Why Culture Starts Early with Marc Randolph, Netflix Co-founder

Every company that wants to scale fast juggles many projects so they can move forward with speed. It is prevalent to put many projects before culture. In this episode, we look at why culture starts early. Today’s guest is Marc Randolph, one of the co-founders of Netflix. He was the first CEO at Netflix too. Marc had many other successes besides Netflix too. He is an investor and mentor to many legendary companies. He is also the host of a new podcast called That Will Never Work. Marc and I talk about the importance of culture in the early stages of business growth. One fact is getting the culture right in the beginning is more straightforward than changing culture when you begin to scale. Join us for this conversation on why culture starts early.

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About: Marc Randolph is a Netflix Co-Founder, Entrepreneur, Mentor & Investor. Netflix, Inc. is an American over-the-top content platform and production company headquartered in Los Gatos, California. Netflix was founded in 1997 by Reed Hastings and Marc Randolph in Scotts Valley, California.

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Marc Randolph
The people I find who are they’re really successful entrepreneurs think less and do more. They jump in, they don’t plan, they don’t write up business plans or pitch decks, they immediately try and figure out some way to figure out whether the idea that popped in their head actually is real by colliding it with reality. And most people do the opposite. They are ideas in their head, oh, and it’s so beautiful in their head, and it can grow in their head, and it can become this multinational thing. And they never actually take it out and collide it. They keep planning and plotting. And they base it on realistic assumptions. And when they finally do try and bring to the real world, of course, it fails. And they could have found that out much, much, much earlier. So number one, is that predisposition for action.

Intro [0:50]
Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs of the fastest-growing privately held companies. I am the host. My name is Gene Hammett. I hope leaders and their teams navigate the defining moments of their growth, are you ready to grow?

Gene Hammett [1:07]
Scaling your company fast, doesn’t mean you have to do it alone. And in fact, you can learn from others. One of the best ways I know to really understand what it takes to be an entrepreneur, what it takes to be a leader. And to scale a company fast is to learn from companies that have done it before you today, our special guest is Marc Randolph, Mark is one of the co-founders of Netflix. And he started many companies before that. But Netflix is the big one you probably can think of, you probably missed that opportunity in the stock market just like I did. One of the things I love most about this conversation was this fact, I asked him about when do you start focusing on culture as a company is scaling. And he said from the very beginning, and I’ll leave it inside the interview about why that’s so important. But inside, he actually lays out the core things that leaders must do get right. And things that they must avoid is they’re scaling a company fast. And this will help you scale your company fast. So Marc Randolph is a fantastic guest here on the show. And he mentions the podcast. So go ahead mention that right now. That will never work. That’s the same name of his book. And it really comes from the phrase that so many people told him that would never work to be able to create company like Netflix, and even his own wife talked about that would never work. So if you want to tune in some of the conversations that Mark has with other startup entrepreneurs, you can go check out his podcast at that will never work. Now, here’s the interview with Mark.

Gene Hammett [2:33]
Mark, how are you?

Marc Randolph [2:35]
Well, thanks, Gene, thank you for speaking with me today.

Gene Hammett [2:38]
Excited to have you on the Growth Think Tank podcast to talk about growth, entrepreneurship, leadership, and some very interesting things you’re up to?

Marc Randolph [2:46]
Well, I think about those things all the time. So it’ll be fun to chat with a kindred spirit.

Gene Hammett [2:50]
Well, I’ve already let our audience know a little bit about you. So tell us something maybe we don’t know already about the co-founder of Netflix, someone who you know, put blockbuster out of business? What do you really up to these days?

Marc Randolph [3:04]
Well, my whole thing is to work. As little as I can and still be effective. My whole shtick is balanced. Actually, you know, that’s what I’ve been struggling with ever since I was in my 20s is not just what does it takes to be an effective business leader. But also how do you be an effective business leader at the same time, have time for the other things that are important in a balanced life. So if I told you the things I spend time on, you know, they’d be all over the place.

Gene Hammett [3:32]
Excellent. You probably a lot like me, I’ve got a lot of sort of hobbies that I’m into. But I do love what I’m doing. So it doesn’t quite feel like work. I’m so excited to talk to you today. Let’s let our audience know a little bit about kind of your background. You You were a co-founder at Netflix with Reed Hastings, right?

