Buy the history; sell the future, Big Red Car? Huh?
Big Red Car here on a lovely Austin By God Texas day with the sun shining and the world spinning.
So, I get into a chat with a couple of CEOs, experienced chaps, who are talking about buying and selling companies.
They ask me what I think and I say, “Buy the history; sell the future.”
“What does that mean, exactly, Big Red Car?” asks one of the CEOs. He was baiting me. I took the bait.
Pruning the organization, Big Red Car? Huh?
Big Red Car here on a gray day in the ATX. Just let that haze burn off, y’all.
Today, we talk to and about CEOs/founders/entrepreneurs who have spent a couple of years building an organization, have some revenue, and about 1-400 employees.
You know who I’m talking to, don’t you?
You are not quite happy with everything, but you have customers, revenue, a viable product, and you’re building your company.
Now, it’s time to do some pruning. Pruning the organization.
Even the Angel Oak outside Charleston could use some pruning? Don’t you dare touch this tree. There is a debate as to its age. Some say it is 500 years old. Some say it is 1500 years old. It was there before the American Revolution.
What is addressable experience? Big Red Car?
Big Red Car here on another glorious Thursday in the ATX in which the sun shines, the breeze blows, and life flourishes. On Earth as it is in Texas, y’all.
So, I’m visiting with a gray haired eminence former CEO who is an old pal. We get on the issue of experience.
How much is enough?
How much is too much?
How much is relevant?
How much is addressable?
It was an interesting conversation. Between the two of us, we have more than seventy years of CEO-ing. That is a lot of time, a lot of experience.
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.
What can we learn today from the Costco rotisserie chicken?
Big Red Car here on a sunny Monday, headed to a warm afternoon. Ahh, on Earth as it is in Texas, Austin By God Texas!
So, what can a CEO learn about how Costco sells rotisserrie chicken, you ask. The Costco rotisserie chicken!
Trust? How does a CEO build and recognize trust?
Big Red Car here on a gray and gloomy day. Still, it’s the ATX and that’s fine by me.
Trust, Big Red Car? Where did that come from?
One of the keys to personal development and success in business is reading, y’all.
Big Red Car here on a early Tuesday morning (40F headed to 49F and cloudy) with a lot to do today, but I will find the time to read for an hour today without fail.
Reading is the difference between being the King of the Jungle or a cub. Not bad to be a cub, but you, dear reader, want to be the King of the Jungle, don’t you?
“May I have permission to live?”
Big Red Car here on a cold, Texas day. Ahhh, winter is fierce in Austin By God Texas. It’s 53F and going to be 70F on Sunday. Ahhh, Texas winter is fierce. Respect to y’all who live in the Panhandle, of course.
So, the Big Red Car is talking to some of his favorite CEOs for some end-of-year chatter and some beginning-of-the-year planning. One thing that comes up is that we are often our own worst barrier to success.
The BRC has always said, “A lot of success is being 80% right, but done on time.”
This is not intended to diminish lofty goals, but to say that how we execute things is dependent upon time constaints. The only truly equal asset in the world is time. We each get the same amount of time in a day as a billionaire.
But, the big thing is we don’t seize the moment. Lately, it feels like people need permission to be great. So here it is.
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