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Economist Podcasts

S1 E1 Leadership: Weed it and reap

Economist Podcasts

The Economist

News & Politics, News

4.35K Ratings

🗓️ 23 October 2023

⏱️ 34 minutes

🧾️ Download transcript

Summary

Andrew Palmer, The Economist's Bartleby columnist, learns lessons in management on a Norwegian mountainside. He hears from Emma Walmsley, the CEO of GSK; Daniel Kahneman, a Nobel prize-winning psychologist; and Claire Hughes-Johnson, the one-time COO of Stripe. 


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Transcript

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0:00.0

Hi, this is Ava from Vanta. In today's digital world, compliance regulations are changing constantly,

0:07.2

and earning customer trust has never mattered more. Vanta helps companies get compliant fast and stay

0:12.9

secure, with the most advanced AI automation and continuous monitoring out there. So whether

0:17.9

you're a startup going for your first SO two or ISO-27,001,

0:21.6

or a growing enterprise managing vendor risk, Banta makes it quick, easy and scalable.

0:26.5

And I'm not to saying that because I work here. Get started today at banta.com. The Economist.

0:38.3

Okay, it is the morning in Vos.

0:46.3

We are about to head onto a bus to go into the National Park and a place called Fonsboos.

0:54.3

This past summer, I joined a trek through the Utenheimen Mountains in Norway.

0:59.4

The producers for this podcast had trained me on a bit of recording equipment

1:03.2

so that I could capture scenes from the adventure.

1:06.1

I did think I'd do some packing noises which might come in use full later.

1:12.2

So get ready for some zips.

1:17.9

My companions were a class of MBA students at Johns Hopkins University in Baltimore.

1:25.1

They were on an experiential expedition for aspiring leaders, run by two professors in the business school.

1:31.6

Real fast, raise your hand if you needed to get something at the sports store.

1:35.9

We made a final stop for gear before arriving in the mountains.

1:40.9

There's a kind of nervous energy, basically. Everyone has been told that they're heading into a

1:48.0

slightly unknown environment, a potentially hostile one. So there's just a general, you know,

1:55.4

what are we getting ourselves into, feel to the group? Everyone is in there madly buying things.

2:03.6

Over the next seven days, the participants would take turns guiding the group from cabin to cabin. Metal would be tested,

2:09.6

conflict would form and resolve, and the students would learn what it took to be a leader.

...

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