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Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this episode, we explore a crucial aspect of being busy: accountability for the negative behaviors that stem from constant busyness. While being busy is often praised and rewarded, it can lead to burnout and detrimental effects on both personal and professional levels.

Key Insights:

The Illusion of Productivity: Being busy is often seen as a positive trait, leading to praise and promotions. However, it’s crucial to differentiate between being busy and being productive. Busy people may not always be prioritizing the right tasks.

Accountability Beyond Tasks: True accountability isn’t just about meeting deadlines. It involves taking responsibility for behaviors that result from being overly busy. This includes recognizing when busyness leads to poor decision-making and emotional outbursts.

Impact on Others: When you’re constantly busy, you may expect others to match your pace, which is unrealistic and unfair. Not everyone thrives under constant pressure, and high expectations can create a toxic work environment.

Strategic Oversight: Busyness often prevents you from stepping back to evaluate whether you’re focusing on the right things. Without strategic oversight, you might be caught in a cycle of motion without meaningful movement.

Emotional Control: Being overly busy can lead to exhaustion and emotional instability, resulting in anger and blame. These emotions can harm your relationships and the overall atmosphere in your organization.

Looking Ahead: This is part three of a series on being too busy. In the next video, we’ll explore how to shift from merely spending time to investing time wisely. We’ll discuss practical solutions to overcome the challenges of busyness and improve both personal and organizational outcomes.

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Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this episode, we explore the addictive nature of being busy and how it can impact your personal and professional life. Being constantly busy might feel rewarding, but it often leads to prioritizing motion over meaningful movement, affecting your health and relationships.

Key Insights:

The Dopamine Rush: The adrenaline and dopamine rush from constant activity can be addictive. This addiction is reinforced by praise and promotions in many organizations, creating a cycle of busyness.

Motion vs. Movement: Being busy isn’t the same as being productive. Many CEOs and professionals mistake busyness for effectiveness, focusing on urgent tasks rather than important ones.

Recognizing the Symptoms: Long hours, multitasking, and the constant need to do more can indicate an addiction to busyness. This behavior often leads to burnout and diminished enjoyment in both work and personal life.

The Neuroscience Behind It: The brain patterns seen in those addicted to work are similar to those addicted to gambling or substances. Each dopamine hit from completing tasks reinforces the behavior, making it difficult to break the cycle.

Steps to Take:

1. Self-Reflection: Identify if you’re prioritizing the right things in your life and work.
2. Health Check: Consider the impact of busyness on your health and well-being.
3. Relationships: Evaluate how your busyness affects your relationships with family, colleagues, and yourself.

This video is part two of a series on the pitfalls of being overly busy. Stay tuned for the next part, where we’ll discuss strategies to manage and reduce this addiction.

___
Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this episode, I share a personal story that marked a significant turning point in my life. I realized I was too busy for the people who mattered most, prioritizing work over family and personal relationships. This moment of clarity changed my perspective on what it means to be truly productive.

Key Insights:

The Wake-Up Call: Caught up in a design strategy project, I reacted negatively when my wife tried to show affection. This incident made me see that I was prioritizing work over my loved ones, creating unnecessary friction.

Motion vs. Movement: I prided myself on being busy, but I was focused on the wrong things. It's not about how much you do but whether you're doing the right things. This shift in mindset applies both to personal relationships and professional tasks.

People Over Tasks: Realizing that people are the most important aspect of both personal and professional life, I started to prioritize meaningful connections over simply getting things done.

This is part one of a series on the pitfalls of being overly busy.

Stay tuned for part two, where we'll explore the addictive nature of busyness and how to shift from motion to meaningful movement.

___
Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this follow-up video, I dive into one of the most critical dysfunctions discussed last week: making the hard but important people decisions. Here’s why it's crucial and how you can tackle it effectively.

Key Statistics: 45% of CEOs and C-suite executives don’t consider their top team to be high-performing. Yet, 93% believe their personal contributions positively impact the organization. This disparity highlights a significant issue in senior leadership teams.

Identifying the 7 out of 10s: Many executives fall into the “messy middle” – they’re not poor performers but aren’t exceptional either. It’s vital to recognize these 7 out of 10 players who are just doing enough to get by.

Steps to Take:

1. Identify the 7 out of 10s: Recognize those who aren’t contributing at the highest level.
2. Evaluate Potential: Determine if they can be improved to become top performers. If not, it’s time for decisive action.
3. Act Quickly: Don’t let mediocre performance linger. The adage “hire slowly, fire quickly” applies here.
4. Interim Solutions: Sometimes, having someone act up temporarily is better while you find the right replacement.
5. Board Management: Address these issues with your board. You and your chairperson must align on removing average performers to strengthen the team.

