Mark Osborne explains why the CEO role is uniquely hard: you're doing a job no one taught you, and most coaches haven't done it either. He tried OKRs to fix this, but found they only work if you embed them in weekly reviews and one-on-ones. Without that system, they disappear.
there's nothing more difficult to do a job you don't know how to do, and no one, no one's here to help you. That's the thing. You'll be the coach of your team. Your team is going to be the coach of their teams, and so on and so forth. But there's no one to coach you to do your job. Of course, you can take coaches, but most coaches have never been CEOs themselves. They're coaching you, but they, they don't, they don't know the job either. So based on all these books, I started to test things and implement things. The first thing we implemented was OKRs, Objective and Key Results, which is very well known in the space. The problem with OKRs taken on their own is that if you do not embed them into a system, they're really hard to sustain. Because if you're not looking at them every week, if you're not reviewing them, talking about them with your teams, having team conversations during team meetings and one-on-ones with the people who are holding those OKRs, they go into oblivion.
How Can You Maximize Your Business Value Before Selling? with Randy Katz Video