Marc Randolph [3:50]
Yes. But of course, I didn’t do that until I was in my late 30s. You know, Netflix was actually my sixth startup. So I’ve pretty much been doing what I did that when I still do, you know, for nearly 40 some odd years. It’s, you know, when I started even it wasn’t even a thing. There was no, they weren’t these people called entrepreneurs. I mean, there were people who are entrepreneurs. But they weren’t talked about that way. You know, and there certainly weren’t University classes, you couldn’t major in it. There weren’t movies. It was just this compulsion that I and other people like me had to fix problems or create things that needed to get created. And that ultimately, I think, is the genesis for most of the successful companies. You see.

Gene Hammett [4:34]
You know, sometimes I beat myself up because I’m maybe a little bit younger than you. I just turned 50 and I graduate from college in 92, which put me right on the kind of cusp of entrepreneurship was not very fashionable back then. You know, a few people of course started big businesses and you had some of those big stories, but it wasn’t what the crazy it is today. When you tell….

Marc Randolph [4:56]
So your parents pushing you to be a doctor or a lawyer or a banker. It was certainly one of those three things.

Gene Hammett [5:01]
You know, my parents didn’t push me at all, I pushed myself and I got a degree in engineering.

Marc Randolph [5:07]
So there you go.

Gene Hammett [5:09]
But I will tell you, I didn’t actually become an engineer. I wanted to be an entrepreneur, but it didn’t have an idea. And so my thought for the first 10 years was I’m going to get the skills that will prepare me for when I do launch my business, which I launched in 2001.

Marc Randolph [5:23]
Well, I was a geology major, if that’s any consolation. So you don’t see me traipsing around the oil fields at all? And never did you know, that was that was the effect geology major was for the exact same reasons to start companies, because I found that interesting, you know, I said, Wow, the geology majors get to go on these field trips all the time. That looks awesome, currently. And for that.

Gene Hammett [5:45]
I want to ask you a question about leadership inside of startups. When you’re looking and talking to companies that you see that have a potential for being successful, what are the qualities that those leaders typically demonstrate?

Marc Randolph [5:59]
You know, I’ve been doing the starting for a long time, but also been kind of doing the mentoring, and the working with early stage companies for probably 15 some odd years. And I’ve come to the conclusion that I can’t tell, I can’t tell which companies are going to be successful. Because so much of it is a random walk is that you start off with an idea that’s so early, you have to make all these bets. But there certainly are some things, I think that increase the chances that someone’s going to have a good shot at it. And there’s probably two or three in my opinion. And probably the biggest one is what I call a predisposition to action.

Marc Randolph [6:40]
The people I find who they’re really successful, entrepreneurs think less and do more, they jump in, they don’t plan, they don’t write up business plans or pitch decks, they immediately try and figure out some way to figure out whether the idea that popped in their head actually is real by colliding it with reality. And most people do the opposite. They are ideas in their head, oh, and it’s so beautiful in their head, and it can grow in their head, and it can become this multinational thing. And they never actually take it out and collide it. They keep planning and plotting. And they base it on unrealistic assumptions. And when they finally do try and bring it to the real world, of course, it fails. And they could have found that out much, much earlier. So number one is that predisposition for action.

Marc Randolph [7:27]
There’s also a persistence quality, which is people view setbacks, not as disappointments, not as failures, but more as learning opportunities. It’s viewed as this puzzle. And each time you try something, you learn something and even if at the worst case, you learn your idea that that thing you tried didn’t work that almost never Is it a complete failure that way. It’s always Well, that didn’t work. But wow, look what they did do. And then I’ll give you one more, which is that the people I see who are perhaps the most successful, blend these two almost contradictory personality traits, they have this tremendous self confidence, because they’re the type of people who, like myself heard, that will never work 1000s of times, and they have to believe No, I am going to make it work. But but they have to pair that self confidence with this ability to listen in here to ask really good questions and absorb the answer. They don’t need to do what someone else says. They don’t need to believe what someone else believes. But they need to be able to factor that into their thinking and really come to a conclusion and say, is that person out there saying true? Not true? Should I change what I’m doing? And then when something else becomes self evidently right, to instantly being able to drop that previously strongly held conviction and not dig in on the ego and just move on to what now is the new self evidently right.

