08/22/19

CEO Criticism — Responding To Criticism

As a CEO, you will be the beneficiary of a wonderful phenomenon — the whole world will tell you about your shortcomings, what they would do differently, and the fact that you’re, well, a bum. They may question your intellect and opine that your mother dresses you funny.

It comes with the job.

Run a public company and deal with thousands of shareholders and the criticism is broader, deeper, and more pointed. Shareholders will even make fun of your dog. What kind of person makes fun of a man’s dog?

You will be tempted to respond, which will generate more criticism another response until the cycle becomes entrenched and begins to sap your energy.

This guy, who had a few critics in his day, is reputed to have said:

“You will never reach your destination if you stop

and throw stones at every dog that barks.”

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07/10/19

The Whine Line Protocol

The Whine Line Procotol, Big Red Car? Do tell.

So, your Big Red Car was engaged in a bit of  discussion and blog reading in which the subject of how to deal with problem hires or heretics — do not dig that word in this context — was bandied about.

A couple of things came to light, but the most important is this — dealing with employees both good and not so good is a normal part of CEOing.

Your generation did not invent sex or business; dealing with less than perfect employees is not a problem unique to your outfit. It is just a normal part of CEOing, and you got that gig.

Employees are dynamic. Your star marketing person may become your challenge and vice versa. Here are you and the employees on good days.

It is all just part of running a team, a company, CEOing. It is normal and you don’t need to be firing people for a little whining. The challenge is to keep the whining within a tolerable level.

That requires you to develop your own personal Whine Line Protocol.

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04/9/19

CEO — What Does a CEO Do?

An obnoxious friend of mine is constantly asking me: “What does a CEO actually do?” He does it on the page on the website whereat one may ask a question.

He then sends me irritating emails saying, “Big Red Car, you never answered my question. Do you even know the answer?”

He is a pest, but he is right I never answer him. Now, I will, but only because he has promised to buy me a steak at a restaurant of my choice — Capital Grille or Eddie V’s.

Related image

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12/10/18

I Did the Best I Could

Big Red Car here on a cold, sunny day in the ATX. Brrrr, 58F.

So, I’m in conversation with a trio of CEOs who have in common that they tried to fix something and didn’t quite get it fixed correctly the first time.

They came back with a longer rope and a bigger hammer and fixed it.

They were distraught that they hadn’t gotten it right on the first try.

To which your Big Red Car asked, “Did you do the best you could?”

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05/16/18

CEO Shoptalk — Great Startup CEO

Are you a great startup CEO?

OK, so the Big Red Car gets asked often, “Tell me, wise and red Big Red Car, what makes a great startup CEO?”

Like most things in the startup world, there is not a single, correct answer, plus the Big Red Car is lazy and doesn’t want to do the work.

But, now somebody asked the question in a way I cannot dodge. So, here goes.

What makes a great startup CEO, Big Red Car? Tell me.

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04/16/18

Making the Right Decisions v Making Decisions Right

Decisions. Decisions. Decisions. Are you making decisions right? Are you taking the right decisions?

OK, y’all, Big Red Car here on a crisp, sunny Texas spring day. On Earth as it is in Texas!

Today, I am pondering a conversation I had last week with a seasoned CEO who I have known for several years. We worked together and I watched him become an extraordinary CEO. It was a wonder to behold.

Early in our relationship, I sent him my standard “beginning a relationship” questions. It’s called the Startup Company and Small Company Checklist.

The way it works is I want the CEO to read the questions to see whether he can answer them. Not to assign homework, but to give him an idea of how others view the framework of a startup. It is always illuminating to have the first discussion after they read that document.

You can find it and other useful stuff here: FREE STUFF

Just scan it, don’t answer it.

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10/23/17

Leadership Changes — CEO Shoptalk

Leadership changes can effect policy which can alter outcomes. Leadership changes are critical to outcomes.

Big Red Car here on a glorious Texas, Austin By God Texas, day. Ahh, on Earth as it is in Texas!

One of the easiest ways to change outcomes is to change leadership. I say this in the context of business leadership (startups, in particular), but the example I will use has to do with the Middle East and ISIS. Hello, America!

If you have been following the unending war in Iraq and Syria, you will note several interesting things.

ISIS is kaput and it is only a matter of time before its leadership is dead, and its footprints disappear.

Let’s explore how this happened.

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