How to Be a Top 1% CEO (in under 10 minutes)

Summary

In this video, Ryan Dice offers a clear framework for evaluating a CEO's performance. He highlights three critical areas: team output, calendar management, and vision for the future. A CEO’s effectiveness is reflected in the team’s productivity and the ability to focus on high-leverage tasks while allowing time for strategic thinking. Additionally, a great CEO balances long-term vision with immediate priorities. Dice emphasizes that if a CEO is struggling, it’s often due to outdated systems, and upgrading the company’s operating system is key to unlocking growth and improving performance.

Takeaways

• 😀 A CEO's effectiveness is directly tied to their team's productivity. If the team isn't achieving results, the CEO isn’t performing well.
• 🧑‍💼 Productivity is not about being busy—it's about delivering tangible results. A busy team without output isn’t productive.
• 📅 A CEO’s calendar should reflect their focus on high-leverage tasks. They should prioritize one-on-ones with key leaders and leave room for strategic thinking.
• ⏳ A CEO needs white space in their calendar for flexibility—both to handle unexpected emergencies and to seize new opportunities.
• 🚀 As a CEO, your individual contribution should decrease over time as your team’s performance increases. You should be working less, but your team should be achieving more.
• 🔮 Great CEOs balance vision for the future with a clear focus on what’s most important in the present. They don’t just predict the future—they manage the now.
• ❗ CEOs should not overwork themselves. Their focus should be on doing less while enabling their team to perform at higher levels.
• 👥 Don’t just hire more people to solve performance issues. Adding more staff often creates more problems, especially when systems are broken.
• 📉 Throwing more people at a problem can complicate things. Broken systems lead to inefficiencies, and more headcount doesn’t always increase output.
• ⚠️ Growing a company doesn’t always solve underlying issues. If sales are stalling, it’s often not about discovering a new tactic—it’s about addressing system limitations.
• 💻 When a CEO is underperforming, the root cause is often an outdated business model or operating system. Upgrading systems is crucial for continued growth and success.

Q & A

What is the primary metric for evaluating a CEO's performance according to Ryan Dice?

The primary metric for evaluating a CEO's performance is the team's output. If the team isn't productive, the CEO isn't being effective, as the CEO's job is to increase the team's output.

What distinction does Ryan Dice make between being 'busy' and being 'productive'?

Being 'productive' means achieving tangible results or goals, while being 'busy' means expending effort without generating meaningful output. A CEO must ensure that their team is productive, not just busy.

Why is a CEO's calendar an important tool for evaluating their performance?

A CEO's calendar is important because it reflects whether they are focusing on high-leverage tasks. A well-structured calendar should include time for key leader meetings and allow for 'white space' to think, plan, and handle unexpected events.

What is the significance of 'white space' in a CEO's calendar?

'White space' refers to unfilled time slots in a CEO's schedule that allow for reflection, strategic thinking, and responding to unplanned opportunities or emergencies. It indicates that the CEO isn't overwhelmed with constant meetings and can maintain flexibility.

How does the inverse relationship between a CEO's individual contributions and their team's performance matter?

A successful CEO should work less as their team performs better. If a CEO's performance is directly tied to the team's output, it means the CEO is too involved in day-to-day tasks and not focusing enough on strategic leadership.

Why is it important for a CEO to be able to both predict the future and focus on the present?

A CEO needs to anticipate the future to guide the company, but also focus on the present to address immediate priorities and keep momentum. Balancing long-term vision with short-term execution is essential for effective leadership.

What mistake do many first-time CEOs make when faced with performance challenges?

Many first-time CEOs mistakenly try to become more productive or hire more people when facing performance challenges. However, this approach often does not address underlying issues like inefficient systems or outdated business models.

What is the downside of hiring more people to solve performance problems?

Hiring more people without addressing the underlying problems often creates more complexity and inefficiency. The real issue is usually with the systems and processes, not the lack of personnel.

What is the real solution for a CEO who is underperforming or struggling?

The real solution is likely an outdated operating system—an old set of systems, processes, or business models that can no longer support the company's growth. Upgrading these systems is essential for overcoming performance challenges.

What does Ryan Dice mean when he says 'the more valuable you are to your business, the less valuable your business is'?

This means that as a CEO, if you are too involved in day-to-day operations and critical tasks, it limits the scalability and independence of your business. The goal is for the CEO to work less while the team performs more effectively, which reflects a strong, scalable business.