Randall Stutman – Giving Feedback, Followership, and Admired Leadership (EP.497)
Capital Allocators – Inside the Institutional Investment Industry
Ted Seides – Allocator and Asset Management Expert
4.7 • 841 Ratings
🗓️ 13 April 2026
⏱️ 63 minutes
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Summary
Randall Stutman is the founder of Admired Leadership and one of the most sought-after executive coaches in the world. He's known across Wall Street, the hedge fund community, professional sports, the Olympics, and the White House entirely by word of mouth. Randall was a past guest on the show six years ago in a rare public appearance, and that conversation is replayed in the feed.
Our conversation covers the framework for uncovering the behaviors and best practices of admired leaders and then dives into examples around giving feedback. We also discuss how admired leaders both generate results and develop followership, and a few extra behavioral gems for investment leaders.
Last year, Randall launched ALEX, an insane AI coaching tool trained solely on his insights. It's effectively an executive coach available 24/7 for only $300/year. We use it regularly, and always for situations with elevated stakes. Give it a try at leadwithalex.com.
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Transcript
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| 0:00.0 | Why do we call something feedback to begin with? The reason we do is comes from a place of power, |
| 0:05.2 | comes from expertise, comes from experience, comes from knowledge, comes from legitimate status. |
| 0:10.8 | In other words, I have the position, the role to give you information that will improve your |
| 0:17.3 | performance and or change your behavior. When I give you feedback, I call it feedback. |
| 0:22.2 | The expectation that both of us have, especially that I have as a leader, is you're supposed |
| 0:26.9 | to take it seriously. |
| 0:27.6 | You're supposed to yield to it. |
| 0:28.6 | In other words, at least pretend you're going to engage this. |
| 0:31.7 | Why? |
| 0:32.1 | Because of power. |
| 0:33.3 | That power has a consequence. |
| 0:34.8 | It creates resistance. |
| 0:36.6 | People naturally become a little bit reluctant, if not totally defensive, to things that come at them from power. So if I say to you, listen, you've been late to meetings a lot. Team really needs you to be here on time because they want to hear what you have to say. I can say, I have some feedback for you. As soon as I say I have some feedback for you, you may not dig in, but you're going to get a little bit defensive. That's the nature of power. All power produces that. Well, what happens if I take the same message, but I lower its power? The next piece below feedback is called advice. I could say the same thing. I could say, |
| 1:11.5 | can I offer you some advice? A person says, well, what's your advice and say, well, you need to get |
| 1:15.0 | to the team meetings on time. People want to hear your opinion. My advice is you're missing a big |
| 1:19.7 | opportunity. Same message. The only difference is I lowered my power. |
| 1:34.0 | I'm Ted Sides, and this is Capital Allicators. |
| 1:40.2 | My guest on today's show is Randall Stutman, the founder of admired leadership, |
| 1:44.0 | and one of the most sought-after executive coaches in the world. He's known across |
| 1:45.8 | Wall Street, the hedge fund community, professional sports, the Olympics, and the White House entirely |
| 1:51.7 | by word of mouth. Randall was a past guest on the show six years ago in a rare public appearance, |
| 1:57.6 | and that conversation is replayed in the feed. Our conversation covers the framework |
... |
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