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Show Notes

[00:02:33] - [First question] - How he evaluates the team of a company he’s working with

[00:04:48] - The pace of decisions made around changing team members

[00:06:10] - Understanding the potential quality of outside leaders being brought into the company

[00:08:13] - How he characterizes great and constructive confrontation

[00:09:53] - What he’s found to be most effective in convincing senior talent to join a team

[00:11:36] - Ways he personally generates energy to sustain himself in this pace of business

[00:14:17] - How he fosters and nurtures healthy communication pathways

[00:15:36] - Narrowing the focus when evaluating a new product

[00:17:58] - Is it possible for a focus to be too narrow?

[00:19:31] - An example of a dazzling customer that he’s worked with

[00:21:04] - Working backwards from a problem and building something that solves it

[00:23:03] - Building trust between a company and its customers over time

[00:25:37] - Overview of the base layer ingredients of trust

[00:28:12] - Sequential versus parallel processing and how they affect building trust

[00:30:22] - Lessons in successfully translating between engineers and business people

[00:32:58] - Crossing the chasm and effective sales organizations

[00:35:17] - Working compensation into getting more out of an organization

[00:38:45] - How much a sales organization needs to work backwards to serve their product

[00:41:40] - Great questions for board members to ask their executive team

[00:46:07] - Where the analogy of ‘business as war’ falls down and defining the highlander concept

[00:48:01] - What he feels he could still hone in his skillset

[00:49:16] - The kindest thing anyone has ever done for him