for me, one because it was a completely different industry and a new mental challenge that I was just interested in. But when I looked at the business, I saw a couple of things. One, it was growing really quickly, in spite of having basically no predictable demand generation model. So that told me that despite the fact that there's a gap here, the business is growing exponentially. And that was really exciting to me. And two, there was a unique opportunity, for me to learn, where I was going to get a chance to scale out a global team. So we needed to hire SDRs in New York City, and LA, and Amsterdam, and Hong Kong, and San Francisco, and a few other markets. And so that was, that was a unique opportunity where I had only really operated in the US before. So I came on board, shortly after leaving Arizona and coming back to SF and took a role there as the Head of Global SDR. Naber:  Very cool. So I have three things I want to talk about within your Flexport experience. Firstly, everyone has this moment, if they're going to look after global teams and businesses that have either global scale, global ambition, everyone has this moment where they move to a geographical diversification of focus and resources, away from just a single market or a single region within a market.This Is the first time, at least at scale, that you had had to do that, across different countries where you're diversifying both talent focus, resources that you're spending as well as using, and just your time management and decision making focus across multiple markets. What are some of the things that you learned, that someone needs to think about as they're diversifying across multiple markets, when you were doing this at Flexport? Robby Allen:     Yeah. So it's a great question, and there's a couple things that I learned, kind of after the fact, that I think I almost wished I'd known at the time. But the big question, and that we wrestled with Zenefits, or sorry, at Flexport, in regards to building this SDR team, was to centralize it or to decentralize it. And so at the time when I joined, we were centralized, meaning we were booking and setting demos where all of our global offices in one office in San Francisco. So we were calling out into all these different geos. And the thinking was that because it was centralized, we would be...there was a central knowledge hub. We could help ramp reps faster. We could institute best practices. We could roll out change faster. We can just generally move faster. And to remind, at Zenefits, we were a centralized model, right where we had this giant office in Scottsdale, AZ. But what we figured out was that these global markets were really different. Outbound in Amsterdam will look very, very little like does in San Francisco, or New York City. It's just, it's a completely different game. And, similar to Hong Kong, which is worlds away, in terms of being able to prospect into accounts. And so we ended up deciding to decentralize it, which was the right decision because most of the subject matter expertise for that local market lived in that local market. And so you had a GM and you had some senior salespeople in that local market who could partner up with an SDR to help target the right types of accounts. And so I think for me that was actually a big exercise and just letting go. And not being the one to control all the campaigns that we were running and all of the different messaging we were using. And the advice that I got from a senior executive at Flexport at the time was encouraging me to think about the function as a service to the global GM's that we were working with, as a service provider. And it a sales person, you're not, you don't typically think of yourself as a service provider. But basically what they were telling me was that to really focus on listening to what the unique problems where in each of these markets and provide expertise and consultation on how to solve them, but ultimately give that local GM the credence and responsibility to make that decision. And honestly, it was hard for me. I came from a place where I was successful because I was the one who is controlling and making decisions for this big organization at Zenefits. And so Flexport was a challenge for me just in the sense that, success meant letting go and I'm bringing subject matter expertise to the table and making recommendations and offering it more as a consultant, but ultimately leaving those decisions to the local GM's. And so, to come back to your question about how I'd recommend folks who have global geos that they're selling into. I think you have to treat each one its own unique problem set and hopefully get an expert in there to be the owner of that problem set sooner rather than later, and then just provide support. Naber:  Yeah, I see that a lot right now. Whether it is hyper growth businesses trying to scale from afar. So using SF or, or wherever their headquarters is, as a hub, and hiring a couple of people in a new office. Or whether they have a bunch of people in that new office or that new market and they're now moving to this model of having a GM where you have a local owner so that all of those issues, problems, and solutions can roll up through one person that understands the market versus multiple points of contact that need to then have multiple points of contact back at the hub where you've got different stakeholders that may or may not play ball, as well as others. And understanding that markets are different or situations are different. So I hear a lot of people talking about moving to that GM model as they, one, open up an office or, two, they move to it after they feel they've made enough mistakes with a non-GM model. I've heard a lot of tech businesses talk about that lately. How can you burn a lot of cash and a lot of resources as quickly as you make mistakes when you're in high growth or hypergrowth. So, I've heard a lot of people try to move away from that. The second thing I want to talk about with Flexport is Compensation Plans. So one of the things that - you and I have talked about this in the past a little bit - but one of the things that you did at Zenefits was you had to think about the construction, from a micro and mid macro perspective of putting together how people got paid, what the measurement was, and you guys have iterations and iterations of that over time. Especially as you scale, and as you either make mistakes or some things go well, and you doubled down, etc. So when you were at Flexport as well as at Zenefits - and you can talk about Mixmax too if you want, but don't move on to that too quickly - but from a comp plans perspective, what did you learn about putting together comp plans, and