03/23/17

The Power of Monkey See – Monkey Do — For CEOs Only

Monkey See, Monkey Do — Big Red Car, have you lost our mind?

Big Red Car here on another spectacular Texas day in the making. On Earth as it is in Texas, y’all. [Does that irritate you?]

So, The Boss is talking to a newish CEO and they get on the subject of performance appraisals. The Boss was a CEO for 33 years and in that time period appraised a lot of performances.

The subject isn’t really about performance appraisals. The subject is about using easy tools to do most of the work. To find things that work and mimic the Hell out of them. To stop re-inventing the wheel. Sheesh!

[Normally, the Big Red Car will say, “Your generation didn’t invent sex or business, dear reader.” But, today, I will not.]

Performance appraisal is one of those subjects that rears its ugly head every few years and somebody adds a twist (360-degree performance, full moon appraisals being one of the most recent) which is supposed to make already sliced bread even better. [Big Red Car, a lot of tired ass cliches today. WTF?]

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03/6/17

Advice Redux — CEOs Only

Big Red Car here working on a few wire taps, wait, no I’m not. I’m getting ready to give y’all some free advice.

We talked about advice a lot in the past few years, but it’s probably alright to update our thinking just a little, why not?

So, CEOs need advice from time to time. Why, you ask? Because a lot of startup CEOs are in their twenties and do not have a deep font of life experience upon which to draw to develop their own thoughts. This is not fatal. This is just being young and being young is good. Most of the time.

Experience is expensive. Renting experience — advice — is cheaper. Plus, you can get someone who’s been a CEO for two or three decades to lend you their advice.

Big takeaway — get advice from someone who has actually been a CEO.

Not your dentist, your shrink, some accountant (unless it’s accounting advice), father-in-law (unless he’s an experienced CEO), not a lawyer (unless it’s legal advice), not a VC (unless it’s pitching or funding advice and even then someone who has been seated n your side of the table may be more helpful) — someone who has been a CEO.

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03/4/16

The Voices in Your Head — For CEOs Only

Big Red Car here on a glorious and unusually sunny day in the ATX. On Earth as it is in Texas, y’all!

So The Boss is engaged in a convo with a brilliant CEO about a month ago and it resonates in his head until it finally makes its way to his brain — oh, oh that may not be too diplomatic, Big Red Car?

A CEO has voices in his head which she must learn to ignore and some that the same CEO needs to embrace. Do tell, Big Red Car? [Those keeping score at home, the “he” and “she” were on purpose. OK, now back to our regular programming.}

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08/3/15

CEO Coaching — Firing a Client

Big Red Car here. The summer has settled in and it is a nice hot one, y’all. I took a nice ride yesterday and it was steamy. I just got a new set of tires and I was cruising.

So The Boss was talking to me about the CEO coaching business. He gets a lot of calls and he has had some clients for almost three years now.

Not long ago, he fired a client. What? Firing a client? Continue reading

02/2/15

Situational Awareness

Big Red Car here. It is 34F here today and it is only going to get to 50F by afternoon. What’s going on, Mother Nature?

Luckily it will be 70F on Saturday and Sunday.

So The Boss got a lot of feedback on his post on the notion of renting or buying experience.

Experience — Rent It Or Buy It?

One of the most interesting bit of feedback wandered into the idea of “situational awareness” which the emailer suggested was an essential part of the benefit of experience. Continue reading

01/31/15

Founder Compensation

Big Red Car here in the ATX — bit chilly today, gray and forebooding. Dum de dum dum, y’all! Like a scary movie soundtrack.

So The Boss gets talking to four of his brilliant CEO clients, all founders of their companies. Out of the cradle but not quite threatening the NYSE just yet. Still successful enterprises and persons.

The topic is the compensation of founders during those fragile days when the company is running primarily on the nutritional value of Ramen noodles, Mountain Dew and  coffee. Continue reading