Transcript
WEBVTT
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As your company grows in scales,
you have to make some hard decisions about
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who's going to be on the team, and that founding team that you love
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may not be the right one to
take to the next level. We're back
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for another episode of the CEO Series
on the BB growth show. I'm your
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host, John Belazier, editor of
the CEO Playbook and online publication full of
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stories from real CEOS and practical sage
advice for founders and CEOS of high growth
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companies. Today we'll be talking about
CEO peer groups. In episode one of
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the series, if you recall,
I said if you really want to become
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a great CEO or bet of CEO, you've got to join a peer group.
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I let me explain why. About
eight years ago, I boarded a
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flight from JFK to make my way
to an island about thirty miles south of
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Cape Cod Massachusetts. It was a
welcome break. I was attending a small
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annual invitation only gathering called the Nantucket
conference. The name was fitting because the
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island home of Moby Dick started with
a partnership of thirty entrepreneurs. It was
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my fifth anniversary at the helm of
an insure tech company I was running at
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the time and I wanted to expose
myself to other exciting happenings in the technology
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industry. I was also looking to
rope shoulders when entrepreneurs in the Boston texting
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the conference was absolutely amazing, but
what happened at the end of the conference
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is what I want to talk about. Just before I left, I met
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someone who would introduce me to a
community that played an influential role in my
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success as CEO. I didn't know
this at the time, but leaders of
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companies of all sizes get together cordly
and they share their tough challenges in this
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very safe environment and they get to
sound off ideas against experience CEOS peers and
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their groups, and they also get
sound advice from their fellow CEOS. So
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joining this type of form was probably
one of the best decisions I've ever made
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as a CEO. I finally had
a place where I could work through some
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real challenges in my business and personal
life. I could speak freely and vent
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when I needed to. So for
this episode I am joined by my close
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friend and founder of that very forum, Bougia Cookman. Booga is the managing
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partner of Catlin and Cookman group,
whose services are tailored really specifically for CEOS
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of investor back technology companies. Over
the past twenty plus years she has worked
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with over a hundred plus CEOS and
her companies who have participated in the high
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grold CEO Forum have delivered over ten
billion plus in enterprise value through MNA and
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IPOS. Many of them participated in
the high grold CEO Forum from start up
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all the way through to IPO,
and many continue to participate in the forum
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even after reaching these successful levels.
The company's primary focus is on the CEO
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role and how the CEO must change
and adapt as companies grow. She is
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incredibly passionate about helping the CEO CEOS
who want to build great growth companies and
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she finds great satisfaction and helping play
some role or some part in the positive
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impact these businesses and their success have
on entire ecosystems, on employees, customers,
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their families and communities. So I
invited Bouga to share insights on her
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form members and how they're dealing with
the pandemic. We talk about her framework
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on how the CEO role changes as
companies go through predictable stages of growth.
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I really enjoyed the conversation and I
know you will too. You learn about
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some fascinating secrets about the CEO role
that you don't want to miss. Okay,
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let's get into it. POSIA,
welcome to the show. Thank you,
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John. It's great to be here. Looking forward to it. We
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like to talk to you about today. We're recording this when the world is
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falling apart. There's a glottal pandemic
upon us, so we're obviously going to
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spend some time talking about the challenges
that some of your CEO clients and colleagues
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and friends are experiencing right now,
and we'll talk about the CEO Journey,
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which is really the subject of this
episode. But before we get into it,
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I'd love to have our listeners learn
more about you. How did you
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become who you are? And you
run a CEO Forum where you get some
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of the most amazing CEOS together to
talk about some of their challenges. How
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did you come to do that?
Yes, it's been quite a journey.
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I've been working with high growth CEOS
for the last twenty years and prior to
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that was actually an executive at a
high tech startup company that went public,
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and the reason I do this work
now, which is working with with CEOS
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of investor back company is all in
tech, is to help them grow their
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companies in the wonderful way the company
I was with, it was avid technology,
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and also avoid some of the pitfalls
that happened at Avid, especially at
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the end after the IPO, the
company hit some turbulence and CEO was fired
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and it was broke my heart,
frankly, and I decided to change my
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career trajectory and, after going back
to business school, looked for somebody who
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was working with CEOS of startups and
found my partner, Catherine Catlan, and
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twenty years ago, joined her and
we've been been working ever since, both
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through the Highgro CEO Forums and consulting
practice and coaching. So it's really it's
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really out of wanting to help companies
be great and help the CEOS get their
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companies there. And John, I
think the reason is, and you know
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this, when you grow a great
company the impact is not just on the
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company, it's the whole ecosystem,
right. It's the customers, it's the
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employees, it's employees families, it's
a community and I think we're seeing that
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right now with this pandemic how tightly
linked we all really are. Right for
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sure, for the listeners benefit,
could you tell us what was avid and
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when he sat with there? Were
sure so. So avid avid was a
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company that was founded in the late
S and was in the film and Video
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Market Place. It still exists today. It's still public and traded company today.
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I was out on the West Coast
at the time hired to run sales.
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So we're really the company really revolutionize
the way film and video editing is
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done. It was, it's not, moving from linear to nonlinear digital.
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It's hard to imagine today, but
at that time everything was done on tape
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or film and it was quite a
wonderful journey. And then I came back
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east to work at corporate headquarters,
where I ran product marketing, business development,
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etc. And I claim to fame
is that one of the products want
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to Technical Academy Award for film editing. So that was a lot of fun.
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Have Academy Award. That's cool.
I do not that the engineering team.
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Engineering team, okay, I did
have any. Rather think I have
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an emmy. All right. Right. So that was a wonderful experience and
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really I fell in love with technology
and startups and that whole world and it
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really broke my heart when the company
went through the downturn and I just decided
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that I really wanted to figure out
how to help other CEOS grow great companies
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and avoid what happened at Abbott.
Got It. Who would you say you're
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proud of the most? Over the
years you've been to quietly supporting CEOS for
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yeah, many of the top technology
companies in Boston and beyond. Who would
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you say you're most proud of?
Well, what I love about the the
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high grows CEO Forum is that we
people who join our our CEOS who really
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want to learn from each other,
listen and contribute and they're great team members
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and I'm just really proud that I
got an operator and I have an opportunity
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to work with people like that.
They're making a difference, they make hard
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decisions, they're compassionate and it's always
great when there's actual data, I mean
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where we can look back and say, well, our CEOS of generated almost
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ten billion dollars in MNA or from
Ipos over the years working with them.
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That's that's great to be able to
say. There are others that don't have
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that same kind of success, but
of still run great companies and and done
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wonderful things. So I'm most proud, I think, of having the opportunity
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to work with them on a continuing
basis. You know one thing I've enjoyed?
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I've been a member of your forum
and you're right, it's a group
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of some amazing CEOS. What I
enjoy the most is how your forum creates
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an environment whereby you develop a community, not just a group of professionals sort
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of lamenting about their challenges, but
people get to connect to each other and
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become longtime friends. I mean some
of my closest friends that have been developed
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in in the last decade or so
really came from the forum and we call
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each other all the time and we've
been talking to each other during these tough
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times and it's just very gratifying to
have those relationships still be intact even though
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we're now in the forum together.