what are the landmines that people should try to avoid as they're putting together comp plans for sales and sales development reps? Robby Allen:     Hmm. Yeah. so the first thing I did at Flexport was I moved it from a quarterly payout to a monthly payout. And the reason that I lobbied for this, and frankly spent a little bit of personal capital on it, was that inside sales rep need quick feedback loops. And the quickest feedback loop is the direct deposit into your bank account based on the prior month performance. And because it was taking 120 days to get that feedback loop, reps weren't necessarily feeling the way that they were performing in the way that you really want folks to feel, based on these incentives. And so we moved it to a monthly program and overnight, you would see, the folks that were performing the highest behaving a certain way, and folks that weren't behaving a different way. And that's not to say that folks were coming in and being gaudy about whatever their OTE's were. But it's more just to say that you noticed a difference in terms of what the first of the month and the last day of the month, and everything in between, looked when there are monthly feedback loops. So I'm a big fan of feedback loops early and often. And when you can program one of the most important feedback loops in sales, which is incentives and cash comp plans, you want to have that happen pretty frequently. and I think especially for SDR roles, if anybody listening to this is doing a quarterly payout, or in hopefully not anything longer than that, I would consider what the operational burden would be to maybe move that to a monthly payout. And if it's not too high, I would do it. And the reason why, just because reps benefit from that feedback, especially in a hyper growth environment. So that's the first thing that we did. And the next thing that we did was we move the goals up. And that's always a hard thing to do, but the team was performing well and so we moved the goals up, and the OTE stays the same. And I think that that's always a challenging thing for a young manager to do in their career, is help people get onboard doing more work for the same pay, so to speak. But we are fortunate to have some really talented people on the team that just owned it, and went out and crushed their numbers and set the bar really high. So yeah, I mean there's a lot of specific things that I can talk about with regards to comp plans, but I'm always the belief of system of rapid feedback loops, uncapped upside, as long as it's not going to put the business at risk in any way. Those are the two things that I always try to make sure are built into comp plans. Naber:  Awesome, man. That's great. Great answer. And then, last thing, and this is more general because I know that you and I've had enough conversations where I believe that one of your superpowers is your, strategisation - that's a word... - for how you navigate your career and subsequent accurate execution...What I've always been impressed by is your ability to identify and understand very, very quickly - digest, ingest, and execute based on what you've learned, from a career development and a career navigation perspective - it's, it's fascinating to have conversations with you, especially over time. So when you're thinking about career development, career navigation, n your mind, tell us about your mindset for how people should be thinking about the next opportunities that they take - because you've had hundreds and hundreds of these types of discussions - and what actually matters. Robby Allen:     Yeah, that's a good question. So the framework that I've used that has worked well for me, is I think there's really two things that actually matter when you think about and you evaluate an opportunity in your career. And this is what I tell people who are interviewing, or how I use this framework myself. And I think the first thing is the name on the front of the Jersey. And so at the end of the day, in the beginning of your career, it's easy to get caught up in minute details about specific roles that you're in, titles, and small variances in compensation and things that at the time feel really important. And certainly to some degree are important - titles matter, comp matters. But five to 10 years after you move on from that role and you're doing something different in your career, what people are going to look back on is what was the story of that company at what part of that journey did you participate in, and what was your role in the journey? And so I think when you think about the opportunities that you're evaluating, the name on the front of the jersey is going to matter a lot more, when it's all said and done. And people associating your name with the type of companies that really matter and that are lasting go through journeys, are the ones that are going to grow your career actually quite a bit more than titles and compensation, early on. And the next thing is the people you work with. And this is a tough thing to evaluate, but when you're going through the interview process, it's really important to do a thorough evaluation of the folks that you're going to work with. Your boss, your boss's boss, your peers. If you're coming into a leadership role, the folks that are going to be reporting directly to you, and anybody around your peripheral. And the reason being is you're going to spend more time with these people than you are your family. You're going to be in there grinding it out, working with these folks hip to hip, going on a journey. And what you figure out after you go on a journey, and then start a new journey, and look back is that all of these people that you work with go on to do more journeys. And the network that you build internally, the people that you work with, can create so many opportunities for you in the future, or not depending on the quality of talent of people you work with. So I just recommend that people are thoughtful about choosing the type of people they want to sign up to work with. and it can be hard in an interview process to really get a thorough understanding, but you've got internet resources at your disposal - use linkedin. Understand are the people that you're working with active online and the type of people that are investing in their own careers, because that's gonna pay off later. And I can't tell you how many deals in my career that have gone a lot smoother because I have an internal contact with somebody that I used to work with at Zenefits or at Flexport, when we're able to open the door and get directly to the decision maker and get to a decision a lot quicker. And that's one example of hundreds. But, the people that you work with and the name