We talk about planning and strategy and BHAGs and the like, but then act like the choice of game is already set and non-negotiable. It’s not; you get to choose. In fact, you need to choose
We talk about planning and strategy and BHAGs and the like, but then act like the choice of game is already set and non-negotiable. It’s not; you get to choose. In fact, you need to choose
The tough part is that you actually need to learn everything you can about running three companies.
There is a probability of success. While this probability is properly unknowable, everything you do will either increase the probability or will eat away at your chances that things line up the way you need them to.
I'm pretty interested in this problem and have been for a long time. The way I see it, there remains an unfathomable level of wasted time and effort on both sides of the B2B selling and buying process.
Like a good axe, a company may have just a few standout capabilities that help it win consistently at its purpose.
We act as if these questions are new and complicated because the technology is new and complicated; and so we can't possibly be expected to work it all out.
The criticisms we expect and are somewhat prepared for are normally not a big deal. It’s the criticism we believe we don’t deserve and don’t expect, that often affect us the most.
Once you establish that a goal is worthy, how do you know if you are truly going after it, or just generating a bunch of smart sounding activity?
Pain is a natural consequence of being alive and having ambition. Pain is the universe doing you a favour
You have the better mousetrap, yet customers churn and use the budget to go in some other direction.
One of the great lies we as CEOs tell ourselves is that the problem is real and product is a great fit for our addressable market and we are just an iteration or two away from scaling like crazy.
Knowing what is real is more important than winning, because there is no sustainable victory without it.
A big part of being a CEO, executive or team leader has to do with how well you manage the psychology of the job. Psychological resilience, durability, empathy, clarity are critical if you are going to try to keep important goals in focus and get an organization of humans to do the right things.
The failure to focus started and ended with a failure to clearly synthesize a view of the reality around you