20 Qualities of Great Executives
Summary
TLDRThis video script emphasizes the pivotal role of effective executives in driving company success. It outlines 20 rules for executives to excel, including reliability, self-duplication, coaching, swift decision-making, and strong people skills. The speaker highlights the importance of being proactive, data-driven, and continuously learning. The script also underscores the need for executives to balance urgency with patience, delegate effectively, and maintain a sense of fun and hope in high-pressure environments. The video aims to inspire current and aspiring executives to enhance their leadership and contribute significantly to their organizations.
Takeaways
- 😀 Effective executives prioritize results over popularity and are accountable rather than seeking to be liked by everyone.
- 🎯 The ability to duplicate oneself is crucial for great executives; they should be able to develop their team members to improve and grow.
- 🏅 Great executives act as coaches, pushing their team members to excel while maintaining a likable demeanor.
- 🔍 They are skilled at making swift decisions, including the termination of underperforming team members, to maintain team morale and productivity.
- 💬 Effective communication is key; great executives can have tough conversations without damaging relationships.
- 🧠 They are proactive, anticipating challenges and opportunities, rather than just reacting to situations as they arise.
- 📊 Data-driven decision making is a hallmark of great executives, who use empirical evidence to guide their choices and eliminate emotional biases.
- 💼 Investing in team members' growth is essential; great executives seek to develop the skills of their team to improve overall performance.
- 🔗 Understanding how to communicate effectively with different stakeholders at all levels is a strength of successful executives.
- 🏋️♂️ The best executives are not afraid to make tough decisions and hold themselves and their team accountable for results.
Q & A
What are the five temptations of a CEO mentioned in Patrick Lencioni's book?
-Patrick Lencioni's book mentions that most CEOs choose status over results, popularity over accountability, certainty over clarity, harmony over conflict, and invulnerability over trust.
What are the 20 rules of being an effective executive?
-The script does not explicitly list all 20 rules but mentions several key traits such as reliability, self-duplication, being a great coach, making swift decisions on team fit, having great people skills, being proactive, relying on data, investing in team members, effective communication, and being indispensable.
How does reliability manifest in an executive's work according to the transcript?
-A reliable executive is someone whose peers and team members trust to consistently deliver on their promises and complete tasks on time, without causing additional work for others.
What does it mean to duplicate oneself as an executive?
-Duplicating oneself means that an executive not only performs well but also helps others around them improve and become more effective, essentially creating more great executives.
Why are great coaches important for executives?
-Great coaches are important because they challenge and push team members to improve, creating an environment where people are motivated to excel and perform at their best.
How can executives demonstrate effective decision-making regarding team fit?
-Executives can demonstrate effective decision-making by swiftly determining if a new team member is a cultural fit and making decisions that are in the best interest of the company's culture and productivity.
What does it mean to have great people skills as an executive?
-Having great people skills means being able to have difficult conversations, provide constructive feedback, and manage conflicts in a way that maintains respect and positive relationships.
Why is being proactive important for executives?
-Being proactive is important for executives because it allows them to anticipate future challenges and opportunities, plan ahead, and take initiative to ensure the success of the company.
How can executives use data to eliminate emotional decisions?
-Executives can use data to eliminate emotional decisions by relying on facts and historical performance metrics to guide their choices, ensuring that decisions are made objectively and in the best interest of the company.
What is the importance of investing in team members' growth?
-Investing in team members' growth is important because it shows commitment to their development, helps retain top talent, and ensures the company has a strong pipeline of skilled leaders for the future.
How should executives communicate effectively with different stakeholders?
-Executives should communicate effectively by understanding and adapting to the preferences and styles of different stakeholders, ensuring clear and consistent messaging that respects cultural and individual differences.
Why is it beneficial for executives to have urgency combined with patience?
-Having urgency combined with patience allows executives to drive results quickly while also understanding that long-term goals and team development require a more patient approach, balancing the need for immediate action with the understanding that some things take time to mature.
How can executives ensure they are not indispensable?
-Executives can ensure they are not indispensable by developing their team members' skills, empowering them to take on more responsibilities, and creating a culture where others are capable of stepping into leadership roles.
What does it mean for an executive to execute?
-For an executive to execute means to follow through on commitments, deliver on promises, and ensure that tasks and projects are completed effectively and on time.
Why is being part of the 'one club' important for executives?
-Being part of the 'one club' means that an executive can be trusted to complete tasks upon the first request, which is important for maintaining efficiency, trust, and demonstrating leadership.
