The Great CEO Within How to build a category-killing company from the…
The Great CEO Within
How to build a category-killing company from the ground up
By Matt Mochary
Part I -- The Beginning
Chapter 1: Getting Started
Book - Disciplined Entrepreneurship by Bill Aulet
Chapter 2: The Team
do not create a 50/50 partnership
Owning much of something is better than owning 100% of nothing
Each new member must somehow grock the priorities, vision and actions of the other team members in order to place their efforts in the same direction.
never grow beyond six until there is true
six or less people, the environment feels like a team in battle. Chaos is expected.
Communication and organization
When you are a few people in a room, you all know what each other is working on without having to formally report to each other
PMF - Product Market Fit
Metrics that show whether PMF has been achieved include: revenue, renewal rates, NPS
create massive awareness (Marketing),
walk many customers through the sales process (Sales)
hold those customers hands as they set up and
use your product or service (Customer Success)
harden your infrastructure to withstand many
users at once (DevOps)
get rid of technical debt as well as add all the features promised in your roadmap (Engineering)
update the product roadmap to meet the most urgent needs of
your customers (Product)
all of the non-technical operations (People [Recruiting, Training
and HR], Finance, Legal, Office)
It is at that moment that you need to implement a formal management system.
You will no longer be able to just “work on the product”
You and your team will likely have to spend one full day per week preparing for and participating in team and one-on-one meetings.
The good news is that the same system that allows your company to operate well with 25 people, will also allow it to work well with 25,000.
The rest of this book walks through the implementation of such a system.
Part II — Individual Habits
Your example inspires your team, and your
efficiency determines the efficiency of the team. Therefore, the first thing to optimize is yourself.
Chapter 3: Getting Things Done
Getting Things Done: The artof stress-free productivity , by David Allen.
Chapter 4: Inbox Zero
If the email/message takes less than two minutes to address, do it immediately.
If it takes more than two minutes, write down a Next Action for it and then place the email in its correct location
Repeat until you get to Inbox Zero. If you are truly fearless, you get can get to InboxZero within the hour (yes, even if you have 1,000s of emails in your Inbox right now).
Chapter 5: Top Goal
by Greg McKeown
Schedule two hours each day (ie- put an Event in your calendar) to work on your Top Goal only. And do this every single work day.
earlier in the day you schedule this Top Goal time
Chapter 6: On Time and Present
It is critical to be on time for every appointment
be present. Being present means that you arecomposed, prepared, and focused on the subject matter
Chapter 7: When You Say It Twice, Write It Down
Whenever you find yourself saying something for a second time (to a second audience, or in a second situation),write it down
Chapter 8: Gratitude and Appreciation
cheering positively something that someone made, will create a highly compromise
“What is good about this situation?” “What is good about this teammember?” “What is good about my company?” “What is good about my life?”
“I am grateful for
.” Be as specific as possible:
names of people, specific actions they did, etc.
The recipient will feel better about themselves. And we now know what happens when people feel better about themselves.
The recipient will feel connected and appreciative to you for having brought them this good feeling.
You will start to view the recipient more positively, since you are now focusing on a positive aspect about them.
How to Become Insanely Well-Connected
Chris Fralic of First Round Capital
reserves one hour each week for follow-ups and outreach, most of which include appreciations.
Chapter 9: Energy Audit and Zone of Genius
It is important to maximize your energy.
“Did that activity give me energy or drain my energy?”
Zone of Genius
there are four zones.
Zone of Incompetence
are the things that other people probably do better than you (ie- fix yourcar), and therefore you should outsource if they don’t give you joy.
Zone of Competence.
are the things that you do just fine, but others are as good as you (ieclean your bathroom) and therefore you should outsource if they don’t give you joy.
Zone of Excellence.
are the things that you do better than others, but don’t love doing. This is the danger zone. Many people will want you to keep doing these things (as those people gain derive benefit from you doing them), but this is the area that you should also look to move away from. This is the hard one!
Zone of Genius.
are the things that you are uniquely good at in the world, and that you love to do, so much so that time and space likely disappear when you do them. This is where you can add most value to the world and yourself.
Chapter 10: Health
your mental e fisical health is precious
Part III — Group Habits
Chapter 10: Decision-Making
Writing vs Talking
If you want the most effective and efficient decision-making process, require that anyone who wants to discuss an issue write it up, along with the desired solution, ahead of time
The goal of this write-up is to be thorough enough that at the time of decision-meeting, there are few or no questions.
Chapter 11: Loudest Voice in the Room
Chapter 12: Impeccable Agreements and Consequences
Chapter 13: Transparency
Chapter 14: Conflict Resolution and Issue Identification
Chapter 15: Conscious Leadership
Chapter 16: Customer Obsession
Chapter 17: Culture
Part IV — Infrastructure
Chapter 18: Company Folder system and Wiki
Chapter 19: Goal-Tracking System
Chapter 20: Areas of Responsibility (AORs)
Chapter 21: No Single Point of Failure
Chapter 22: Key Performance Indicators (KPIs)
Part V — Collaboration
Chapter 23: Meetings
Chapter 24: Feedback
Chapter 25: Organizational Structure
Part VI — Processes
Chapter 26: Fundraising
Chapter 27: Recruiting
Chapter 28: Sales
Chapter 29: Marketing
Part VII — Other Departments
Chapter 30: Executive
Chapter 31: Product
Chapter 32: Engineering
Chapter 33: People
Chapter 34: Finance
Chapter 35: Legal