@dklineii I like this one. I've found that while I'm not intentionally going fast, I make a bunch of mental shortcuts I wouldn't otherwise make. One shortcut I made was assuming a hire had a specific expertise because his prior company specialized in that area.
I remember a VP I worked with in investment banking who told me how he stored all his money in cash. I think about him whenever I think about the crazy 15 year bull run the market has been on.
@UIUCTalkshow@BretBielema Great podcast. Often, success & failure is outside of your control or the margin between the two is small. So to hear philosophies from someone who's achieved outsized results (proxying against what's been done before), it's special.
@ZellNaval@stephsmithio Haha - I get the sentiment. A guy in my investment banking analyst class is now Head of the Investment Bank. I still associate him with crushing analyst work.
@stephsmithio The tactic I've learned to overcome this - talk to the co-worker about areas you're trying to improve and enlist them to help you / monitor for growth. It helps break the "this person is always the same person" thinking.
@hnshah Good post. Another fallacy is overly focusing on direct competitors (because they feel more tangible) vs. the indirect competitors eating your market share.
@ValaAfshar I agree with the sentiment. The caveat id add is this assumes the problem or objective is clearly understood. I often find the greatest value the most senior person can add is defining the shape of the problem.
@jhong@hnshah 100% - quality of frontier Ilm models being a good one. Curious how this might inform thinking on the enterprise purchasing or partnership side. Any examples come to mind?