The Three Jobs Framework: Two CEOs Debate What Leadership Actually Means | Lazy Leverage #92
Impossibile aggiungere al carrello
Rimozione dalla Lista desideri non riuscita.
Non è stato possibile aggiungere il titolo alla Libreria
Non è stato possibile seguire il Podcast
Esecuzione del comando Non seguire più non riuscita
The Three Jobs Framework: Two CEOs Debate What Leadership Actually Means | Lazy Leverage #92
-
Letto da:
-
Di:
A proposito di questo titolo
What is the actual job of a CEO?
Rather than treating leadership as a vague mix of hustle and charisma, Peter and Jon compare two competing frameworks that both come from highly successful operators. Peter argues the CEO’s job is to set the vision, build the team, and make sure the company never runs out of cash. Jon reframes the role as raising standards, increasing focus, and increasing pace.
Truth is, there’s no “better” framework. It’s more so about uncovering the deeper principles beneath both models and adapting it to your organization’s current needs.
The alternative framework is more operational and cultural.
Raising standards means teaching teams what excellence looks like, not just demanding it. Increasing pace is less about arbitrary deadlines and more about shortening the OODA loop (observe, orient, decide, act) so organizations can iterate faster on marketing channels, hiring strategies, or product features.
The frameworks aren't contradictory. They're complementary.
One addresses what to build; the other addresses how to build it. Together, they reveal that leadership isn't about answering emails or attending meetings. It's about the handful of things that won't happen without deliberate intervention: maintaining focus, enforcing standards, controlling speed, setting direction, building teams, and managing resources.
Everything else is noise.
KEY TOPICS (02:05) Two Frameworks for the CEO’s Job (07:09) Why Real Prioritization Has to Hurt (11:06) Raising Standards, High Care vs. High Honesty (17:25) Developing Taste and Knowing What “Good” Looks Like (25:37) OODA Loop: Observe, Orient, Decide, Act (34:14) What Happens When CEOs Don't Set Clear Vision (Whiplash and Cynicism) (40:30) Don't Run Out of Money: Cash Conversion Cycles and Personal Liability (43:21) Accounting as Control: How CFOs Direct Energy in Organizations
Stay connected for more insights and strategies by following: Jon: @MatznerJon on X and at lazyleverage.beehiiv.com Peter: @pslohmann on X and at peterlohmann.com