A short monologue advising leaders on preparing for high-stakes moments and on the necessity of delegation when scaling an organization. Key points: block focused time in the days before earnings calls, create needed dashboards and Q&A prep, avoid nonessential distractions, and embrace giving up tasks by hiring specialists (e.g., a CFO, general counsel, head of HR) post-Series C.
So the days before earnings calls, they're blocked out. I got to be super focused. I got to get organized. I got to have my train set. I got to have the dashboard I want to have for the earnings call. We're going to prep Q and A. I'm not taking anything that's not super important. I'm blocking those times out because those are the clutch shots. And when they come, whether it's a sales pitch, whether it's venture investing and raising a round, whatever it is, you got to hit those shots. Okay? And then the final thing is you got to embrace giving things up. If you're going to grow a large organization, you're going to scale it. If you're going to scale it, S.C. you're going to be hiring other people. If you're going to hire other people, you got to embrace giving things up. I used to have every job. It was awesome. It actually wasn't that awesome until I was able to. After our Series C, we hired a cfo. A real cfo. Great. I wasn't CFO anymore. We hired a real general counsel. We hired a real head of hr.