Commercial [9:00]
Now, a few minutes ago, Mark just talked about the importance of self confidence. He talked about blending that with the ability to listen, and it’s so rare, he mentioned it, I’m going to put a spotlight on it here for you today. Because when you have self confidence, typically, you don’t want to listen to others you believe you know the right way. When you have the correct blend of self confidence and the ability to listen to others. You have a mixture that is rare, but also powerful. When you think about listening to others, it’s not just listening to respond. It’s truly listening to who they are making sure they feel understood. But the self confidence comes when you you don’t no longer doubt yourself. When you have the level of self confidence that you need to as a leader, you can push forward beyond any challenges you have. But you can also learn that self confidence to others, you can help lift them up, you can ask questions, you can coach them to a place where they really are empowered to move forward. That is real leadership. Back to Mark.

Gene Hammett [9:56]
I love all that and I love your perspective on these things. When you were writing the book that that will never work? Who gave you who said those words to you? was it? Was it one person that stands out? Or was a lot of people?

Marc Randolph [10:09]
Oh, it was a lot of people. I mean, listen, I was pitching this ridiculous idea to do video rental by mail at a time when blockbuster has 9000 stores when at least apparently, video on demand or streaming or download is right around the corner. So everyone said that’ll never work. I mean, my investors said, that’ll never work. My employees said that’ll never work. You know, even my wife said, that will never work. But listen, this, you’ve been in this game before. We’ve all had that experience where you know, you come rushing down all excited. There’s my great idea. Oh, that’s ridiculous. And who knows. And what I’ve learned is, you know, you just can’t tell there’s no way to know if it’s a good idea or a bad idea, you can think it to death, the only way to find out is to do it.

Gene Hammett [10:55]
You know, I can remember with my wife being a subscriber, when you guys raised the pricing, I think it was a buck or maybe a buck and a half and, and you were going to split off the pricing, you can choose either just via mail, or we’re going to start this streaming thing. And, and I was like, you know, this is a big thing. And we talk about it every once in a while about why didn’t we invest back then.

Marc Randolph [11:18]
I was talking to my son about that just this morning, you know, because he’s the Robin Hood generation. I don’t I don’t mean that, you know, steal from the rich and give to the needy, I mean, the trading app, but it’s been fantastic. if for no other reason that it’s really stick, he’s 25. It’s just stimulated his whole interest in him and investments. And I’m trying to reinforce him to not get sucked into the whole, you know, day trading, charting what I consider all the bullshit things, but go there, there’s really this value of things. And I use that example. I go when Netflix announced it was spinning off Quixtar, as they called it, and it was so poorly handled, I’m not denying that. And it caused the tank to drop the stock to tank, you know, I think it dropped two thirds of its price. Um, the fundamentals hadn’t changed. I mean, it still had the hearts and minds of its subscribers. But more importantly, splitting the companies, even though poorly handles was actually more likely to make the company successful, not less likely, because that allowed them to focus everything on what was clearly going to be the future, which is the streaming business, and to have the courage to say we’re going to split these apart and basically orphan, this legacy business, which is not going to go anyplace in order to focus everything we have on streaming, that was courage. And I said, that’s what separates a great investor is having that vision to recognize that what everyone else thinks is a bad idea, in fact, is a brilliant idea.

Gene Hammett [12:52]
As you probably can imagine what…

Marc Randolph [12:53]
Stuck to that was 260 dollars, and I you know, where it’s trading now up in the 300 or 400, something like them.

Gene Hammett [13:00]
500 something?

Marc Randolph [13:02]
There you go. I’m still at a date.

Gene Hammett [13:04]
You know, it’s interesting that you said investors are able to look at something and see the vision and and see the potential there and have the courage to move forward. But that’s exactly what entrepreneurs do as well, right?

Marc Randolph [13:17]
Absolutely, absolutely. We just don’t have that we just don’t have the advantage that we don’t have the advantage of being able to get six months in and go, Oh, I don’t like this business. I think I’m going to sell and move on to something else. We’re all in. We are those people who are basically the trapped animals, who no matter how desperate things, look, we have to figure out a way to make these things work. And that’s a different characteristic.

Gene Hammett [13:43]
I got to share something with you. And I don’t know where you’re coming down on this idea. But you’ve worked with a lot of startups, and they’re your younger companies are probably don’t have hundreds or 1000s of employees yet. But a lot of the people I’ve been on the show are the founders and CEOs of fast-growth companies like the Inc 5000. You’re probably familiar with that?

Marc Randolph [14:03]
Yes, of course.

Gene Hammett [14:05]
I asked them what I call the impossible question. And, again, I don’t know what you would say here, but I asked them as a fast-growth leader, what’s more important, your customers or your employees?

