How to be a Great CEO- reblog

The following is a cut/paste from the blog of Brad Feld (http://www.feld.com/wp/).

 

He is a long time entrepreneur and VC that has been willing to invest some of his time helping other entrepreneurs with his experience.  I loved this blog topic of a new book coming out on being a CEO. The steps that are listed are excellent. It's unclear if they are part of the book since he references another CEO, but these steps would make an excellent outline for a book on being an effective CEO.

 

I think too many early stage companies underestimate that the CEO is the MOST IMPORTANT position on the team and a weak CEO will typically mean death of a otherwise promising business. The CEO sets the tone, ensure they have the right people doing the right things at the right time, allocates the resources and equally important, makes 1000's of small decisions that affect the overall outcome of success for the organization. The CEO is the Head Coach on the sidelines. He is not on the field making the plays, but without him, there would be no championships.

 

I hope this book is based on the steps listed and provides practical guidance on the position. I have coached many entrepreneurs (as part of my entrepreneurial altruism) and am dismayed how you can educate smart people that will still continue NOT DOING THEIR JOB  as CEO.

 

Relisted here:

1. Lead by example by holding myself and all accountable, no matter how hard.

2. Set the overall vision and strategy of the company and communicate it to all stakeholders.

3. Recruit, hire, and retain the very best talent and inspire them.

4. Makes sure there is always enough cash in the bank.

5. Be the advocate for the customer over the company’s short-term needs.

6. Drive the execution and evolve the operating system.

7. Champion the company and our mission to the world.

 

 

 

Being A Great CEO

 
 

Matt Blumberg’s new book, Startup CEO: A Field Guide to Scaling Up Your Businessis about to come out. If you are a CEO and haven’t preordered it, I recommend you go get it right now.

I had a chat with a CEO I work with who has had a challenging year scaling up his company. He – and the company – have made a lot of progress after hitting a low point this spring. After the call, he sent me the following note he has pasted on his desk.

1. Lead by example by holding myself and all accountable, no matter how hard.

2. Set the overall vision and strategy of the company and communicate it to all stakeholders.

3. Recruit, hire, and retain the very best talent and inspire them.

4. Makes sure there is always enough cash in the bank.

5. Be the advocate for the customer over the company’s short-term needs.

6. Drive the execution and evolve the operating system.

7. Champion the company and our mission to the world.

You might recognize #2, 3, and 4 from Fred Wilson’s magnificent post What A CEO DoesI give a talk for many of the Techstars CEOs called “How to be a Great CEO” and I focus the conversation around Fred’s points. Matt’s book also uses Fred’s three points as a framework. And when I think about how a CEO is doing, I always start with 2, 3, and 4.

I’ve come to believe that you can’t be a great CEO if you don’t do these three things. But, great CEOs do many more than just these three things. So – I view them as “price of admission” – if you can’t / aren’t doing these three things, you won’t be a great CEO.

I always encourage the CEOs I talk with to create a clear framework for what they are doing. What you are doing, and spending time on, will change over time based on the stage of your company. When you are 10 people, you’ll have a different set of priorities then when you are 100, or a 1,000 people. But having a clear framework for what you, and how you do it, is powerful.

I love what this CEO has done to make Fred’s framework his own. Notice that each sentence starts out with the imperative form of an action verb (Amy told me that – doesn’t it sound smart!) – basically a statement of action. Lead, set, recruit, make, be, drive, champion. Great words.

If you break it down, it also defines a value set for the CEO, and for the company.

Finally, you are going to hear a lot more from me about the Company Operation System (what you see in #6). That’s the essence of what Matt Blumberg has figured out in scaling up Return Path, and uses to define his approach to scaling a business in Startup CEO: A Field Guide to Scaling Up Your Business.

My experience with all of this is that it’s incredibly hard, breaks regularly at different points in the life of a company, and requires a great CEO to continually grow and learn from mistakes, adjust course based on new information, and work diligently at being honest with himself, his team, and his board about what is going on. But, if you get it right, it’s magical.

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