Right. Well, what do you think?
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I think a lot of it has
to do with learning by fire together
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coming and we have a as you
know, a very strong confidentiality rule that
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what happens in the forum stays in
the forum, and that's really critical.
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We also make sure that, for
am members are running similar companies in terms
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of size and stage, so that
you're sharing common issues and problems. But
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I think, I think one of
the biggest things is being able to share
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the unvarnished truth about what you really
feel and what you're really worried about,
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and those are things that typically you
don't have anywhere else to share them because
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it is lonely. I mean you've
got you can correct me if I'm wrong
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about this, but when you can't
really share some of these issues with your
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team, because it might be about
your team, or with your board,
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because it might be about your board
or your investors, or with your customers
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because you're trying to decide what your
next market might be or how to manage
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your current strategy. And so it
gives everybody an opportunity to just be who
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they are and share personal things to
although the focuses on business in the forums
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and everybody has to come with a
challenge. So it's completely driven by member
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issues every quarter and then I think
over the time you just develop this camaraderie
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as you grow your businesses together.
Is there some others? There something else
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I'm missing? No, I think
that's a pretty comprehensive view. I think
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that we also share bus practices.
You know, there's lots of new ideas.
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They get generated through the form because
we're seeing new and interesting challenges.
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The other thing I would add was
how often interesting you innovative ideas about how
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to think about your own business come
out of seeing and helping someone deal with
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challenges in their own business? Yeah, well, you be kind of out
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of it. I didn't think about
that, you know. Well, that's
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yeah, maybe it's something that would
have hit you a year from now exactly.
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Think other key's John is the commitment. Yea other that this is a
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quarterly one or two day meeting.
Everybody comes prepared to share best practices or
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we introduce some Ip from our frameworks
and everybody comes prepared to share their challenges
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and and then there they have milestones
they commit to at the end of each
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meeting and final advice for each other
and they are expected to be there at
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the next quarterly meeting. And so
it builds this connuity and what I've just
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found as a commitment to help each
other, because that's that's what we care
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about. That's is the success of
each member in that room. It's it
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and you you have to admit it
is preparation intensive. This is not we
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don't bring in a lot, we
don't bring in speakers. This is a
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really about the members getting together with
what's really going on in their businesses.
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Yeah, it's very real, very
raw, and everyone is very candid about
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what's really happening, which many times
they don't get to they don't get to
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be that candid right with how they're
really feeling and dealing with things, and
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this is this is a place where
they can feel safe to do that.
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which brings us to sort of what's
going on around us right now recording this
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session here. What are some of
the candid conversations you're having with CEOS from
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the forum now that are that are
reaching out, I imagine, with with
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challenges? What are you hearing out
there? Yeah, I can share some
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of that with you. I'm as
soon as this started to hit, I'm
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running three forms right now and I
started just reaching out to the to each
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forum with what's going on, and
then suggested we have zoom calls together.
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So each forum, since this is
started with some of them, have had
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to each ones had at least one
and we're going to continue it through this
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crisis. So I can tell you
exactly what some of the themes are that
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are coming out of all this,
and I think it ties back to the
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original purpose of this podcast, right, which is about the CEO role,
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right evolution and how it changes.
Yeah, so just what I'm seeing right
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now in terms of what the groups
are talking about and what their challenges are.
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One of them is just how do
you lead through this? Like,
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what do you do? Everything's changed, everybody's remote. The way you operated
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before is completely different. There's this
real unsettled feeling and the employee base.
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You don't know what's happening with your
customers. What's some of them have?
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You know, if you're in the
retail sector, Oh my God, right,
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but if you're in a vertical market
or segment that is online line,
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things are looking okay, and so
the response really has to be varied by
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the kind of business you are.
So one of the biggest is CEO Mindset
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and some of the guidelines that the
groups have come up with. What they're
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doing is he as super transparent as
you can. HMM, you don't have
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to know at all, but tell
employees what's going on and what you're doing
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to keep the company going. They're
doing fun things like Friday afternoon cocktails.
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We know, tie your company on
Zoom, yeah, virtual coil. One
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CEGO ONCEO was a sterical he set
out an email to his entire company with
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himself wearing multiple hats and like really
funny looking hats, and saying, you
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know, don't worry about what you
look like if you have wash your hair,
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just put on a hat. So
everybody showed up with a hat.
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It was it was a sterical and
then we did the same thing in our
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form call. I said, okay, everybody where your favorite hat and bring
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bad laws of Y. and so
we're doing it at like five thirty at
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night. We're doing an hour.
It's gool. So be transparent, be
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honest with employees, communicate more than
you ever thought you were going to,
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and a little humor can be helpful. And then the guidelines that the groups
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have come up with is number one, keep your employees safe. Do everything
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you can for that number to you
know, continue service for your customers and
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and do your part to mitigate the
spread of this virus. Have Compassion for
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vulnerable workforces, figure out ways to
be helpful. Some CEOS are getting involved
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in charity or, you know,
just helping the the less fortunate and live
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your core values through this. I
make sure you pay attention to those.
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The other one is really challenging.
It's like, how how do you make
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sure that you don't get skewed in
one direction of pessimism or in the direction
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of too optimistic? Too pessimistic or
too optimistic, because we don't know how
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long this is going to last,
we don't know what the outcome is going
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to be. Work is probably changing
in fundamental ways. So how is a
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CEO do you maintain that equilibrium so
that you haven't gone too far and maybe
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making cuts or other things you might
need to do to whether the storm,
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but at the same token you're at
too optimistic. Another one that came up
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that's really sad but neat they need
to worry about and think about is employee
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anxiety, about grief and illness.
So right before one of the calls,
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one of the CEOS said, I
just got a slack that grandfather of what
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our employees just died of covid nineteen. What do I do? So what
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what people have recommended is, well, one idea was get people grief and
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anxiety counseling, pair each of your
employees up with a mentor. But have
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a plan, you know. That's
another thing is step back and have a
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plan for all these eventualities that just
you know, you just don't think about.
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So I think that's some of the
immediacy. The other big one,
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which I touched on before, is
changing and innovate how you go to market.
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So if you have, if you're
selling into multiple segments, are those
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are those segments healthy given what's happening? Or should you change your messaging and
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change the way you sell? And
in some cases companies have changed their ways
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of selling? is as much as
going from an annual subscription to a monthly
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and changing the way sales people sell
and giving them change their quotas and change
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the way they're measured. So that's
a big one. Another is obviously the
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economic response. So in these companies
it's making sure you have cash to ride
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this out right. So some things
people are doing is are drawing down all
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the credit line so they have the
cash. Because people remember two thousand and
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eight, and I'm proud to say
all four members in two thousand and eight
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made it through and I'm keeping my
fingers crossed for this, for this one.
