Levership

Kyle and Matt discuss how to effectively lead an organization through the executive leadership team, and common pitfalls and challenges in doing so.

In this episode, Kyle and Matt discuss limiting beliefs and mindsets that hold founders back from their goals, and different frameworks and mental models to push past them. 

Kyle and Matt discuss how founders leverage their time on the highest impact activities, designing your perfect week, and mapping them to your longer-term goals.

Kyle and Matt discuss reshaping culture in real-time by adding new hires as existing employees leave, getting clear on the vision, values, and culture to attract the people you want, hiring slow/fire fast in a competitive market, and the six qualities Matt looks for when assessing candidates.

Kyle and Matt discuss why monetization is underutilized to grow a business, and ways to uncover the optimal price.

Kyle and Matt discuss celebrating wins, aging successfully, and the importance of understanding psychology.

Kyle and Matt talk about measuring success in a business, builders vs sailors, and creating the systems and environment that allow good people to be great performers.

Kyle and Matt discuss the importance of doing things that don't scale; the Kano model to understand which features will drive customer satisfaction; observing customers in the wild, and asking questions that elicit emotional answers.

Kyle and Matt discuss why the great resignation should be framed as "The Great Reflection", why employees are leaving their companies more than ever before, how to normalize it, and how to play offence and defensive to increase the talent density in your organization.

Kyle and Matt discuss how leaders need to start with themselves, using the "ikigai" framework to live a life of intention, why work-life balance doesn't exist, and how to inspire those around you by being the lighthouse—not the tug boat.

Kyle and Matt discuss Frank Slootman's new book, Amp It up; the importance of creating focus in an organization before you increase the intensity, levelling up your mindset and habits as a leader, and the five dysfunctions of a team.

Why firmographics and demographics aren't enough to figure out your Ideal Customer Profile, and the Jobs-To-Be-Done framework.

Why you don't want to buy a business at $1M in revenue, filling the tank before you go through the badlands, outworking problems and April Dunford's positioning framework.

Kyle and Matt discuss layoffs and restructures, evaluating your team, and radical candour.