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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
... See moreTony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Startup Empire Notes from Session with Greg
Notes for X.com with Greg:
Was “making millions” but was paycheck to paycheck. Learned the hard way that personal finance matters. Changed my life. Now, I share everything with you. Follow along. Managed restaurants that did $5M/year that went broke. It turns out “the bottom line” actually matters. Sharing
The second-best scenario is a serial entrepreneur CEO planning to build out a new team. Third best is a team that did amazing things, but perhaps due to macro market conditions did not achieve a high return for investors.
Patrick Vernon • Venture Capital Strategy: How to Think Like a Venture Capitalist
Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Firing executives It is always painful to let people go. When you fire an executive, it can be hard not only on you and the executive but also on his entire organization.38 There are some steps you can take, though, to minimize the uncertainty and confusion that come along with these difficult decisions. Before you let an executive go, you should m
... See moreElad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People
One of the most dangerous transitions that a company makes is going from fewer than ten team members to more than twenty in a short time. During this time, communication and productivity usually break down.