Marc Randolph [14:17]
Well, your customers, I mean, there’s no question about that. This is gonna sound very harsh, your employees are totally in service to the customer. And that’s at every level. I mean, at the highest level, if you don’t do what your customers want, first and foremost, you’re going to be out of business. And that doesn’t help the employees any. Great we all are now on the street. But more importantly, the needs of the customers change, which means I have to constantly say do I have the right people in the right seats? And if I’m saying no, no, I have this certain set of people in this certain set of skills, that what I’m trying to do is force-fit a company into a market. That’s not only a recipe for disaster for that company, it’s a recipe for any company, it’s what gets the big companies in trouble. Because they see which way the world’s going. These aren’t stupid people. But they’re locked into a business model. They’re locked into an employee set, they’re locked into all kinds of things. And if you’re really going to be doing the right thing for your business, you’ve got to do what the customer wants. I mean, that just seems self evident to me.

Gene Hammett [15:25]
So I’m not trying to be belligerent here when I go against this, but…

Marc Randolph [15:29]
Oh, please, make these things.

Gene Hammett [15:31]
Yeah, feedback that comes back in 94% of the time, and this is across about 500 plus interviews, is 94%. We’ll say it’s an employee first.

Marc Randolph [15:41]
Oh, come on. Fair enough.

Marc Randolph [15:45]
Listen, that’s what makes horse racing. But if Listen, you know, listen to you know, the Netflix culture, you’ve certainly talked about that before. And certainly from the outside, it appears hard ass, but I’m not sure. Let’s see what can be a perfect example. So when Netflix was, you know, do building search, okay. You know, we went out and found the best people in the world, at search people who are passionate about search, who were incredible. And they built this amazing system. But then it’s built. And those are no longer the right people. And the customers don’t want, they don’t want us to become a search company. There are other things that customers want from us. I mean, and that happens over and over Oh, being better example.

Marc Randolph [16:33]
When we were building this streaming infrastructure, we got the very, very best people in the world who lived and breathed that. And they built this amazing infrastructure until all of a sudden, we decided, it doesn’t make sense for us to be doing this ourselves. AWS, Amazon can do this much better. That’s their core business. It’ll never that infrastructure piece isn’t really the core piece of us. What about the content? And so what do you say? No, no, no, we’re gonna stay in this business. Because we’ve got to keep giving these people the type of work, they really know. You have to have the honest discussion and say, I’m sorry, that we have to do something different for the customers. And this is just not a good place for you to work anymore. Let’s find you a company where you can do this thing you’re passionate about it though…

Marc Randolph [17:20]
I can give you so many examples of this, we could spend the whole rest of this time talking about this, because I am not going to give in if you don’t go the direction of the cut where the customer is going. Well listen, I take it back. I want all the big companies to stick to their guns, because that is what allows all the startups that I mentor to be able to take down these big established companies.

Gene Hammett [17:42]
Let me give you some context around this because we can kind of talk about this just for a moment. The question reads, again, as a leader of this company, what’s more important and what these leaders typically say back and say, you know, I can only push this and scale it so far myself, I need employees to think for themselves to be feel empowered to feel a sense of ownership about what we’re creating. And for when that happens, they’re able to put the customer first as a company. And so they want to create a space where people are sharing those ideas. They’re innovating, not getting caught up into failures and things like that. But they’re pushing forward. Does that change anything for you? I’m not trying to change your mind. But do you understand the context of it?

Marc Randolph [18:24]
Yes, it’s the way you phrase it, though, which is the which is more important.

Gene Hammett [18:28]

Marc Randolph [18:29]
And I’m never gonna back off on the fact that the customer is more important than anybody, including me. I am also rendering my own job if I’m not there. In fact, I did. I did it Netflix, when I realized what’s right for the customer is not necessarily for me to lead this company. But that that’s different than slightly the twist you put before, which is I’m not saying I’m not going to spend huge amounts of effort, empowering the employees, that’s critical. It’s not like employee, you don’t care that it’s different. In fact, I’d say that the cultural things that I put in place at my company, are entirely about, you know, what’s now referred to as freedom and responsibility.

