The Great CEO Within by Matt Mochary

the great CEO within

Schedule two hours each day (i.e., put an event in your calendar) to work on your top goal only. And do this every single workday. Period.


In a First Round Review article titled “How to Become Insanely Well-Connected,” Chris Fralic of First Round Capital says that he reserves one hour each week for follow-ups and outreach, most of which include appreciations. I recommend that you do the same.

Zone of Incompetence Zone of Competence Zone of Excellence Zone of Genius

Energy audits are the single most powerful tool I know for creating joy and engagement in the workplace.

So start by placing your liquid assets in a brokerage firm. Then invest all the cash into US Treasuries while you decide on your investment strategy.

30 percent US equities, 25 percent non-US equities, 15 percent real estate, and 30 percent US Treasuries) and then rebalance as often as possible.

require the most junior people to speak and ask questions first.

At any point, a leader is either above the line or below the line. If you are above it, you are leading consciously, and if you are below it, you are not. Above the line, one is open, curious, and committed to learning. Below the line, one is closed, defensive, and committed to being right.

When people feel distrust or dislike for each other, it is usually because they don’t feel heard. For me to respect you, I don’t need for you to agree with me. But I do need for you to hear what I have to say.

For you, as a company leader, to resolve conflict, you only need to get each person to state their deepest, darkest thoughts, and then prove that each has heard what the other has said. This

Encourage the separation of fact and judgment as much as possible.

Culture is the unspoken set of rules that people in a group follow when interacting with one another.

your culture is the behavioral norms of your company. If you are unintentional about how you and others behave, you likely won’t enjoy the results. Instead, be intentional. Identify the behaviors that you would like to see. Then document them, model them, hire for them, and enforce them.

Mark Zuckerberg wanted to keep Facebook private forever. But because many of his employees were exercising their options and selling on the secondary market to create liquidity, the company was at risk of exceeding five hundred “owners.” At this threshold, the SEC requires that a company have publicly traded shares.

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