How can executives balance the pressure of work with having fun?
-Executives can balance work pressure with having fun by creating a work environment that encourages team bonding, recognizes hard work, and allows for moments of relaxation and enjoyment, which can enhance productivity and morale.
Why is it important for executives to have coaches themselves?
-It's important for executives to have coaches because it provides them with an external perspective, continuous learning opportunities, and a safe space to discuss challenges and growth strategies, ultimately benefiting their leadership and the company.
Outlines
📚 The Qualities of Effective Executives
The paragraph introduces the concept of effective executive leadership using Patrick Lencioni's book 'The Five Temptations of a CEO' as a reference point. It discusses the common pitfalls that CEOs often fall into, such as prioritizing status over results and popularity over accountability. The speaker then transitions into sharing 20 rules for being an effective executive, emphasizing the importance of reliability, self-duplication, coaching, and the ability to make swift decisions regarding team fit. The summary also touches on the idea that great executives are those who can improve those around them, fostering an environment where people can grow and excel.
💼 Swift Action and People Skills in Leadership
This section of the script highlights the significance of making prompt decisions, especially when it comes to team fit and underperformance. It references a statistic from Cornerstone that underscores the positive impact of swiftly addressing underperformance on team morale and productivity. The paragraph also emphasizes the necessity of strong people skills for executives, who must be able to engage in difficult conversations without damaging relationships. The ability to balance harmony and conflict, as well as to continuously learn and grow, is also discussed as a hallmark of effective executives.
📈 Data-Driven Decision Making and Investing in People
The focus of this paragraph is on data-driven decision making as a key aspect of executive leadership. It discusses how great executives use data to eliminate emotional decisions and base their choices on quantifiable results. The speaker also talks about the importance of investing in team members, suggesting that executives should be willing to provide resources and opportunities for growth to enhance their team's capabilities. The idea of being proactive rather than reactive in business strategy is introduced, with an emphasis on planning for future events and potential challenges.
🗣️ Communication and the Art of Empowerment
This segment delves into the importance of communication in executive roles, stressing the need for executives to understand and adapt to different communication styles across various stakeholders. It also touches on the concept of indispensability, suggesting that great executives work towards making themselves replaceable by developing others within the team. The idea of balancing urgency with patience is introduced, highlighting the need for executives to drive results while also allowing for the development of long-term strategies and team growth.
🤝 The Power of Strategic Questioning and Negotiation
The final paragraph emphasizes the value of strategic questioning and negotiation skills in executive leadership. It discusses how asking the right questions can lead to increased innovation within a team and how effective negotiation can result in significant cost savings for the company. The speaker also stresses the importance of execution, asserting that a true executive must be able to deliver on their promises. The paragraph concludes with a call to action for viewers to engage with the content, seek further advice, and strive for continuous improvement in their executive roles.
Mindmap
Keywords
💡Executive
💡Reliability
💡Duplication
💡Coaching
💡Accountability
💡Proactivity
💡Data-driven Decision Making
💡Indispensability
💡Urgency and Patience
💡Strategic Questioning
💡Negotiation
Highlights
Great executives can be life-changing to a company, akin to winning the lottery.
Patrick Lencioni's book 'Five Temptations of a CEO' outlines common pitfalls for CEOs.
Effective executives prioritize results over status, accountability over popularity, clarity over certainty, and trust over invulnerability.
The video discusses 20 rules for being an effective executive.
Reliability is the number one quality of future CEOs, extending to all levels of an organization.
Great executives duplicate themselves, improving those who work with them.
Effective coaching is a hallmark of great executives, pushing others to excel.
Swift termination of underperformers can positively impact team morale and productivity.
Having great people skills allows executives to conduct tough conversations without animosity.
Continuous learning and curiosity are essential for growth in executive roles.
Proactive executives are more likely to achieve successful outcomes.
Eliminating emotional decisions in favor of data-driven choices is a strategy used by top executives.
Investing in the development of team members is a practice of effective executives.
Great executives understand how to communicate effectively at all levels.
Indispensability can hinder team empowerment; great executives work towards replacing themselves.
Balancing urgency and patience is crucial for effective leadership.
Strategic questioning by executives can boost team innovation.
Negotiation skills are vital for executives, often leading to significant cost savings for the company.
Execution is key; great executives deliver on their promises.
Being part of the 'one club', where tasks need only be assigned once, is a valuable asset for executives.