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The other interesting observation is that people
find that investors have gotten a little
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bit friendlier. It's like we're all
in this together. So it's almost like
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the changing human interactions. Need more
kindness, but it doesn't mean more checks,
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because there are also they're also hunkering
down, obviously, and and being
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very careful about who they're going to
reserve funds for in their portfolios. Right.
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The other is do the stress testing
on your business model and to that
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point I made earlier about the how
you keep it equilibrium is some some are
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continuing to hire for the key positions, they have enough cash in the bank
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and so go forth if you if
you're you know if your markets are,
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are going to be continuing. But
it's very uncertain time and it changes literally
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every call. The call new challenges, new things that we hadn't anticipated.
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We try to anticipate, but we
hadn't anticipated. Does that? Is that
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in comment? Yeah, that's just
fantastic. A few a few comments.
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Number One, you you alluded to
two thousand and eight and I was talking
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to someone the other day that you
know, probably in the last decade or
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so we've seen so many sort of
global catastrophes. Right, there was you've
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seen nine eleven, especially if you're
standing in a New York State Zip Code,
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right, you've seen eleven. You've
seen big hurricanes, feen the Financial
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Crisis One perspective, as you've seen
trump, yep, and now coronavirus.
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Are these all things that ultimately you
know you're looted a two thousand and eight
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and sues hit. CEO said we
remembered that, and they pulled out to
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just pulled out that playbook and said
what applies here? Are these kind of
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things helpful to the growth of a
CEEO, to the growth of a CEO?
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Well, many of the CEOS currently
in the forums did not go through
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two thousand and eight, HMM,
but I did with the ones who were
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in the forums then, and a
number of the VC's have, and I
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think that the playbook at that time
is is different in that this is striking
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different parts of the economy differently,
whereas in two thousand and eight it was
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just a general, just implosion across
the board. I think some of the
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things apply, like, because of
the uncertainty, you do have to guard
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your cash, you do have to
you have to think about who should be
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on on board right now. And
Ironically, this is providing a little bit
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of cover for decisions that maybe should
have been made a couple of quarters or
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co right, we're to rightly about
you can run the limit, we're not
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performing quite the way you wanted,
or other kinds of decisions like that that
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are now getting made, which is
sad for those you know those people,
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but those are the kinds of decisions
that that I think are similar to two
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thousand and eight. But I do
think there are more nuances to this one.
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And there's this double whammy of the
people's side in terms of health.
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So the anxiety is not just economic. It is economic, but it's also
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about illnesses of you know, family
and friends and Co workers and healthcare system.
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I'm in your health system, getting
completely overwhelmed, and then a lot
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of confusion coming from, you know, the president. So I think this
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is harder in a way because CEO's
have had to make some decisions. For
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example, work from home. Before
it was mandated. All the forums we
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had, we immediately started talking about
it. Someone sent out an email like
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what do you do about this work
from home thing? I mean this was
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not even two weeks ago. Oh
Yeah, and then I started doing a
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whole ton of research. I had
a cousin in Italy, so I knew
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what was happening in Italy and then
read about the flattening the curve, and
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then I just there were already on
it, but we just sent it around
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to everybody in the forums and literally
within a day everybody was working from home
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and that was not mandated and that
was hard, especially for some who saw
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some real economic hardship, to to
that because of the nature of their business.
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So that's a kind of leadership that
I think I've been so impressed with
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across the form members and other other
CEOS who have who have it's like the
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governors having to step up and write
and make decisions. Yeah, different.
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I think it's different this time.
Will it create I know that this will
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certainly lead to more more experience and
different ways of viewing the business and their
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role for sure going forward. Hmmm, does that answer your question, John?
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Yeah, yeah, are you currently
making the transition from founder to CEEO?
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Are you a first time CEO in
the middle of a huge challenge,
292
00:21:27.460 --> 00:21:32.259
or you just curious about what it
takes? Then you need to read CEO
293
00:21:32.380 --> 00:21:37.609
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of stories from real CEOS and practical sage
294
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advice for leaders of high growth companies. Go to CEEO PLAYBOOK DOT COM to
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00:21:41.890 --> 00:21:45.170
start reading some amazing content for free. You'll find out why over four hundred
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00:21:45.210 --> 00:21:51.640
CEOS go here to learn what it's
really like being CEO. I was getting
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to something I spend a lot of
time thinking about, and that's this concept
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of anti fragile and this whole idea
that in the CEO Journey, you've got
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your you sort of writing a bit
of a roller coaster. Right when things
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are growing great, everything's great and
you feel like a hero, but there's
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there's there's certainly growth, but this
probably not as much growth, both personally
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and professionally that occurs until you are
going down the roller coaster and you're you're
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running into a whole series of challenges
and you learn a lot about what you
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can and can't do personally and professionally
and how to deal with the with the
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challenges that come with it. And
when you get through that, it actually
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something happens in your DNA or something
and you just you just become stronger.
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So the next time you see it
you just react to it completely differently.
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As I oh, I've seen this
movie before. So I wonder if the
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CEOS who have been through downturns,
economic downturns or other types of, you
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know, major catastrophees, you know, their approach to this challenge is certainly
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different because it's a different challenge.
But there they're standing on the shoulders of
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their past experience, if you will. Yeah, I think that's absolutely true
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and certainly having had two thousand and
eight happened, seasoned the whole startup investor
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backed and investor community to these kinds
of things. That that happened incredibly quickly
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made this happened so fast, right, although there are plenty of warning signs.
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But yeah, on a global basis, yeah, but sort of.
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Yeah, Yep, but there's definitely
pulling out the playbooks from before and some
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of my CEOS see their mind.
You're one of my CEOS. It's I
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know, I inclue to you.
They may have been through it, but
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not as a CEO. Right,
the CEOS who are now running companies,
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who are more operational roles, who
aren't necessarily founders, or maybe their founders
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and they were doing something else before. So I think that having had that
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experience is definitely empowers them and I
think for all of us who made it
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through, it's like, okay,
we can get through this, but it
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doesn't happen without a lot of work
and a lot of thinking and a lot
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of change and a lot of hard
decisions, right. Yeah, and I
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like to think of the forums as
early warning systems and, know, just
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being able to share both the challenges
but also, as you mentioned earlier,
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like well, what do we do? What are the best practices? How
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do we do that? How do
we how do we do this? And
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so that's definitely another point about the
form is that you have seen, you,
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Bougie, and the form itself in
the forum system has seen a lot,
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and so there is institutional memory.
Right, that becomes very valuable to
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the members, right, because if
you've had folks that are in the form
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that have been through a lot of
challenges before and their parts of reform,
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that's helpful. But then you have, you know, captured a lot of
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you know in your journaling, of
the interesting things that happen over there many
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years that you've done this. They
offer up some great resources, I would
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imagine, as well. Yeah,
and I have to say I've never seen
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a company, I mean it's part
of our model. It never just grows
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with no turbulence or try. Yeah, and and part of my messes company
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that just go straight up the right. Yeah, I writion was to help
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to make sure that I was in
a position to be able to help see
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as navigate that reality as best I
as best I could. And a lot
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of the the ideas in the frameworks
we use about, you know, the
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different stages companies go through growth.
