Mark Porter

And it talks about how there's this false choice between saying what needs to be said and having a big argument. The reality is, is that the best leaders teach their teams to say what needs to be said without it being a big argument.

And it talks about how there's this false choice between saying what needs to be said and having a big argument. The reality is, is that the best leaders teach their teams to say what needs to be said without it being a big argument.

And it talks about how there's this false choice between saying what needs to be said and having a big argument. The reality is, is that the best leaders teach their teams to say what needs to be said without it being a big argument.

And the way I do that and the way I've been taught to do that by these great leaders is we turn and we face the customer and we say, what is the best thing for the customer? We have full faith that that's going to result in being the best thing for our company.

And the way I do that and the way I've been taught to do that by these great leaders is we turn and we face the customer and we say, what is the best thing for the customer? We have full faith that that's going to result in being the best thing for our company.

And the way I do that and the way I've been taught to do that by these great leaders is we turn and we face the customer and we say, what is the best thing for the customer? We have full faith that that's going to result in being the best thing for our company.

And we have full faith that's going to result in being the best thing for our employees and by transference, the best thing for our shareholders. And so if you think about those four tiers, customer,

And we have full faith that's going to result in being the best thing for our employees and by transference, the best thing for our shareholders. And so if you think about those four tiers, customer,

And we have full faith that's going to result in being the best thing for our employees and by transference, the best thing for our shareholders. And so if you think about those four tiers, customer,

company employees and stakeholders i look up to people who i can work with on that hierarchy on that fundamental maslov's set of needs but maslov's set of needs for a fundamentally successful technical company and i really love working with people who we can do that I also hate politics.

company employees and stakeholders i look up to people who i can work with on that hierarchy on that fundamental maslov's set of needs but maslov's set of needs for a fundamentally successful technical company and i really love working with people who we can do that I also hate politics.

company employees and stakeholders i look up to people who i can work with on that hierarchy on that fundamental maslov's set of needs but maslov's set of needs for a fundamentally successful technical company and i really love working with people who we can do that I also hate politics.

I hate people bringing too much emotion to the table that's false, that they're using emotion to get something done. But I love it when people bring authentic fright, authentic fear, authentic uncertainty to a situation so we can all lay it out on the table and just be human together.

I hate people bringing too much emotion to the table that's false, that they're using emotion to get something done. But I love it when people bring authentic fright, authentic fear, authentic uncertainty to a situation so we can all lay it out on the table and just be human together.

I hate people bringing too much emotion to the table that's false, that they're using emotion to get something done. But I love it when people bring authentic fright, authentic fear, authentic uncertainty to a situation so we can all lay it out on the table and just be human together.

MongoDB has had such a massively successful arc of our company, and yet it has had missteps. In the early days, we probably promised a little bit too much. Maybe we would have promised a little bit less. We got in trouble in 2013 and 2014 about maybe promising too much with transactional consistency and things like that. Then we came along and we introduced full asset transactions in 2018.

MongoDB has had such a massively successful arc of our company, and yet it has had missteps. In the early days, we probably promised a little bit too much. Maybe we would have promised a little bit less. We got in trouble in 2013 and 2014 about maybe promising too much with transactional consistency and things like that. Then we came along and we introduced full asset transactions in 2018.

MongoDB has had such a massively successful arc of our company, and yet it has had missteps. In the early days, we probably promised a little bit too much. Maybe we would have promised a little bit less. We got in trouble in 2013 and 2014 about maybe promising too much with transactional consistency and things like that. Then we came along and we introduced full asset transactions in 2018.

So, so that's an area where I think we could have done a little bit better than, and the company was growing and that's fine. Um, you know, I don't really have any other areas where I think that, that we have needed to take a different approach. I think we've actually executed really well. And a large degree of that is because Dave, my CEO listens.

So, so that's an area where I think we could have done a little bit better than, and the company was growing and that's fine. Um, you know, I don't really have any other areas where I think that, that we have needed to take a different approach. I think we've actually executed really well. And a large degree of that is because Dave, my CEO listens.