Why This Matters: Allowing mediocrity to persist drains your time and resources, hinders organizational performance, and creates a drag on overall success. Acting decisively ensures you have a high-performing team that drives your business forward.

If this resonates with you, and you’re dealing with similar challenges in your organization, drop me a line. Let's discuss how we can create an action plan to address these issues.

Thank you for listening.

See you next week!

___
Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this episode, we’re diving deep into the five dysfunctions that often hinder CEOs from reaching their full potential. Understanding and overcoming these dysfunctions can transform your leadership and elevate your business.

Dysfunction 1: Stuck in a Subject Area CEOs often come from specific backgrounds like finance or tech, which can limit their perspective. They treat every problem through the lens of their expertise, but true leadership requires a broader view. Learn why letting go of subject matter expertise is essential to becoming a well-rounded leader.

Dysfunction 2: Being a Bulldozer Some CEOs drive their ideas with sheer force, pushing through their strategies. While this can be effective in the short term, it’s not sustainable. Being the only driving force leads to burnout and can alienate your team. Discover alternatives to bulldozing and how to harness the power of your entire team.

Dysfunction 3: Over-Focusing on Lagging Indicators Focusing solely on lagging indicators like sales and profits can be misleading. These metrics are results, not the drivers of success. We’ll explore the importance of upstream activities, such as sales calls and marketing efforts, and how they create the conditions for success.

Dysfunction 4: Surface-Level Conversations Many CEOs only scratch the surface in their discussions with senior leaders. It’s crucial to delve deeper and understand the underlying issues and emotions driving these conversations. Learn how to read between the lines and get to the heart of what’s really happening in your organization.

Dysfunction 5: Avoiding Tough People Choices The hardest decisions often involve people who are performing at a mediocre level. They’re not bad enough to fire but not great enough to excel. We’ll talk about the importance of making tough people choices and why settling for mediocrity can be detrimental to your company’s success.

These dysfunctions are more common than you might think!

___
Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

First Time CEO's - I'm launching a new course.

WARNING: It's NOT for the faint of heart.

YOU'RE not an 'average CEO'.

I'm not an 'Average' coach!

Curious? Check out this link

___
Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.

In this episode, Joe Leech sits down with Rich Mironov, a true veteran of Silicon Valley’s startup scene, to delve into the nitty-gritty of product management, leadership, and the intricate dance between engineering and sales. Rich brings a wealth of experience from his 40 years in the industry, having served as a Chief Product Officer and a solo consultant, helping countless teams and leaders navigate the complex landscape of product development and organizational dynamics.

They kick things off with an introduction to Rich’s background, setting the stage for a conversation filled with real-world insights and practical advice. Joe and Rich then explore the unique challenges faced by newly minted Chief Product Officers (CPOs), especially those coming from technical backgrounds. They highlight the steep learning curve and the essential skills needed to thrive in these high-stakes roles.

One of the key themes they touch upon is the communication gap between engineering and go-to-market teams. Rich shares some eye-opening anecdotes about the different priorities and languages spoken by these groups, which often lead to misunderstandings and inefficiencies. This is where the discussion on the scarcity mindset in product teams comes in, shedding light on how perpetual resource constraints can shape decision-making processes.

The tension between sales pressure and product timelines is another hot topic. Joe and Rich dive deep into this ongoing struggle, offering strategies for balancing the urgent demands of sales with the methodical pace required for quality product development. They also talk about the pivotal role of CEOs in mediating these conflicts and ensuring alignment across teams.

Rich shares a deeply personal story from his time as a CEO, highlighting the immense pressures and tough decisions that come with the territory. This segment is a powerful reminder of the importance of empathy in leadership and understanding the human side of business. Joe and Rich further explore the intense pressure cooker environment that CEOs operate in, discussing how these pressures influence decision-making and leadership styles.

One of the standout parts of the conversation is Rich’s emphasis on the “language of money” in product management. He explains why it’s crucial for product managers to translate technical issues into financial terms that resonate with sales and marketing teams. This leads to a broader discussion on the analytical mindset of engineers, who often rely heavily on data and facts, and how this mindset can clash with more intuitive, emotion-driven approaches.

The duo doesn’t shy away from discussing

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Here’s how you can take things deeper with me…

- I only work with 6 CEOs every year, I have one spot available. If you want to work with me, Start Here

- Mindset and Skillset Shifts, video playlists for:

• Enterprise CEOs
• Founders
• New CEOs

- Are you a Founder CEO planning your Exit? Join me and 6 other founders next quarter where we plan, prepare and work together for a successful exit. Join the Waitlist

Videos for all these episodes are on my YouTube channel.

If you enjoy my content and you want to get in touch to find out how I could work with you, or someone you know, you can reach me at:

My LinkedIn Page

Or you can drop me an email.