They're going to hit turbulence, they might
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spiral down and then they need to
transform to get to the next level and
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then there and that can happen multiple
times in a company's history. It always
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does. And so there are right
now, everybody's in turbulence at the same
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time. But whereas you're talking about
the framework that you use to shot's come
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right. where? Yeah, the
predictable stages of corporate growth. It's cool
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concept is you you are going up
into the right, but it's not a
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it's not a continuous line that goes
up into the right. Sometimes it may
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stop, swirl down, go backwards
right and then you have to make changes
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to sort of move up to the
next level. Of the of the continuous
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light. Yeah, and and also
to make sure you have already built in
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your company, just like we're talking
about the frameworks coming out to manage through
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this crisis, that you already have
the A, the way you're going to
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manage through these kinds of situations or
just general growth turbulence as how you do
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business. Right. So you make
sure that you have a plan and a
361
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way to change the plan and that
you're building alignment and that you have a
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way to quickly change course if you
need to write all those things. Yeah,
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really, and that's what that's one
of the things I wanted to talk
364
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to you a bit about, and
before I do, I want to ask
365
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you one question. What's the one
thing you notice about first timers? I
366
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asked all the CEE CEEO friends of
mine that on this series about do you
367
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remember your first time? I was
at like what do you noticed about first
368
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timers they come to the forum in
terms of their role, their CEO role?
369
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Yeah, their role. What do
you notice about them? I guess
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what's different about them than the experience
CEO's it come into the forum where they
371
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most concerned about? Perhaps. Well, I think one of the interesting things
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about humans is we like to be
able to say that we get things done
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right, we accomplish something. And, as you know, as a CEO
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role evolved. It's not that you're
not accomplishing things, it's just that you're
375
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not maybe actually doing them yourself.
You're not coding anymore right exactly, not
376
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selling anymore, you may not be
out there doing business development anymore. And
377
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so what I see is excitement and
an incredible enthusiasm talking about founder, entrepreneurial
378
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CEOS, real optimism for their businesses. I think think they get worried and
379
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nervous when they start to scale,
start building a team and feel like maybe
380
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they're not doing what they used to
do and wondering like do I really have
381
00:27:57.069 --> 00:28:02.299
a role here? There's sort of
sense of almost imposter syndrome, like everybody
382
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else is doing all the work and
I'm kind of orchestrating it, but is
383
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that valid? Does that mean I
should be? I mean, I think
384
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that's a real a real feeling,
and I think that continues actually, because
385
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one goes as you as your company
grows in scales, you have to make
386
00:28:18.369 --> 00:28:22.450
some hard decisions about who's going to
be on the team and that founding team
387
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that you love may not be the
right one to take to the next level.
388
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And then the see is very uncomfortable
because you have to it's personal.
389
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You have to let let folks go
potentially. So I think that there's there's
390
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a little bit going in like now, we're in this together, this will
391
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be my team forever. That kind
of sense, and that often, not
392
00:28:42.869 --> 00:28:47.750
always, but often, doesn't scale. So I think they come at it
393
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with maybe a you that it's all
going to work out fine and we're and
394
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everybody's going to make it as they
grow the company. But the reality is
395
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that first challenge with what about my
cofounder, etc. I'm not sure that
396
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they're going to be the right person
right. Yeah, that's really, really
397
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hard. It's the people. Decisions
are always the hardest. And then so
398
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I think it's also just I haven't
done this before Sys some insecurity attached to
399
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that. That's my that's my perception. Once again, I don't think that
400
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always goes away either. I think
there's always a sense of that and and
401
00:29:23.130 --> 00:29:27.279
you can't really reveal that to you, know, to your board. You
402
00:29:27.279 --> 00:29:30.920
don't feel you can reveal that to
your board. You or or are your
403
00:29:30.000 --> 00:29:33.640
team team, yeah, or maybe
even your spouse. I don't know,
404
00:29:33.680 --> 00:29:37.200
maybe you can do reveal it.
Hears bad, but but that's what the
405
00:29:37.279 --> 00:29:38.950
forums for, is to get all
that out and really talk it through and
406
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then realize, hey, most of
us, most of people in the group,
407
00:29:42.430 --> 00:29:45.630
most of the CEO's, are feeling
a little bit of that too.
408
00:29:45.589 --> 00:29:52.660
And then the more experienced coming in
as having run companies before, but coming
409
00:29:52.700 --> 00:29:56.019
into a new company, it's always
a new situation, right, right.
410
00:29:56.299 --> 00:30:00.619
So even though they have a tool
kit on how to run a company and
411
00:30:00.740 --> 00:30:03.900
do a great job, there's just
lots of discovery that has to happen and
412
00:30:04.019 --> 00:30:10.410
and some of the same those same
challenges hit again just the P I see
413
00:30:10.410 --> 00:30:11.890
that over and over again. That's
kind of the biggest piece, is the
414
00:30:11.970 --> 00:30:15.769
growth of the team and how the
team needs to evolve and how the CEO
415
00:30:15.049 --> 00:30:18.369
has to be the one who makes
a decision about not only who's on the
416
00:30:18.410 --> 00:30:22.839
team but how the company's organized.
And that can be super challenging. If
417
00:30:22.880 --> 00:30:26.519
you're can hurt someone's feelings or you've
already overinflated the titles. So you've got
418
00:30:26.559 --> 00:30:30.039
all these sea level people, right, you're early directors right now. Take
419
00:30:30.039 --> 00:30:33.440
us through. So in the form. As I was saying, you focus
420
00:30:33.599 --> 00:30:37.869
a lot on the fact that it's
okay to feel a bit anxious right now
421
00:30:37.109 --> 00:30:41.190
because now you're now, you're officially
the CEO, right, especially when new
422
00:30:41.230 --> 00:30:44.390
money comes in, when you have
professional investors, that you sort of change
423
00:30:44.470 --> 00:30:48.349
from just being a founder doing what
due to being an operator, right.
424
00:30:48.509 --> 00:30:52.740
But you really focus on educating the
form participants on the fact that the CEO
425
00:30:52.859 --> 00:30:55.859
is not a fixed point. It's
never a fixed point, right. It's
426
00:30:55.900 --> 00:31:00.420
a movie journey and ever changing.
Could you take us through those points of
427
00:31:00.539 --> 00:31:03.980
change, like start from the beginning
so you know what's the rule about,
428
00:31:03.019 --> 00:31:07.970
and take us through sort of full
continuum of the framework. Sure. So,
429
00:31:07.609 --> 00:31:11.569
when we as I mentioned earlier,
we have this concept of the predictable
430
00:31:11.569 --> 00:31:15.970
stages of corporate growth and I outlined
that. That's assuming you make it through
431
00:31:17.289 --> 00:31:19.720
early stage. There's growth, there's
turbulence, then you have to transform the
432
00:31:19.799 --> 00:31:23.559
company to get to the next level, and that happens as companies scale and
433
00:31:23.720 --> 00:31:29.359
grow and it can happen continually.
