The role of the CEO: managing yourself – High Growth Handbook

describe the CEO job as knowing what to do and getting the company to do what you want.

I’m a big self-awareness advocate, and I would say there are two things you’ve really got to spend a good amount of time on as a founder or CEO and a leadership team. The first one is, what are things that only the founder/CEO can do and which are existential to the company? What must they spend time on? One of those is often recruiting additional

At a dinner I attended recently where he spoke, he said he thinks of the role of CEO as being the chief editor of the company. At another event at Stanford he explained further: “By editorial I mean there are a thousand things we could be doing. But there [are] only one or two that are important. And all of these ideas … and inputs from engineers,

I was embracing what I came to call Lazy Leadership: the idea that a CEO’s job is not to do all the work, but more importantly to design the machine and systems. Not a player on the field. Not the coach. But the owner, sitting up in a little box at the top of the arena, passively observing until the next critical fifty-thousand-foot decision had to

CEO/Web Design/etc. You’re designing the logos. You’re taking the sales calls. You’re generating the leads. You’re the wordpress guy/gal. You’re the one running the campaigns. You’re the one emailing clients back when they have a question. In this stage, if you take a month off, there won’t be a business to come back to.

As CEO, you spend almost all your time on people problems and communication. You’re trying to navigate a tangled web of professional relationships and intrigues, listen to but also ignore your board, maintain your company culture, buy companies or sell your own, keep people’s respect while continually pushing yourself and the team to build somethin