Marc Randolph [19:11]
I do everything I can to create a culture to strip away rules, to try and allow people to truly come to work to feel empowered, to make decisions to be trusted to feel they’re running a business. But those two things can happen at the same time. And we’re talking about when the two conflicts when all of a sudden someone’s not right. For what the company needs right now. You know, that this the analogy that Netflix has used, this is not one that I came up with, it came after I left was that, you know, we’re not a we’re not a family. You know, we’re a sports team and we’re not a little league team where everyone plays it, everyone gets a trophy. We are a professional sports team, where the objective is to win and the coach’s job is to make sure the very, very best players in each position and your obligation to the shortstop is The second baseman, he’s, he’s you know, he’s a great guy, he can’t turn the will play. But come on, we’re a team, we’re a family.

Marc Randolph [20:07]
No, your responsibility to the shortstop is to put in place the best possible second baseman you can, so that they’re both we should shift, I’m happy to talk about corporate culture and how critical it is to empower people and how you have to listen, it’s not my job is not to make decisions as a leader. In fact, Reed Hastings, prides himself on how long he can go without making a decision. And the whole thing is set up to say the manager’s job only is not to make decisions, the manager’s job is to make sure the right people are in the right seats, and which is the hiring, and the firing. And to make sure they all have all the context and information they need to be empowered to make independent decisions. And we believe that that giving employees that is the most compelling thing we can do to make them want to come to work to want to work at our companies to not want to leave to feel bought in to making the company successful.

Commercial [21:01]
Now hold on for a second mark just said something really interesting. And we need to put that spotlight on this this time, he talked about you don’t want to create a culture where people feel like a family, you want one where people feel like it’s a professional sports team, I see a lot of people make this mistake. And frankly, I’ve made this mistake, too, that I want a family. But a family is not exactly what you’re looking for, you want to make sure you put the right people in the right positions to grow the company. And that may change over time, you want to make sure you’re pushing the boundaries of those people, you’re challenging them to grow. And you know, always challenge family members the same way. But if people feel too comfortable, that family kind of culture, it can be dangerous. The professional sports culture, on the other hand, is something that allows people to really step up and be their full potential. If you can create that, as a leader, you have a very powerful way to engage others and for others to, you know, hold each other accountable to everything that’s around them. I love this analogy, I want to make sure we put a spotlight on it for you today. So that you can make some decisions about your culture, and how you’re moving forward as a leader. Back to Mark.

Gene Hammett [22:06]
And so now we’re back kind of aligned together. When you think about culture, and you are mentoring today’s startups, how early do you actually get them to start thinking about creating that kind of culture so that the company can win?

Marc Randolph [22:19]
Well, I do it from the very beginning. And as I think I mentioned earlier, I just have a podcast coming out, which is essentially my mentoring calls with early-stage entrepreneurs. These are people from all over the world and all kinds of crazy businesses. But it almost always comes back to culture. Because when I started doing these calls, I thought questions are going to be about technology or about go-to-market strategies, but most of them are about the human element of being a leader. I mean, things like, you know, how do I get along with my co-founder? How do I motivate my team? How do I find the right people? And the analogy that I often use is that when you’re an early-stage company, there just isn’t the time for command and control, you have too many things to do, and you have too few resources. And the only thing you can do is try and find people who can make have great judgment and can make independent decisions so that you can tell them, you know, you see that mountain peak over there.

Marc Randolph [23:13]
I’ll meet you there in three weeks. And here’s what I need you to have when you get there. And then I’m not going to think about it again, I’m going to trust that Dell have enough responsibility to make damn sure they are there on time with what they need to deliver. But I’m not going to try and second guess what they have to overcome? I can’t anticipate it. So they have to cross a river. Do they have to go over a peak? Are they carrying heavy weight? They’ll figure it out. And that’s my opinion, pretty easy. Most companies who were really early do that what gets you in trouble is when you get bigger when someone’s late and you have to go, okay, we all need status reports. And everyone goes, Oh, someone overspent and you go Okay, we now need expense reports it was. And what I try and coach people to do is I go don’t build a system to protect yourself from people with bad judgment, build a system. It’s designed for people with good judgment, you know that the Netflix has that famous? You? I’m sure you’re familiar with the Netflix vacation policy?

Gene Hammett [24:10]

Marc Randolph [24:10]
Yeah, there isn’t one. And you know, at their expense policies, there isn’t one. I mean, there are no policies because they’ve systematically said, What is this help? Is this guidance for people’s judgment? Wouldn’t it be smarter just to hire people with great judgment? And it turns out that that’s what people like. But so yes, from the very beginning, I’m working with not just the lip service of it, not just let’s all sit down and craft a visionary statement of what our culture to be I go culture is who you are. Culture is how you act. It’s not what you say. It’s what you as anyone who has kids knows, it’s not what you say, it’s what you do. And so you’ve got to build a culture, which is true to you, and you’ve got to walk the walk. And that’s something that people need in confidence.