But there are we have five, four
434
00:31:29.519 --> 00:31:33.950
different stages that we identify that we
talk about in the forums, which the
435
00:31:33.069 --> 00:31:38.349
first is start up, when you're
developing the product and there the CEO role
436
00:31:38.670 --> 00:31:42.630
is typically you've gotten far enough to
have proof of concept or now, with
437
00:31:42.710 --> 00:31:47.220
big seed rounds, you're at a
point where you're ready to raise money.
438
00:31:47.579 --> 00:31:52.259
That's a huge part of the job
right is raising the money, beginning to
439
00:31:52.779 --> 00:31:57.900
build out your team. Typically in
tech you're expanding, continuing to expand engineering,
440
00:31:57.980 --> 00:32:01.369
the technical side, but then you
want to bring in marketing and sales
441
00:32:01.490 --> 00:32:05.170
and the other pieces as you begin
to go to market. So you figured
442
00:32:05.210 --> 00:32:08.490
out the product, you figure it
out the concept, and that's a develop
443
00:32:08.569 --> 00:32:13.609
product side, a sorry product stage, and then you move into what we
444
00:32:13.690 --> 00:32:16.880
call initial growth, and that's when
you're beginning to think about how you go
445
00:32:17.000 --> 00:32:21.519
to market. So at this point, if the CEO is a founder CEO
446
00:32:21.640 --> 00:32:25.960
who was technical and there's another cofounder
who might be more of the business side,
447
00:32:27.359 --> 00:32:30.869
then it begins to really diverge in
terms of the different roles, because
448
00:32:30.230 --> 00:32:35.950
the the person who is actually the
CEO is the one who's responsible for making
449
00:32:36.029 --> 00:32:39.390
sure that the go to market piece
gets really strong and probably still has to
450
00:32:39.470 --> 00:32:45.859
raise another round to fund that stage
and is looking at how do we how
451
00:32:45.900 --> 00:32:49.619
do we really go to market and
capture market share? But by now the
452
00:32:49.700 --> 00:32:53.099
team's gotten pretty big relative to the
one or two, or three or maybe
453
00:32:53.220 --> 00:32:58.220
five founders, and so beginning to
have to worry about team dynamics and the
454
00:32:58.220 --> 00:33:00.650
kind of culture that you're trying to
build in your company and bringing in your
455
00:33:00.690 --> 00:33:04.490
court, making sure you have good
core values that are going to be the
456
00:33:04.609 --> 00:33:07.089
foundation for what you want to build
and that you are beginning to put a
457
00:33:07.130 --> 00:33:12.450
little process in, which a lot
of entrepreneurs hate. Right, yeah,
458
00:33:13.680 --> 00:33:17.759
badrrect like. What process? Oh, we're going to stifle and turn into
459
00:33:17.839 --> 00:33:22.440
IBM. You know rights exactly.
But we believe you have to put a
460
00:33:22.480 --> 00:33:27.869
little bit in in terms of planning
and regular meetings and all those things we
461
00:33:27.950 --> 00:33:30.549
call the operating system. The sooner
you start with a little bit, the
462
00:33:30.670 --> 00:33:34.869
easier it becomes and it just becomes
part of your company. But he's DNA
463
00:33:35.269 --> 00:33:37.150
in the way you do business and
that supports your next stage, which is
464
00:33:37.230 --> 00:33:43.259
rapid growth, where you're beginning to
lead the market. It's much more complicated.
465
00:33:43.339 --> 00:33:49.019
You might have introduced another product or
two and the role of the CEO
466
00:33:49.500 --> 00:33:54.809
is even more communicating, Building Alignment, Planning, coaching. Probably had to
467
00:33:54.849 --> 00:34:00.450
change out some team members by now, and everybody always complains about communication.
468
00:34:00.529 --> 00:34:04.730
Right, John, there's never enough
in a company. It's like I told
469
00:34:04.769 --> 00:34:08.210
them this, alrighty. Well,
multiple ways try to communicate, and so
470
00:34:08.369 --> 00:34:10.800
it becomes more in part because or
more people. I mean I think once
471
00:34:10.840 --> 00:34:16.199
you reach over fifty and you've been
there, you don't always recognize everybody right
472
00:34:16.239 --> 00:34:22.360
away and it's just much harder because
they're more people in different teams. Silos
473
00:34:22.400 --> 00:34:25.789
can start if you're not really careful. And then the last stage we talked
474
00:34:25.789 --> 00:34:31.829
about is continuous growth, and there
the CEO becomes much less of much more
475
00:34:32.030 --> 00:34:37.030
externally focused. So all the systems
and those the values and the operating system
476
00:34:37.150 --> 00:34:40.260
and the way you go to market
and the culture, all those things are
477
00:34:40.380 --> 00:34:45.420
what hold the company together as a
CEO becomes more and more strategic. Not
478
00:34:45.579 --> 00:34:50.340
that they've left the company by any
stretch of the imagination, but their role
479
00:34:50.539 --> 00:34:52.730
is okay, what's the next big
innovation? How do we change? So
480
00:34:52.849 --> 00:34:55.570
we're going to have to continue to
change to grow a big company. How
481
00:34:55.610 --> 00:34:59.170
do I build? What do I
have to keep doing to build the organization
482
00:34:59.250 --> 00:35:02.289
and making sure that the culture is
consistent across the whole company? So those
483
00:35:02.329 --> 00:35:07.800
are different, feel like really different
jobs right right, and that's why,
484
00:35:07.119 --> 00:35:12.880
the earlier point, you were saying, that feeling of anxiety or imposter syndrome
485
00:35:13.159 --> 00:35:15.920
keeps happening, because every time you
go to these new changes, right you,
486
00:35:16.639 --> 00:35:21.079
it's almost like a completely new job
again. Right. And and then
487
00:35:21.079 --> 00:35:24.869
the one of this. The best
CEOS are the ones who bring in people
488
00:35:24.909 --> 00:35:30.710
they think could replace them. HMM, because it always just pages are what
489
00:35:31.829 --> 00:35:36.619
not, I mean just to what
they think are just really superstars on their
490
00:35:36.659 --> 00:35:40.659
teams. Right. That, because
you never know what's going to like what
491
00:35:40.820 --> 00:35:45.059
just hit us in these last few
weeks, and because the team, the
492
00:35:45.179 --> 00:35:50.730
better your team is, the better
the company will be. And your your
493
00:35:50.849 --> 00:35:54.409
role, even if you don't feel
like you're doing anything. Your role is
494
00:35:54.489 --> 00:35:59.809
to make sure that team is operating
super well together and that you've got the
495
00:35:59.849 --> 00:36:01.730
right players on the team and that
you're making these like a coach of a
496
00:36:01.929 --> 00:36:05.039
of a Basque of a team,
right, like who you going to bring
497
00:36:05.079 --> 00:36:07.960
to market, who you're going to
bring to the game, and that gets
498
00:36:07.000 --> 00:36:13.280
more and more critical as you scale
and grow. So you know, don't
499
00:36:13.320 --> 00:36:17.590
be afraid to bring in experience either, if you're a founding first time CEO.