Reasonableness in setting and adjusting expectations is an important executive trait.
Maintaining a fun work environment can help alleviate pressure and improve morale.
Providing hope and motivation helps executives lead teams through challenging times.
Even executives need coaches to continue improving their leadership skills.
Transcripts
one great executive could be
life-changing to company it's like
winning the lottery matter of fact few
years ago I read a book by Patrick
lenion phenomenal author wrote a book
titled five Temptations of a CEO he said
the following most CEOs Executives you
can replace it choose status over
results choose popularity over
accountability they're afraid to hold
people accountable so they just want to
be popular and liked by everybody number
three certainty over Clarity Harmony
over conflict again they want everybody
to get along they do not want conflict
and Pali invulnerability over trust so
today in this video I'm going to talk to
you about the 20 rules of being an
effective
executive if you value out of this video
give it a thumbs up and subscribe to the
channel let's get right into it I read a
book a few years ago talking about what
type of employee that gets started with
Fortune 500 companies that eventually
end up up being a CEO what those
employees that eventually mcos had in
common the number one quality of future
CEOs was they were reliable whether they
worked at the lowest position whether
they were working middle management or
director that were reliable reliable to
as an executive reliable as an executive
isn't just to your boss or CEO or the
board but it's to the people you work
with and to your peers if I'm in a room
okay when one thing breaks upstairs and
we're doing our quarterly H huddle this
last Monday and there's nine Executives
in a room one executive that's not
reliable bleeds their work into their
peers so the peers are like oh my God
again this guy breaks something I got to
do it now right but a reliable executive
they all look at him and say he's got
this I know for a fact he's got this if
you need anything let us know but I know
you got it the team knows it's going to
get done the boss the SE knows that's
going to get done and their peers knows
that's going to get done the number one
in my opinion is being reliable number
two don't know why a great executive you
know what they do they duplicate
themselves meaning whatever they do all
of a sudden you work with them for 3
months that person's disciplined they
get things done on time their deadlines
are on time their project management is
on time they show up on time their
attitude is good they look good they you
present themselves very well and so
there there's a concept of duplication
there's an element of people getting
better when they're managed and led by a
very effective executive if you look at
somebody and they'll get started with
you and you'll have a conversation with
them and say okay I'm curious you've
been here now for 2 years yes how many
people I've got better that work
directly to you what do you mean tell me
who works directly with you that you
coach that you took him from a six to a
7 and A2 tell me who you took from a 7
to an8 from a 5 to7 who if you can't
find people around them that is not an
effective executive that person could be
good for process that person could be
good for thinking that person could be
good for strategy but that person is not
good at duplicating themselves great
Executives somehow someway almost always
duplicate other people who who
eventually end up becoming great
Executives number three great executives
are great coaches somehow some way they
challenge you they push you they kick
your ass but they do it in a way that
you love him you like him you walk away
saying I don't know what it is about
this guy man he gets me going every time
but I freaking love working for this guy
there was a book written a few years ago
titled trillion dollar coach about a man
named Bill Campbell Silicon Valley when
this guy died at his funeral rumor has
the three founders of three trillion
doll companies trillion three companies
each were trillion dollar companies the
founder showed up at his funeral and
every time people talked about this guy
he's like man I'd be sitting next to him
he would tell me you're not doing enough
this what are you complaining about this
you chose to be a leader why do you
always make it you told me you wanted to
be like oh my God man this guy's always
challenging me no matter what he's
always kicking my ass to get better it's
like freaking amazing but come on man
but there's that element right you can
do more you can do a little bit more you
can do a little bit more you can do a
little bit more that tough yet likable
executive that's constantly challenged
you for whatever reason they get the
best out of their people number four
this is is not easy one to do but a lot
of great executives are good at this
it's very simple so let's just say you
the executive wants to hire new team
members a business analyst okay you
bring a you know a tech lead you bring a
person that's going to be a Android you
know iOS lead or whatever they're going
to be doing right but they have people
they're going to be reporting to or they
have people reporting to them and five
six seven people interview this person
great we think this is going to be we
did the test strength finder everything
good all right make him the offer he
starts in 2 weeks comes day one week and
a half goes by this guy's not going to
work out why not it's just not going to
work out why culturally this is not a
fit I'm telling you right now everybody
that's around them they they say his
anxiety level is at the highest level
everybody feels like they work for them
it's like so bossy and the culture and
the way they speak it's a little bit of
speaking down I didn't see this in the
