00:10:13 · Frank Slootman
So leadership is about, no, we're not going to go slow. We are going to go as fast as we know how. There's going to be tempo pace. There's going be fast follow ups. There's going to be lots of questions. There's going to be intensity behind it. So it brings up the level of energy, the level of focus, and we're going to get to a much quicker result, quicker outcome, and a much better outcome. When you want to have good people, they really crave an environment that is energized, has high standards, that's impatient. If you and I are having a meeting and we need to have a follow-up because it's like, okay, you're going to say, all right, I'm going to come back to you in two weeks. And I'm like, no, how about tomorrow morning or the next day? What are you going do over two weeks? I'm losing interest in the topic over two weeks. Okay, two weeks is way too long. Two days max. I prefer actually tomorrow morning. So why don't you go figure out what you can between now and tomorrow morning? And maybe it's too soon. Well, then we'll do it the next day, okay? You keep compressing the timeframes because people can move much faster than they think they're capable of, and they can do much better than they think they're capable of. The leadership does is they get them there. Snowflake's mission, we've said this since the IPO, is we are here to mobilize the world's data. And we say mobilize is to extract maximum value from data. We do that through the Data Cloud, that's our strategy. Data Cloud means there is an orbit of data, it's unfettered access. I can overlay, blend, and join data from unlimited numbers of sources, different data types, and I can extract the maximum potential out of data science and data analytics. That's really what we're doing. Snowflake is a data strategy for large institutions, large enterprises. The point of a mission is that you have a precise
00:12:01 · S0, S9, S10, S3, S11
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00:13:31 · S11, S12, S13, S6, S7
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00:14:01 · Frank Slootman
[00:14:01] S8: Definition about what you're doing because if it's not precise, then it's vague. That means you're going to be wasting a lot of resources because you don't really know what you're aiming for because it's just too vague and too general. Like in the military, have very, very precise missions, right? We are going to take that hill. It's very, very precise. They know it when they do it. In business, we often have beautiful flowery language about things we want to do. But how do you even know you're achieving it, right? So then the second thing is you want a mission to be relatively narrow, right? Because you can't do a lot of things at the same time. But you can do, you concentrate all your resources on a very, very specific thing. You have really the opportunity to achieve that and relatively quickly, because the narrower the plane of attack and the more resources applied to it, the more likelihood that it actually is going to happen. So this notion of mission posture also protects you against what we call mission creep, where the mission is creeping. It's getting bigger and bigger and bigger and bigger. You you want to keep it very tight. We are going to do this thing and just this thing. So I think it's a useful way of thinking about purpose and how to provision and mobilize organizations against objectives. Otherwise, we're just a group of people running around doing stuff, hoping for the best. Conviction, have conviction. You cannot be half hearted. If the answer is not hell yes, it's hell no. So conviction number one. Number two is courage. As a leader, you have to have courage because you'll be doing things that people may not like. And you're not here to please or appease, you're here to lead. You've to bring people along even when you're doing things that are not popular. This is not a popularity contest. And then the third C is really clarity. You got to bring great clarity to situations. How to think about things. What is going on? Because everybody gets confused, you know, because conflicting information. What does it mean, how do I think about it? Leaders explain things in terms that people don't understand. That's what I mean by clarity. Courage, clarity, conviction. If you do all these three, you're well on your way to being a great leader.
00:16:25 · Frank Slootman
What's really important for entrepreneurs is struggle and failure is not just normal, it's the norm. I mean, and struggle are very, very common. Successes are rare. Here's the important thing. Failure and struggle are formative. They teach. They make you become the person that you need to become. Other words, you need to embrace struggle and failure as opposed to, well, you know, I'm no good at this. I should go do something else. No, you should use it as a learning experience because that's really what it is. I had somebody the other day who wrote me an email and he was fired from his CEO job and he's 32 years old. So he was devastated. I'm like, this is just learning. Know, you're 32, you know, you're a baby. So, and he felt much better when I said it. I said, when I was 32, I was nowhere. I'm like, really? I'm like, it takes time, you know, so you need to be patient, you know? And there's some people, you know, Mark Zuckerberg and famous entrepreneurs, they're very successful at a young age. That's not the norm. That should never be your expectation. Those are exceptional situations. So struggle is formative and embrace it rather than I hate my life because I'm not being successful. I mean, being successful is actually, you will realize later on how formative and educational that was. You just can't see it right now. That's really very important advice. When you fail, it's not a signal that you're no good. It just means that you need to learn. And now you are.
00:18:08 · S3, S2, S11, S12, S13, S6, S7
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