500
00:36:19.110 --> 00:36:22.150
Just a last thought is don't be
afraid go but also don't assume that
501
00:36:22.269 --> 00:36:25.510
just because they have a lot of
experience are going to know what to do
502
00:36:25.670 --> 00:36:30.230
for your company. Still have to
lead and you still have to inspect right
503
00:36:30.750 --> 00:36:36.420
make sure that the right things are
happening. Team members like really great people
504
00:36:36.420 --> 00:36:40.820
who've done this before, and don't
be afraid to lead them just because sometimes
505
00:36:40.860 --> 00:36:45.940
it's it's a little intimidating if you
bring in somebody who's already been on a
506
00:36:45.019 --> 00:36:49.849
team that's taken a company public and
you're at ten million and growing fast.
507
00:36:49.929 --> 00:36:53.090
Right, right, that could be
that could be a little intimidating. So
508
00:36:53.690 --> 00:36:57.730
my point there is not to be
afraid of doing that. In fact,
509
00:36:57.730 --> 00:37:00.170
that could be the right thing for
the company, but means then you were
510
00:37:00.289 --> 00:37:06.599
managing those people. HMM and want
to common mistake, but a natural one,
511
00:37:06.840 --> 00:37:10.760
is if people assume that those people
know just what to do. But
512
00:37:10.920 --> 00:37:14.840
just because they have experience doesn't mean
they know what the right thing to do
513
00:37:15.000 --> 00:37:16.989
is for your company. And every
time you bring a new team member and
514
00:37:17.030 --> 00:37:21.750
you've got a new team so you
constantly have to be resetting how the team
515
00:37:21.789 --> 00:37:23.789
and looking at how the team is
working together. And that could be intimidating
516
00:37:23.829 --> 00:37:27.869
because you're asked about first time CEEOS. Yeah, no, that could that
517
00:37:27.949 --> 00:37:31.059
could be very intimidating. I have
had that experience myself, especially if the
518
00:37:31.139 --> 00:37:36.019
pokes you're bringing on or say you're
young CEEO and they're older than you more
519
00:37:36.059 --> 00:37:38.539
experience, their gray haired right and
up, and you feel kind of weird,
520
00:37:38.619 --> 00:37:43.219
you know, sort of telling them
what to do. Yeah, eating
521
00:37:43.300 --> 00:37:46.010
them and you know came them through, you know, different processes and heaven,
522
00:37:46.289 --> 00:37:51.010
yeah, argument with them. It's
very intimidating. It's very intimidating.
523
00:37:51.050 --> 00:37:54.969
And then you might if they if
they even at if your best screening efforts.
524
00:37:55.090 --> 00:38:00.239
They might be great at their task, but they're lousy culture fits.
525
00:38:00.559 --> 00:38:04.039
You know, you have to let
them go and that's hard anyway, no
526
00:38:04.119 --> 00:38:07.320
matter what. But now, yeah, we just been focusing on the CEO,
527
00:38:07.559 --> 00:38:12.760
that person. But through these different
growth stages, is the team changing
528
00:38:12.800 --> 00:38:16.829
also? The team has to evolved
as well. That's a great, great
529
00:38:16.869 --> 00:38:22.829
point. Just as a CEO really
moves from we'll talk about founder, CEOS
530
00:38:22.909 --> 00:38:28.300
moving from doer to more of the
delegator and direction setter and then the team
531
00:38:28.340 --> 00:38:31.019
builder in the coach. And then
the same happens with the team. So
532
00:38:31.380 --> 00:38:35.300
initially, I mean when I was
at avid, we were doing everything.
533
00:38:35.340 --> 00:38:38.019
I'm in the CEO. We get
down and screw in the desk, you
534
00:38:38.099 --> 00:38:42.170
know, and build the demo system
with me and stuff like that. We
535
00:38:42.289 --> 00:38:45.530
were we're all in it and that
was really great. And then there comes
536
00:38:45.530 --> 00:38:49.969
a time when your team, the
CEOS team, has to start hiring people
537
00:38:50.530 --> 00:38:54.130
and bringing on New People, and
so they have to evolve to more of
538
00:38:54.610 --> 00:39:00.880
coaches and leaders of teams and managers, and that's really different than the doers,
539
00:39:01.199 --> 00:39:06.440
right. So yes, to say
it's that same evolution that happens over
540
00:39:06.599 --> 00:39:10.829
time. And of course sometimes I've
seen both team members and CEOS have to
541
00:39:10.949 --> 00:39:15.469
dive back into some functional doing role, like we saw that in the forum
542
00:39:15.510 --> 00:39:21.469
right when that's right. Yeah,
with like be short on cash or whatever,
543
00:39:21.670 --> 00:39:24.300
couldn't hire the right person and would
start coding again then or would start
544
00:39:24.380 --> 00:39:30.260
selling again or would start managing product
again. So I think it's it's never
545
00:39:30.539 --> 00:39:37.539
just like the trajectory is has has
different phases to it. Yeah, same
546
00:39:37.659 --> 00:39:40.409
with same with the evolution of the
team. But that's probably the most important.
547
00:39:42.010 --> 00:39:45.409
Important thing to do well is get
the team aligned and get to have
548
00:39:45.489 --> 00:39:46.809
the right team on board. Don't
you think so? I do. I
549
00:39:46.969 --> 00:39:50.650
do. I think that, especially
if you've never done it before, you
550
00:39:50.730 --> 00:39:53.159
don't know how to align a team. What does that mean? And I
551
00:39:53.280 --> 00:39:58.079
always think there must be someone else
who's done this before and there must be
552
00:39:58.199 --> 00:40:00.519
frameworks out there, and so it's
very helpful to have systems that you can
553
00:40:00.599 --> 00:40:02.800
use to kind of help you understand, like, what does it mean to
554
00:40:02.920 --> 00:40:07.550
bring a team to some level of
alignment and how to get them to communicate
555
00:40:07.670 --> 00:40:10.630
better, get them to build trust
and things that you need to do to
556
00:40:10.789 --> 00:40:15.630
actually turn a team that's just a
bunch of people in a room to write
557
00:40:15.670 --> 00:40:21.030
a completely integrated focus team that sort
of finishes each other sentences, you know,
558
00:40:21.150 --> 00:40:24.500
to something right what you need,
and then have that team understand that
559
00:40:24.780 --> 00:40:30.579
over time, as the company changes, they may not be the same team
560
00:40:30.619 --> 00:40:34.539
right. That, for me,
was one of the most eyehopening things that
561
00:40:34.619 --> 00:40:37.769
I put it felt like I've hired
everybody, all the boxes are filled.
562
00:40:37.809 --> 00:40:42.010
You know that even boxes. I'm
good. I did my job right.
563
00:40:42.449 --> 00:40:45.329
You know, we'd bask things happen
with the company, like, okay,
564
00:40:45.409 --> 00:40:51.440
wait, that person is not the
right person exactly. Like John, what's
565
00:40:51.480 --> 00:40:53.280
your org chart it right. Right, we're what's it going to be now?
