I tend to be as transparent as possible. I try to provide as much context as i can about decision making and decisions that we're making, so everyone understands what's going on. Ad din't recall a single incident or story that really coerelates that. But there are plenty of other times where i'll use my current role as an example. Ray, now, i'm responsible for north american sales, if impossible, which is about 95 % of our sales. Right now, we're mostly in us. And canada. We have several other countries, but those countries are smaller. International revenue and sales is token up stat and it's growing. However right now most
https://fellow.app/supermanagers/dan-greene-impossible-foods-hiring-training-learning-the-3-elements-of-building-high-performing-teams/
What makes high-performing teams? According to Dan, you need 3 foundational elements.
Dan Greene is the Sr. Vice President of North American Sales and Growth at Impossible Foods. Dan also led large teams and revenue-generating business units at Google and Twitter, and has served over 11 years as a Navy fighter pilot.
In episode 94, Dan shares the three elements of building high-performing teams: Hiring, Training and Learning.
Dan also talks about how he learned to lead with data, and not just instinct, and when it is important to bring decision-making to the table.
Tune in to hear all about Dan’s leadership journey and the lessons learned along the way!