An organization is nothing without great, talented employees—and the CEO leads the way in bringing that talent on board. This week, Joel talks about mastering the continuous process of recruiting, and how that’s very different from basic “hiring.”
In the previous episode, we’ve discussed the management tool. This week, Joel discusses common mistakes leaders make when using the Leadership tool, and how to use the three C’s to influence your team.
In any business, there are all kinds of unique challenges the CEO is called upon to handle. But at the emotional level, the struggles of the CEO are common and predictable across companies of all sizes, industries, and geographies. This week, Joel walks through some of those challenges and what they mean for the CEO.
Buying or selling a house is one of the most complicated transactions many of us have gone through — but acquiring or selling a business is another step up in terms of complexity and time. In this episode, Joel walks you through the timeline of transactions he’s been through, including what happened at each stage.
Human brains are naturally drawn to stories as a primary way of understanding the world around us — and the role we play in it. This week, Joel discusses why CEOs should care about the art of storytelling and how they can use it to manage and lead more effectively.
The CEO has multiple challenges when it comes to getting feedback and understanding how well they are doing in the role. First, people in the organization may be reluctant to tell them the unvarnished truth. Second, their only real “boss” is the board, with whom they likely meet infrequently. How can the CEO identify their strengths and weaknesses as a leader and work on improving?
Many of us were caught off guard by the current crisis. We will inevitably recover—but what can CEOs do to future-proof the business from the next unexpected disruption? You can’t plan for every contingency—but you can be smart about your preparation.
The CEO role might just be the loneliest executive job around. Not only do you have no peers in the organization—you don’t have a traditional boss either. And when you’re CEO, it’s a lot harder to get people to be honest with you. Our question this week is about how CEOs break that bubble of isolation.
If you manage an assembly line, it’s easy to spot the best performer – it’s the person making the most widgets to spec. But with knowledge work, the CEO has a lot harder time telling who’s succeeding and who’s failing. This week, we talk about strategies for evaluating performance objectively, even if the work product is nebulous or complex.