566
00:40:53.440 --> 00:40:55.480
That's Today. What do you want
to look like in a year?
567
00:40:57.400 --> 00:41:00.400
So amazing. Yeah, and so
many CEOS come in and talk about they're
568
00:41:00.400 --> 00:41:02.599
making changes their team and, you
know, rebuilding their teams and it's a
569
00:41:02.639 --> 00:41:07.230
continuous process. And then every time
you add a new person or you make
570
00:41:07.309 --> 00:41:08.909
a change, you have to go
through that realignment again and you, you
571
00:41:08.989 --> 00:41:12.909
know, we, you know,
remove the old culture that they're wearing on
572
00:41:12.989 --> 00:41:15.630
their jacket and put on the new
culture. is so much that that's involved
573
00:41:15.710 --> 00:41:20.500
in that and a lot of found
a CEOS don't realize that's part of the
574
00:41:20.579 --> 00:41:24.059
the part of the job that's right, because it doesn't feel like like work.
575
00:41:24.300 --> 00:41:29.420
It doesn't feel like, Oh,
I've here's this code or here's this
576
00:41:29.659 --> 00:41:32.769
deal, or here it right,
it's right. Oh, the team isn't
577
00:41:32.809 --> 00:41:37.889
quarreling as much, or now they're
finally not coming to my office one by
578
00:41:37.929 --> 00:41:40.610
one to complain about each other.
And some of the things that we talked
579
00:41:40.650 --> 00:41:44.329
about a lot in the forum and
that come out of our books and our
580
00:41:44.570 --> 00:41:47.960
IP is about how to make how
to align teams, and one of the
581
00:41:49.280 --> 00:41:52.920
one of the most important things,
I think is get everybody on the same
582
00:41:52.960 --> 00:42:00.199
page about the strategy and and really
make sure that everybody has aired their assumptions
583
00:42:00.239 --> 00:42:02.309
about where you want to go and
then comes up with, at least a
584
00:42:02.349 --> 00:42:05.989
high level, this is what we
want to be, that's going to evolve,
585
00:42:06.869 --> 00:42:09.550
and then peel that back to okay, if if this is where we
586
00:42:09.590 --> 00:42:12.630
are today and this is where we
want to be, what do we need
587
00:42:12.670 --> 00:42:15.630
to do to get from Point A
to point b? And that becomes the
588
00:42:15.710 --> 00:42:19.139
goals and the plan, and that
should be done collaboratively with the team.
589
00:42:19.179 --> 00:42:22.179
And, as you said, when
a new team member comes in or you
590
00:42:22.260 --> 00:42:24.860
buy a company at all sorts of
things could change that. But you got
591
00:42:24.860 --> 00:42:28.940
to go through that process again.
And the other thing I like to I
592
00:42:29.059 --> 00:42:32.809
think it's helpful to align teams and
how they work together, is using some
593
00:42:34.010 --> 00:42:37.489
kind of survey like Myers Briggs or
a whole brain or one of those,
594
00:42:37.889 --> 00:42:43.130
where people can understand how each other
thinks and operates. Oh Yeah, their
595
00:42:43.170 --> 00:42:47.280
preferences. So, instead of why
does so and so always ask for all
596
00:42:47.320 --> 00:42:52.039
the numbers and not trust their gut
the way I do, etc. People
597
00:42:52.239 --> 00:42:55.760
begin to understand the differences and how
they think and process information and that can
598
00:42:55.800 --> 00:43:00.949
be really helpful in team dynamics because
that it becomes not personal but just so
599
00:43:01.110 --> 00:43:04.989
that's the way that person's wired and
you can really work through it that way.
600
00:43:05.110 --> 00:43:08.110
So there's some really powerful things to
do to help CEOS on that journey.
601
00:43:08.110 --> 00:43:10.590
And I as you said, that
never end. It doesn't end and
602
00:43:10.829 --> 00:43:16.099
ever ends. It's a continue with
process and you can certainly understand when people
603
00:43:16.219 --> 00:43:19.980
get tired of it at some point
and to your point, that might be
604
00:43:20.099 --> 00:43:23.099
a time to bring in some help
or, you know, set aside,
605
00:43:23.340 --> 00:43:27.170
find someone to replace you, that
sort of thing, because it's a it
606
00:43:27.289 --> 00:43:30.809
takes a tremendous amount of energy to
do that for a long period of time.
607
00:43:30.449 --> 00:43:34.969
Yep, and it and it all
dove tails into your Inter your operating
608
00:43:35.010 --> 00:43:38.210
system of the company. Another thing
I think is worth talking about and is
609
00:43:38.250 --> 00:43:43.440
really important. You mentioned investors,
is when you're a CEO as investors,
610
00:43:43.480 --> 00:43:49.480
HM, suddenly your world's gone from
a focus on customers and employees to having
611
00:43:49.519 --> 00:43:54.039
investors, and that's a whole nother
level of management and learning how to you
612
00:43:54.079 --> 00:43:58.190
know, how to keep them informed, how to work with them so that
613
00:43:58.349 --> 00:44:01.269
they can help, to help them
provide the most value they can to never
614
00:44:01.349 --> 00:44:06.389
let them be surprised. So we
do a lot of talking and thinking and
615
00:44:06.750 --> 00:44:09.860
sharing in the forums about how to
do that. Well, yeah, so
616
00:44:09.940 --> 00:44:14.340
that you're right. That's so important, lined with your investors to in age.
617
00:44:14.500 --> 00:44:15.900
Right, yeah, that's exactly right. Tell me, how did you
618
00:44:16.059 --> 00:44:20.460
how did you come to this framework? How'd you come about it? Did
619
00:44:20.539 --> 00:44:24.610
you end your cofounder also do a
whole series of research? You talk to
620
00:44:24.610 --> 00:44:27.849
a lot of companies. How did
you? How did you determine that this
621
00:44:28.010 --> 00:44:31.090
is the stages that companies go through? It was really experience, like working
622
00:44:31.210 --> 00:44:37.130
with companies that were at the different
stages. And then Catherine Katlan, my
623
00:44:37.329 --> 00:44:43.320
partner, also co authored two books
in conjunction with the Copman Foundation, and
624
00:44:43.519 --> 00:44:49.320
so these frameworks came from experience primarily, and they continue to evolve. Those
625
00:44:49.360 --> 00:44:51.599
are great book, by the way, leading at the speed of growth.
626
00:44:51.639 --> 00:44:54.510
Yeah, that one. Yeah,
I mean I've had people say, Hey,
627
00:44:54.590 --> 00:44:58.510
that doesn't apply to me, and
my response will be not yet.
