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11/ Color code your calendar
If your calendar is actually your source of truth - then color coding it helps you visually soft track your time.
For me:
Blue - Strategy
Green - Recruiting
Purple - 1:1s
Orange - Customers
Red - Prospects
If your calendar is actually your source of truth - then color coding it helps you visually soft track your time.
For me:
Blue - Strategy
Green - Recruiting
Purple - 1:1s
Orange - Customers
Red - Prospects
12/ Readjust your calendar every quarter
Every 3 months, I reflect on all my standing meetings. I ask:
- Does this need to be a meeting?
If so,
- Does the length make sense?
- Does the frequency make sense?
- Does the time of week make sense?
Every 3 months, I reflect on all my standing meetings. I ask:
- Does this need to be a meeting?
If so,
- Does the length make sense?
- Does the frequency make sense?
- Does the time of week make sense?
13/ Don’t hire Execs from big companies
An Exec in a $50M company is very different from an Exec in a $1B+ company.
The right Exec for this stage is comfortable doing the job & managing the job.
Many BigCo folks say they want to "be entrepreneurial"; in reality, they don't.
An Exec in a $50M company is very different from an Exec in a $1B+ company.
The right Exec for this stage is comfortable doing the job & managing the job.
Many BigCo folks say they want to "be entrepreneurial"; in reality, they don't.
14/ Hire a team of Rogers and Tigers
Tiger Woods was an uber specialist (golfing since age 2)
Roger Federer was the consummate generalist (didn’t start playing tennis until 11)
Early in your journey hire smart, hungry generalists.
As you grow, hire sharp specialists.
Tiger Woods was an uber specialist (golfing since age 2)
Roger Federer was the consummate generalist (didn’t start playing tennis until 11)
Early in your journey hire smart, hungry generalists.
As you grow, hire sharp specialists.
15/ The real risk in hiring is hiring too many Bs
There are 3 types of employees: As, Bs and Cs.
Conventional wisdom says Cs are a big risk. I think that’s wrong. Cs are easy to identify/fire.
Bs are the ultimate passenger and they burn out your As (the drivers).
There are 3 types of employees: As, Bs and Cs.
Conventional wisdom says Cs are a big risk. I think that’s wrong. Cs are easy to identify/fire.
Bs are the ultimate passenger and they burn out your As (the drivers).
16/ There’s a difference in being a manager and a leader
A manger is really good at delegating - identifying who needs to do the job.
A leader is really good at synthesizing - taking multiple points of view and putting forth an objective and direction.
Be a leader.
A manger is really good at delegating - identifying who needs to do the job.
A leader is really good at synthesizing - taking multiple points of view and putting forth an objective and direction.
Be a leader.
17/ Culture is built in moments of continuity and tested in moments of adversity.
Culture isn’t concrete ; there are no deadlines, goals or metrics.
But it’s something intangible you have to invest in daily or when a boulder hits (and it will), the house will collapse.
Culture isn’t concrete ; there are no deadlines, goals or metrics.
But it’s something intangible you have to invest in daily or when a boulder hits (and it will), the house will collapse.
18/ Customers only care about themselves. As they should.
They don’t care about:
- How many employees you have
- How much money you’ve raised
- How many times you’ve been featured in the press
They care about how quickly and painlessly you solve their challenge.
They don’t care about:
- How many employees you have
- How much money you’ve raised
- How many times you’ve been featured in the press
They care about how quickly and painlessly you solve their challenge.
19/ Your culture determines your financial results
Put #17 and #18 together and you realize that long term performance is a function of employee sentiment.
Employee = 
dedication = service = customer = 
long term performance
Put #17 and #18 together and you realize that long term performance is a function of employee sentiment.
Employee = dedication = service = customer = long term performance
20/ Always keep shooting your shot.
-attempts = misses
-misses = 
importance per miss
-importance per miss = attempts
The dirty little secret of success is, most of the gains come from a handful of the attempts.
Good luck!
-
attempts = misses-
misses = importance per miss-
importance per miss = attemptsThe dirty little secret of success is, most of the gains come from a handful of the attempts.
Good luck!
