Elizabeth Stone: evaluation

Transcript context

…It's easy to say that and hear that, but I so know what you mean, where somebody screws up and you're like, "Okay, what was the thing that went wrong? Let's put a process in place to avoid this from happening." And what you're saying is you need to resist that, because that slows things down. And the best people don't want to be working in a place with all these checklists and processing gates and things like that. No. I think the best people want to know there's going to be a blameless retro and they're going to feel so individually responsible that they're going to say, "How do I make sure this doesn't happen again? " Not with process, but with how could I share these learnings? How could I do work differently to make sure that I get to a better outcome next time? When you are trusting people to take those reflections and learn and grow, I think you get much better outcomes over time. And you get a much stronger team, which I think is part of our role as leaders, of you're trying to grow a team that is resilient and durable and knows how to have great impact. You're not trying to control everything. Which is a key to building a team with high talent density. There's two sides of this that I want to chat about briefly. One is the hiring and the other is keeping the people. So, you're famous for the keeper's test. We talked about this last time. Another unnatural thing for people. People that want to understand what this is, they can listen to the first conversation, but how has that evolved over the last couple of years? That still a core part of the culture, this idea of the keeper's test?…

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