The Great CEO Within: The Tactical Guide to Company Building

by Matt Mochary

A very common cause of inefficiency in startups is sloppy agreements. People don’t show up to meetings on time, and they don’t complete the goals that they declare (or they don’t declare goals at all). The result is a spreading virus of unproductiveness and decreased morale.

I commit to ending gossip, talking directly to people with whom I have a concern, and encouraging others to talk directly to people with whom they have an issue or concern. Even though gossip has long been a part of office culture, it is a key indicator of an unhealthy organization and one of the fastest ways to derail motivation and creativity.

Have each person imagine that they are the CEO and ask themselves the question, “What are the most important issues (maximum three) for me to solve in the next ninety days?” Allowing people to put themselves in the CEO role gives them permission to think like an owner.

only need to prove to you that I have “heard” you. And to do that, I only need to repeat back what you’ve said in summary form (by saying, “I think I heard you say…”) until you say, “That’s right!” Then you will feel heard. You will now be open to hearing what I have to say.

If you react defensively every time your team members bring up an issue, they will soon stop bringing that valuable information to you, and you will crumble in your ivory tower.