I'm allocating more time to sharing lessons I've learnt pursuing my goals. I'll do it in blog and video form. It's also a way for me to document the evolution of my thinking from $0 to $1B.
- My biggest mistake in January. I spent a laughably small amount of time working on the projects that drive tremendous growth. I spent the vast majority of my time distracted with 100 different fires. My goal in February is to maximise maker time.
- Execution was my largest constraint (this is a symptom of the above).
- I had many meetings that were a waste of time. If we know the priority, why must we discuss other problems?
- Singular focus. We’ve been spread far too thin. My job is to enforce a rule of singular focus. If you’re always putting out fires, you never have time to work on the A+ problems.
- The CEO’s job is to create blinding clarity on priorities. If the CEO isn’t clear, the team won’t be either.
- Finish meetings with clear marching orders for everyone. Note action-items as you run the call. You won’t remember them at the end. Review the list at the end.
- Plan your meetings, list your call items, and ruthlessly stick to them.
- Just win.
- A CEO’s job is to confront problems, people, standards, and output. At first, this is uncomfortable.
- Solving problems > New opportunities.
- Growth over all else. The benchmark is 10% revenue growth every week. If you focus on just hitting this, everything else tends to take care of itself.
- If you don’t know how to grow, it’s because you lack data. Data makes the path to growth clear.
- See the business as a pipeline: Click → Close → Renewal (4Rs). It’s critical you know the throughput at each stage of the pipeline. Seeing business this way makes growth a clear problem to solve.
- Prioritise execution. We often spend far too much time thinking, and far too little doing.
- Implementation sequences. First → Second → Third.
- Your revenue is a result of your skill.
- My job is to create an environment where high performers love to work. You do that by constantly reinforcing the behaviours that grow the business.
- Motivated by being excellent.
- Reflection is required for improvement.
- Most important lesson of the week: If teammates never get important tasks, they never grow. Leaders teach their people–and this takes time. “You don’t build companies—you build people who build companies.” “Solving every problem yourself robs your team of growth. Teach your team how to think, not what to do.” Then learn more and repeat the above.