on the front of the Jersey are, are really the two things I think at the end of the day that actually matter. Naber:  I love it. I love it. And, you mentioning that your network is your net worth is something that I think people remember and take away. That's awesome. So, let's hop into Mixmax. So you're at Flexport, you're making the move to Mixmax. Let's talk about that for a minute. Robby Allen:     Yeah, sure. So, my journey at Flexport was going really well, and I ended up actually getting an introduction to an early stage founder, at Mixmax. And Mixmax is actually a tool that we were using at the time, and something I was really passionate about because it was a sales productivity tool that some of the teams were using internally at Flexport, that I thought showed a lot of promise and it's really interesting. And they were looking for a Head of Sales. And so we had a dialogue going, and the opportunity presented itself for me to jump in and own the full sales process end to end, and get to build a team out from scratch. And this was a business that had gone from about zero to 5 million in revenue, all on self serve. And so they're looking to take this jump into more of a B2B sales type of a model. And I jumped at the opportunity. It was the right timing and the right place for me to go earlier than I'd ever been before, and wrap my hands around the full share of the B2B sales model at the business. And so I came on board and recruited out a team of 10 reps, so five SDRs and five AE's. And we built out an SMB, and Mid-market, Enterprise Sales team, and went to market with it. And it was an amazing journey. And we went from about zero to a million in revenue on the B2B side in about six, seven months. And it's, it's funny because I looked at the time at Zenefits, and we did,six times that or something that, in that same time period. But this was harder, and almost meant more. Just because the market that we were competing in was very competitive and going from a self serve model to a B2B model was more challenging than I could have imagined. Naber:  Okay. So, I wanna I wanna I wanna stay here for two specific topics. One of them is exactly what you just said. Going from a self serve business to a B2B or more towards an enterprise sales business - choosing enterprise loosely for the way that I say that, for defining it. But let's talk about that. Talk about the learnings you had going from that self serve business to a non self serve business as you were building at Mixmax. The learnings as in, what did you guys do well, and combining that with what do you wish you would have known at the time that you could have done differently. You don't need to define them in those terms, but comprehensively, what did you learn or what are your learnings from it? Robby Allen:     Yeah, so I think the first thing is that when you have to understand that, despite the fact that we were pretty well established, early stage SaaS business, humming it away at about 5 million in revenue, you have to look at this switch to a B2B notion as a completely new exercise in product marketing fit. And the reason being is that the notion of convincing an entire org, or at least an entire team, to buy an an annual license of your product versus signing up for a much lower risk, per se, at a slightly higher cost and doing a monthly, it's just a completely different notion. And so I think one of the things that we didn't do well early on was that we tried a bunch of different plays. And what I mean by that is that we, the product had brought applicability from recruiting, to account management, to customer success, and sales, and SDR, and we didn't necessarily nail our niche until about a couple months in, when we started to figure out that AE teams were the right team. Oftentimes they were using products that were more designed for SDR's, just by nature of inheritance and not having other options, and that these were the folks that were typically signing up on their own, and these are the ones we want to go after. And so I use this analogy sometimes when I think about scaling playbooks across different phases of growth. But, if you look at it basketball, and I use a lot of basketball analogies, so you have to bear with me. But in the product market fit phase, all you're really looking for is a mismatch that you can exploit. And so if you've got one, let's say, player on the court that's taller, faster, stronger, can jump higher or has one move that you can repeatedly go to to get a bucket when you need it, that's where product market fit is. It's not a whole range of plays. It's one play. And so we figured out what that one play is, and we went there, and we started to scale it. And, in the back of your mind, you're telling yourself, okay, I know that we're gonna have to broaden this playbook a bit more, but part of this product market fit is repeatedly running that same play again, and again, and again. Naber:  Hey, Robby - can you give an example from a sales perspective? Robby Allen:     Yeah, sure. So, I think in the context of Mixmax, the way that our business works was we would land in accounts through self serve model, we would identify the ones where we had traction, we would go outbound, so to speak, where we would reach out to the folks using the product and convert those into larger paying accounts. Very similar, I'm sure, to what you guys did with Sales Navigator at Linkedin, right? And, and so basically what we look for there is okay, we're running a range of different plays. We're running plays against recruiting teams where we're seeing similar things, account management teams we're seeing similar things, we're seeing the win rates with a AE teams just a little bit higher. And we started to figure out why and it's because of a couple things. One, the buyer who in this case is the VP of Sales, or the leader of the Sales org, typically has a budget and decision making power, and there isn't necessarily any approval process beyond them. ,And so if we can make a business case and the AE's can go to their boss and say, we need this tool to be succes

I recently found the book Trillion Dollar Coach.  Or rather, it found me - and absolutely changed the way I view leadership.  It's the story of a failed football coach that turned into Silicon Valley's greatest executive coach - mentoring folks like Steve Job, Tim Cook, Sheryl Sandberg, Jeff Bezos and hundreds of other successful leaders.  This is a quick 15-minute rundown of what I learned and is a great listen for anyone that currently leads or aspires to lead a team. For a full written rundown, click here or head to millennialmomentum.net. Tweet me @TommyTahoe with your favorite lesson from the book!

