In this book, Sapolsky delves into the complex interplay of biological processes, including neuroscience, genetics, and hormones, to explain why humans behave in various ways. He examines behavior on multiple time scales, from the immediate neural responses to actions that occur over centuries and millennia. The book addresses topics such as tribalism, xenophobia, hierarchy, competition, morality, and free will, providing a nuanced and multifaceted understanding of human behavior. Sapolsky's approach integrates cutting-edge research across several disciplines to offer insights into the biological basis of human actions, both good and bad.
High Output Management is a seminal book by Andrew S. Grove that outlines his management and productivity concepts developed during his tenure at Intel. The book introduces the 'management by objectives' approach, also known as the objectives and key results (OKR) framework. It covers techniques for creating highly productive teams, methods of motivation, and the importance of measurable processes, performance reviews, and training. Grove emphasizes the role of managers in leading and motivating teams, and his book is praised for its practical advice and timeless relevance in various professions and industries.
Radical Candor by Kim Scott offers a practical approach to management by emphasizing the importance of caring personally and challenging directly. The book argues that effective managers must find a balance between being empathetic and providing clear, honest feedback. Scott draws from her experiences at Google and Apple to provide actionable lessons on building strong relationships, giving feedback, and creating a collaborative work environment. The book introduces the concept of 'radical candor' as the sweet spot between obnoxious aggression and ruinous empathy, and provides tools and strategies for managers to implement this approach in their daily work[1][2][5].
This book provides a step-by-step approach to having tough conversations with less stress and more success. It covers how to decipher the underlying structure of difficult conversations, raise tough issues without triggering defensiveness, manage strong emotions, and keep balance regardless of the other person's response. The book is filled with examples from everyday life and addresses issues such as race, culture, gender, power, and communication via technology. It is designed to help readers improve oral communication in personal, professional, and public life.
Matt Mochary coaches some of the world's leading venture capitalists and founders helping them to build the best organizations possible. On the VC side, Matt has worked with Peter Fenton @ Benchmark, several Sequoia Partners, Hemant @ GC and Mamoon @ Kleiner to name a few. As for founders, Matt has worked with the founders of Brex, Coinbase, Plaid, Reddit, Flexport and more. Prior to coaching, Matt began his business career as an investor with Spectrum Equity Investors. He then co-founded Totality, eventually sold to MCI/Verizon. In his own words, Matt went on to have fun (making the Academy Award short-listed documentary Favela Rising) and do good (starting the Mochary Foundation).
In Today’s Episode You Will Learn:
1.) How Matt made his way from growth investor to immensely successful founder to now coaching the world's leading investors and founders?
2.) How does Matt advise founders to think about their relationship towards fear and anger? Why doe they generate bad quality of decision-making? What should be done when one recognises they are fearful or angry? Where do many founders and investors go wrong here?
3.) How does Matt advise founders who struggle with issues of self-doubt and imposter syndrome? What process should they go through to gain their confidence? What should they not do? How should they communicate their self-doubt to their team and the world?
4.) How does Matt advise founders in terms of the optimal communication strategy both with their team and their co-founders? Does radical transparency need to be instant or should it be timed correctly? What are the best conflict resolution strategies between founding teams?
5.) Why does Matt believe boards are the death of investors? Why are board members not optimally placed to advise their founders? What does Matt believe makes the best board members having worked with the likes of Peter Fenton? What does Matt advise new board members to be the best board member they can be?
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The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch 
