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So I wanna talk a little bit about leadership, especially leadership at a, a large investment firm. What did the experience at both this small firm and a a a giant firm, how did that shape your leadership at Barings? And I think the, the, the communications was the big part. They’re giant.
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What kept you entertained during the pandemic? And similar to the reasons I like the Shackleford story, it’s a interesting examination of leadership in crisis. It’s just, it’s a great story in leadership. You can be in marketing, you can be in communications. I will say I am a Shark tank addict.
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RITHOLTZ: We’ll talk a little bit about leadership and crew development a little later. So let’s discuss leadership and what you do to develop crew members and to identify and foster other people’s leadership skills. So, Ken ended up being one of the best bosses I’ve ever had in my career.
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But here’s a group who’s highly motivated, they’re doing all kinds of leadership things, and nobody is taking a profit. And everybody has access to the Internet and it’s instantaneous communication worldwide. And tell us what what’s been keeping you entertained. That’s the American way.
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And, and my recollection is that when foreign banks come into the US and buy up a bunch of assets or debt or whatever it is, and when they start to run into trouble back home, there’s usually a change of leadership. Starting with, tell us what’s keeping you entertained these days? Netflix, what keeps you entertained?
It’s usually like really does emanate, you know, from the leadership. And so I am very focused on who these people are, what is their attitude, how do they communicate and all of those things. So normally I would ask you, what’s keeping you entertained? They are entertainers and they know how to entertain.
And four nights a week, we were out to dinner, entertaining customers, getting to know them, talking about the markets, and that was an incredible education for me. RITHOLTZ: This is data, voice, communications no matter where you are on the globe. And so I spent a lot of time going out. WAGNER: Right.
We wanna be sure that our communications tools leverage large language models so they can be highly personalized. 00:36:07 [Speaker Changed] The, the SEC is incredibly concerned that financial performance is the primary measure by which the advisor communicates to the investor their success. 00:41:16 [Speaker Changed] Yeah.
I mean, you, you, it does, it does, you know, that’s this cool thing about this title is it, it does gimme some nice scope to, to execute across really the entire leadership team of the, of 00:26:06 [Speaker Changed] The firm. We ask all of our guests starting with what’s been keeping you entertained these days?
And I think it’s important to communicate for our investors, for perspective partners and, and people that to attract the best and, and make sure we have the best partners to make sure our story’s out there. And, and so we strive to make sure there’s that communication openness. We do a lot of surveys.
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And I understood from that that well-meaning people can still muck things up because they don’t have an appropriate guide frame or appropriate leadership, or they’re not, so like little things can take projects astray. What, what’s keeping you entertained? But there’s a variety of ways to incorporate it.
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I mean you mentioned it earlier on, I mean, Cliff’s hilarious and 00:14:09 [Speaker Changed] He’s a funny guy and it’s rare to find someone who is a quants who can communicate as eloquently as he can and at the same time has such a devilish sense of humor. What’s keeping you entertained?
RITHOLTZ: The communication was bad also. HOFFMAN: And he’s talking about, you know, the seat back entertainment should be a streaming platform, right? HOFFMAN: How dare you try to do anything doesn’t have to do with running your business day to day, which is what a lot of the sort of pandemic leadership involved.
There was the optical communications boom, some of the original software internet assets. And, and then they’ve lost leadership on Foundry to TS MC 00:36:14 [Speaker Changed] And then MA Mobile, they lost 00:36:16 [Speaker Changed] Leadership on that. I remember working on one or two software deals.
The New York Fed is kind of, I don’t know how to say this first, amongst the regional feds, because you’re located right in the heart of the financial community. What is the communication like back and forth between the New York Fed and major players in finance, especially in the midst of a crisis like that?
They wanted to understand how they lost and they went door-to-door asking – they came up with this idea that, this – Dave Fleischer who runs The Leadership LAB …. It’s not “The Godfather” but it was entertaining and silly and fun. RITHOLTZ: UCLA or USC? I don’t remember which. RITHOLTZ: Six, seven.
So he, he followed the polarization in the country around the vaccines rather than necessarily driving it leadership. Barry Ritholtz: 00:07:43 [Speaker Changed] Leadership. It seems like the whole US National Institute of Health is designed for this information to bubble up to the top for a little command and control and communication.
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