Hey ya'll welcome to the fourth episode of the Cowboy Perspective! In this episode I get to talk with Luke Abbott former owner/CEO of Monterrey Provisions Company, a food distributor that grew 800% over a 9 year period under his direction. Luke has a perspective I truly value and trust...as you will see we do find ourselves on the topic of parenting quit a bit...so if you are raising kids and ever think what the heck should I do...please know your not alone! I am excited to share our discussion with you! Links to and lists of information discussed or mentioned throughout this podcast.... Books mentioned The Five Dysfunctions of a Team by Patrick Lencioni Preparing for Adolescence by Dr. James Dobson Can't Hurt Me by David Goggins Quiet The Power of Introverts in a World That Can't Stop Talking by Susan Cain Trillion Dollar Coach by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle Biographies mentioned - Winston Churchill, Ulysses S. Grant Podcasts Referenced - The Tim Ferris Show (Eric Schmidt - Lessons from a Trillion - Dollar Coach), The GaryVee Audio Experience Luke Abbott - Vdriven (1:25) Introduction to Luke Abbott. (3:54) Tell us who you are, or what you have done, or something that you're really into right now. (5:07) Potential suffering of family relationships when a career begins to take off. (6:19) Growing up in the world of cowboys and the pros and cons of such a childhood; understanding the struggle of maintaining family connections; social media having an effect on relationships. (7:52) Let's talk a little about your favorite book and how that might parallel to leading a team, and that distraction being a major failure as a leader. (14:12) How big did your first team get? (14:59) Bonding with an executive team; building a team; learning how to realize that it isn't always your idea that is executed. (16:17) Confidence in suggestions and leadership. (17:32) Reading vs listening literature and influence on daily life. (19:44) Book: It Can't Hurt Me – David Goggins; influences of books on lifestyle and opinions; acknowledge differences and try to understand social issues. (22:41) Cultural problem of idolizing what the high-powered people do; discussion of press; being yourself; anecdote of childhood teachings. (25:16) Training in comparison to learning. (27:50) What do you feel you gained from the retail side? (34:00) Promoting Vdriven (Luke Abbott) (34:58) Let's discuss Monterrey Provisions a little bit and then also Vdriven. (35:35) Anecdote regarding wife; if you want something, go and do it. (37:27) Discussing the importance of positive imagination in reaching goals and gaining success. (46:15) You seem like a guy who likes numbers, is that true? (46:25) I also know that you do a lot of sales, so you like them both, but which do you lean to between the two? (47:32) Summarizing the journey of Luke Abbott; positive effects of having a partner. (48:19) So tell us a little about Vdriven and what a day looks like for you. (48:45) Importance of large fundraisers. (52:20) Does that have to do with CBD? (53:19) Leadership to distract the employees from the work; spending a lot of time working within the company. (54:35) Analyzing what needs to be done. (55:30) Describing the problems to be solved regarding social issues. How can we facilitate our thinking and discussions in ways that we aren't currently doing because we can't see it? (57:05) So, where does your perspective and entrepreneurial spirit come from? (59:27) Story of Gary Vaynerchuk. (1:00:26) Sub-culture of entrepreneurial spirit. (1:00:50) Talk to me about what you think the value of a dollar or a Bitcoin is. (1:02:33) Do you have much time to want to help? (1:03:56) Discussing parenting and the different ways to parent; trust and vulnerability learned from children can apply to the work environment. (1:06:13) Innate feeling of self-doubt inside everyone; self-confidence as a source of protection. (1:08:10) Letting children learn how to navigate daily life; you don't have to stay out of the social media, you just need to be aware. (1:10:07) The acceleration of a need to have discussions with children at a younger age. (1:11:16) Importance of having the conversations; Dr Dobson as a guide for parenting. (1:12:00) Describes a book about Bill Campbell, a coach to the big names of the business world; everyone has a coach – “you're never truly on the top of the mountain”. (1:15:18) Tells the story of how Neil and Luke came to know each other; emphasis on the importance of human connection and how that can affect life. (1:17:04) Play the long-term game, treat the people right, and you will be better off for it