628
00:44:58.550 --> 00:45:04.789
Ye, right, right. So
well out, it's true. You can
629
00:45:04.869 --> 00:45:07.380
see, if you've gone through these
different phases, you can see how well
630
00:45:07.420 --> 00:45:12.380
they're laid out and how well the
book projects the phases that the company will
631
00:45:12.380 --> 00:45:16.059
go through and the changes that the
team and the CEO will have to make
632
00:45:16.300 --> 00:45:20.900
Chan to sort of a transform to
prepare for that. Am Yeah, and
633
00:45:21.059 --> 00:45:24.570
I think we go through every forum. We go through the frameworks quickly,
634
00:45:24.730 --> 00:45:28.969
but we go through where's a company, where's a CEO, where's a team,
635
00:45:29.130 --> 00:45:34.090
each time and I think there's some
comfort in knowing that. You know
636
00:45:34.170 --> 00:45:37.880
you're going to hit turbulence. It's
expected. So let's make sure you have
637
00:45:37.960 --> 00:45:39.719
the tools to navigate through that.
And when you're on a growth curve,
638
00:45:40.400 --> 00:45:45.440
how to make sure he doesn't you
don't get too loose with that one for
639
00:45:45.559 --> 00:45:51.190
example, one CEO who's been growing
really fast. Just during this crisis,
640
00:45:51.510 --> 00:45:54.750
he is now really paying attention to
cash in a way that he never did
641
00:45:54.789 --> 00:45:59.630
before. It before because you didn't
really need to plenty of money in the
642
00:45:59.670 --> 00:46:02.510
bank, etc. But now,
Oh my God, totally did. I
643
00:46:02.670 --> 00:46:10.699
think trying to always keep focused on
that line of not being too overly aggressive
644
00:46:10.900 --> 00:46:15.219
but at the same time not shying
away from growth. It's a constant balance
645
00:46:15.260 --> 00:46:19.530
and so one of the purposes,
I think, of the forum is to
646
00:46:19.610 --> 00:46:23.449
at least quarterly recalibrate, right,
because everybody shares a financials everybody shares our
647
00:46:23.489 --> 00:46:29.050
cash position. Everybody shares where they
are and where they think they're going.
648
00:46:29.769 --> 00:46:36.039
So that's that's the other hugely important
thing for CEO's role is managing the cash
649
00:46:36.119 --> 00:46:38.559
and the money, and that's what's
obviously coming into play right now in this
650
00:46:38.679 --> 00:46:42.840
crisis in a big way. But
that should always be top of mind,
651
00:46:42.960 --> 00:46:45.639
because you run out of money,
there's no more company. Yeah, pertly,
652
00:46:45.760 --> 00:46:49.670
right, yeah, and the on
behalf of all the CEOS who are
653
00:46:49.670 --> 00:46:52.429
members of the forum, I definitely
thank you for creating something like that.
654
00:46:52.750 --> 00:47:00.110
It's hugely valuable and so important to
the success of many companies in the past
655
00:47:00.190 --> 00:47:05.260
and going forward. It's just been
so nice of you to say now,
656
00:47:05.380 --> 00:47:07.900
I thinks me happy. That's it
really does, is yeah, what I
657
00:47:07.980 --> 00:47:12.500
want to do is be able to
create something that's really valuable for people,
658
00:47:12.539 --> 00:47:15.579
and obviously it's the people that make
it so. About try to provide the
659
00:47:15.659 --> 00:47:17.690
form for them to be able to
shine. That way. We're running to
660
00:47:17.690 --> 00:47:21.570
the end of our time. Boogeer, have a question for you at well,
661
00:47:21.610 --> 00:47:23.650
an opportunity for you, and that
is to send a message out to
662
00:47:23.690 --> 00:47:28.170
all the CEOS out there. What
would you tell them right now, right
663
00:47:28.289 --> 00:47:32.360
now in the middle of this crisis. I would say make sure that you
664
00:47:32.519 --> 00:47:37.920
have the principles that you want to
lead with really firm in your mind.
665
00:47:37.960 --> 00:47:42.079
I mean, I love this of
keep your employees safe, continue to really
666
00:47:42.119 --> 00:47:45.110
focus on your customers, figure out
how to mitigate the spread of this virus,
667
00:47:45.550 --> 00:47:50.429
have compassion and live your values.
Communicate, communicate, communicate, be
668
00:47:50.590 --> 00:47:54.510
transparent with your employees and your customers. Were all in this together, and
669
00:47:55.429 --> 00:47:59.099
a little humor is helpful, I
could say too. You know, and
670
00:47:59.219 --> 00:48:04.340
good luck with just traversing that line
between optimism and pessimism. It's it's a
671
00:48:04.380 --> 00:48:07.059
judgment. Call and and lean on
your teams. You think two things,
672
00:48:07.139 --> 00:48:10.019
John, you don't have to know
at all. Right, as CEO,
673
00:48:10.420 --> 00:48:15.730
you have a team and employees and
advisors for a reason. Reach out,
674
00:48:15.050 --> 00:48:20.170
reach out to each other and try
to get help from each other. That's
675
00:48:20.690 --> 00:48:22.489
that's what I would say. Yeah, thanks so much for joining us,
676
00:48:22.530 --> 00:48:27.960
boos. I really appreciate it and
thank you for asking me and obviously it's
677
00:48:28.000 --> 00:48:30.920
such a pleasure to work with you
and we have worked together a long time.
678
00:48:31.000 --> 00:48:35.000
All right, all right, you
take care to see him. Thanks,
679
00:48:35.000 --> 00:48:38.800
John By. Thanks for listening to
this episode of the CEO Series on
680
00:48:38.920 --> 00:48:43.070
the BB growth show. Again,
I'm John Bellas here from the CEO play
681
00:48:43.150 --> 00:48:45.070
book. I hope you enjoyed the
conversation with Boushe as much as I did.
682
00:48:45.269 --> 00:48:47.989
One piece of advice to take away. While the CEO role can be
683
00:48:49.030 --> 00:48:52.590
a lonely one, you don't have
to do it alone. Surrounding yourself with
684
00:48:52.750 --> 00:48:55.380
peers who are also on the journey
to mastery can be the best way to
685
00:48:55.539 --> 00:48:59.659
up your game. To learn more
about BOOGEA, Cookman and the high will
686
00:48:59.739 --> 00:49:05.500
CEEO warum visit Catlin and Cookman group. That's Catlin and Cookman Groupcom that's Catlin
687
00:49:05.539 --> 00:49:07.739
with the sea. Please connect with
me on Linkedin, on the CEO Playbook
688
00:49:07.780 --> 00:49:12.329
Page and twitter at John Bellazier CEO. I'd love to hear from you,
689
00:49:12.809 --> 00:49:16.130
send questions my way or recommendations.
If you like this episode, please leave
690
00:49:16.170 --> 00:49:19.809
a review and share it with a
friend and if you have a question,
691
00:49:19.849 --> 00:49:23.559
join the discussion on Instagram at CEO
Playbook DOTCO. We have a growing following
692
00:49:23.639 --> 00:49:28.519
there. We post inspiration, updates
on new articles and more. Or visit
693
00:49:28.559 --> 00:49:31.639
our website at ceeo playbook DOTCO and
don't forget to sign up for a popular
694
00:49:31.679 --> 00:49:37.079
weekly newsletter called Mental Candy. Until
next time, keep pushing and stay healthy
695
00:49:37.119 --> 00:49:37.400
out there.