Marc Randolph [24:51]
They need support, and they need some judgment. And you’ll see on the podcast, I’m really trying to give people specific cases. So rather than sitting here and lecturing, it’s Let’s talk about your specific circumstance here, you’re having a hard time with this perception of Steven, you know, and let’s talk about how you might structure that job, how you might communicate with that person to instill that sense of judgment and responsibility and freedom, even at every level of the company. It’s not a VP thing. It’s every level.

Gene Hammett [25:19]
I want to mention that podcast again because I think a lot of people listening in now are probably looking for content that they could really latch on to. So that will never work. Same as the title as your book. But that’s a podcast where you’re, you’re recording Mentoring calls with Early Stage Startups. Right.

Marc Randolph [25:33]
Exactly. Right. And you’ll people resonate because these stories are so common, you know, when one person when it came out just a little while ago, this person is building a 66,000 square foot indoor Adventure Park, you know, with rappelling, and zip lines, in Texas, with alcohol, of course. And the pride challenge isn’t the actual construction of the management, he’s going this is going to be open 80 hours a week, how do I maintain some balance in my life? How do I keep my family and my kids knowing me while I’m running this business, and that is not something they teach you in business school. But that’s something that I’ve certainly struggled with for 20 or 30 years. And those are the type of things we can coach somebody through. But other ones are. Another woman, for example, has an online erotic Art Gallery. And her challenge is the marketing one. Because you can certainly say, oh, social media, but she goes, No, that’s a dangerous line. Because I could build this huge following and then buy one slip. All of a sudden, I’m canceled.

Marc Randolph [26:32]
So we began talking through what could we do to leverage this tension and perhaps find some different way for you to call attention to yourself? Yeah, there really I mean, I, I get so much out of it. Because it’s so interesting. Helping it’s it’s so it feeds the entrepreneur in me to feel like I’m back sitting around the table solving really cool problems with really smart people.

Gene Hammett [26:52]
So, Mark, I appreciate you being here. Today, I want to bring us home with this one thing you said something about, you know, being able to have put people in the right seats, and be able to see a vision, say I see a mountaintop I’ll meet you there in three weeks. What are the real skills of leadership, those soft skills that you mentioned, that are necessary for people to to be able to, you know, get there on their own?

Marc Randolph [27:12]
It really, I’ve firmly believed, for me, it’s all about not getting in the way, you do have to make sure we call it a squat, loosely coupled, but tightly aligned. It’s a leadership style, which says let’s all be clear where we’re going. But I’m not going to tell you how to do your job. I’m going to find people who want that sense of responsibility but want the freedom to come to work every day thinking I’m solving problems on my own. And my job is to get barriers out of the way. My job is to make it clear while we’re all going my job is to surround them with other people that they respect. And if I do that, there’s really nothing we can’t accomplish.

Gene Hammett [27:51]
Mark, thanks again for being here on the podcast, talking about your work, your experience, your story, and your journey. Really appreciate it. And again, that podcast is “That will Never Work”. Thank you for being here.

Marc Randolph [28:03]
My pleasure. You can tell it’s a subject I’m passionate about.

Gene Hammett [28:06]
What an incredible interview, I really love Marc’s attention to detail on all the details that leaders must pay attention to. When you think about your own journey as leadership, you must get some things right. Some things that you focus on, aren’t so important. When he talked about, you know, taking action and talking about the importance of culture in the early stages of companies. I hope you took notes, I hope you really understand what that means for your own company.

Gene Hammett [28:30]
My job is to help leaders go beyond what they believe is possible. I’ve been working with founders and CEOs, the last 10 years, I’d love to help you with your company. If you have a question about where you should focus your energy, where you should spend your time, which project is more important than others. All of those things are things I help my clients figure out because I help them understand themselves and really get to the core of the issues so they can really understand themselves to move forward with confidence and courage like they’ve never had before. That’s my job as an executive coach, founders, and CEOs, fast-growth companies. And when you think about leadership, you think about growth, think of Growth Think Tank, as always lead with courage. We’ll see you next time.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.


Growth Think Tank with Marc Randolph



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