Part III. Leadership
The CEO’s role is ultimately about getting the right people working on the right projects. In the beginning, you’re doing everything. Because the first-time CEO doesn’t know how to do many of these things, a lot of improvising is involved. The way out of this is actually the process of building a company: the process of finding people who are better than you at doing things, then having them do those things. Rinse, repeat. Being an incompetent accountant or a lousy developer doesn’t forestall one from being a tremendous CEO. Over time, other people will take over those roles and do them better than you ever could.
This part is about being the leader of the company. It’s about what you can delegate and what you can’t. It’s about company culture—what it is, how to make it, and how to fix it. And it’s about the things that go wrong in CEOs’ brains, and how you can troubleshoot yourself to fix them.
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access