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The Great CEO Within How to build a category-killing company from the…

- - - - 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
        product-market fit
        
        Morale
        
        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
        
        Efficiency
    - - Metrics that show whether PMF has been achieved include: revenue, renewal rates, NPS
    - - blitz scale
        
        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.
- - - - Waiting For
      - Someday/Maybe
      - Next Action,
      - Reference
  - - - 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
  - - - “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.
  - - - 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.
- - - - 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.
      - 2 Way:
        
        The hard way: Write an extraordinarily thorough analysis from the get-go
        
        The easy way: Write a draft, circulate it to the meeting participants before the meeting, and invite comments and questions. Then write out responses to all of these comments and questions prior to the meeting.
        
        Jeff Bezos / Amazon Way
        
        He requires that anyone who wants to bring up an issue or proposal must write up the item fully prior to the decision meeting (with someone else writing up a counterproposal if necessary)
        
        The meeting is then spent reading the write-ups.
        
        Once the decision-making team has read them all, a decision
        is made.
        
        If consensus is not reached, an appointed decision-maker makes the call. If there are still open questions, then the decision-maker assigns one or more people to research, and of course write, the needed follow-up
        
        At the end of the next meeting, the decision is made.
    - - You create buy-in when you make people feel they are part of the decision, and that their input contributes to the final outcome. The more influence they feel they have on the outcome, the more they’ll be invested in the final result
    - - require that anyone who presents an Issue at a team meeting do so in writing. The write-up should include both a detailed description of the Issue as well as their Proposed Solution
    - - 1. Somtexteone identifies an issue or decision that needs to be made. They write up:
        
        a. The Issue
        
        b. The Proposed Solution
        
        c. The list of people needed to make and implement the decision:
        
        R (Recommend) = the one who first proposed the Issue and Solution
        
        A (Agree) = those people whose input must be incorporated in the decision
        
        P (Perform) = those people who will have to enact any decision and therefore should be heard
        
        I (Input) = those people whose input is worth considering
        
        D (Decide) = the one who will make the decision
        
        d. A section on the document for each person above to write their comments.
      - The R then reaches out to all the As, Ps and Is to solicit their input. Once this input is
        received, the document is ready to be reviewed by the D.
      - The R schedules a Decision Meeting and invites the D, As, Is and Ps
        
        a. If the issue is urgent, the R schedules this Decision Meeting as soon as it needs
        to be.
        
        b. If the issue is non-urgent, the R can use the next Team Meeting as the Decision Meeting. (This is much more efficient, and should be done whenever the issue is non-urgent.)
      - At the Decision Meeting, the D reads through the document. If she has any questions, she asks them. If her questions can be fully answered in 5 minutes, she decides. If they cannot be answered in 5 minutes, she asks for another round of written responses on the document to answer her questions. At the next Team Meeting, she reviews these responses, and decides.
      - Once the D decides, she writes up the Decision (or asks the R to do so) along with all the Next Actions (each with a DRI and Due Date). The D then publishes this decision to the company
  - - - 1) precisely defined, and
      - 2) fully agreed to (which almost always means written) by all relevant people.
    - - Implementing these consequences is a two-part process. The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to, and that they meet all of the agreements they make, whether by adherence or by prompt communication that they need to alter the agreement.
  - - - Interpersonal conflict arises often. And almost always it is due to people:
        
        Not fully sharing their feelings and thoughts.
        
        Not feeling heard.
      - There is a laughably simple method to solving this issue
        
        The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
        
        Nonviolent Communication: A Language of Life.
        
        Never Split the Difference: Negotiating As If Your
        Life Depended On It
      - For me to respect you, I don’t need for you to agree with me. But I do need for you to hear what I have to say
        
        I only need to prove to you that I have “heard” you. And to do that, I only need to repeat back what you’ve said (summarized, of course) until you say “That’s right!” Then you will feel heard. You will now be open to hearing what I have to say
  - - - When our egos make us afraid to be wrong, that fear leads us to defend our ideas at all costs, and to work too hard to convince others that we are right—often with anger