interview process but this is not going
to work out we just have to make a
decision it's better better for a
different company not us and they'll sit
down and say sorry this is not going to
work out uh we wish you nothing about
the very best but this is not a fit
they're able to do that faster rather
than later and according to a firm
called Cornerstone they said 74% of
Executives agreed that Swift termination
of
underperformers positively impact team
morale and productivity these people can
go away maybe say bad things about the
company but the leader cannot walk on
exells knowing that person is not going
to be a good fit for the company they
make the decision and you have to
respect that for great Executives number
five great Executives have great people
skills and they know how to have the
tough conversations in a way where you
don't walk away hating the person you
have to have greater people skills those
who don't have great people skills
sometimes they rub people the wrong way
and they avoid conflicts they're like o
man I just know I'm going to say
something it's not going to work out I'm
not going to do it but like listen hey
Johnny Mary we got to have a
conversation what's that you've been
telling me for the last week you're
going to hit this deadline it hasn't hit
you've made one too many promises right
now what's going on here what's the
issue how many more times this going to
happen cuz if it goes the way it's going
right now it's not going to work yeah we
like you culturally we feel you're a fit
your your personality people like your
attitude you're teammate you're always
going out of your way to want to help
out but this is the date you gave me you
haven't hit it what's going on on it's
not going to work like this they'll
bring them in and have the tough
conversations without avoiding wanting
to have the conversation similar to what
Patrick lensun at the beginning said
what he said Harmony over conflict
they're not afraid of having conflict
it's going to happen especially in
startup or smaller businesses where it's
more pressure type sometimes in bigger
companies one can hide for a few few
months and no one will know about it you
cannot hide in a small company so great
Executives will come in straight up have
a conversation we'll tell you with you
and tell you there's a problem next one
is kind of weird because you know as an
executive you're moving up right like
hey you were an employee then you became
a manager and then you became you know
whatever and then all of a sudden now
you're a director now you're a VP now
you're a seite executive and you have a
group of people that are reporting to
you're working with them right the best
ones that I found the best Executives
that I found that continue to grow grow
no matter how much they learn they're
still learning it's constant their level
of curiosity about learning with more
information it's const it doesn't matter
whether their salary grew their bonus
grew their responsibilities grew
whatever that's growing with them
they're still like hey you know I read
this the other day they set to follow on
and they recommended this book and this
I want have picked up this book and I
saw what if we start doing XYZ and we
haven't done this I want you to look at
the website what if we move yeah look at
what these guys are doing over it's
constant like curiosity of wanting to
learn and they build other people on
their teams that are curious to
constantly want to find ways to improve
the company but the best executives are
constantly curious and wanting to find
ways to improve this one we rarely
recognize but it's so evident when
you're working in a high pressure type
of environment startups Harvard Business
review one said proactive executives are
43% more likely to achieve successful
outcomes so proactive reactive don't
give me wrong a lot of things you're
going to do as a business owner is
reactive hey guess what stock market
just did this that person just fired us
interest rates just one that's reactive
we're going to be in that mode as well
but the best executives are proactive to
say hey what would happen if all of a
sudden XYZ were to go down we don't have
a solution for that so what's the backup
for the backup never thought about it
that way hm let's have a quick meaning
so what if we did this and I thought
about this the other day and what if we
go get this company that gives us a
backup for this that that's a great idea
all right so what what events do we have
coming up Tom had a meeting the other
day and he said hey no matter what we do
you know we have to always be 90 days 6
months in advance of what events are
coming up so what do we have going up in
90 okay great what's coming up what what
events do we have coming up on what do
we need to negotiate a year from now or
two years from now right now we're
negotiating contracts for the vault in
2026 right so the the ability to go
ahead and be proactive and then to know
what to put in the contract of what if
there's a force major event that we can
get out of it instead of not putting it
against you're being proactive and what
if we all of a sudden something were to
happen and we need an insurance policy
to protect against this this is our
proactive thinking the best executives
are very proactive next one is very
interesting because sometimes you'll be
in a meeting and there could be a feud
going back and forth no we should do
this no we should do that no we should
do this sometimes the best Executives
know how to eliminate emotional
Decisions by purely using data they can
say listen guys I get it we're going
back and forth can you can you Bobby can
you pull up the numbers what happened
the last time we invested a million
dollars into this you know Branch
instead of a million dollars into this
Branch yeah last time we put up a
million dollar these guys made us $2.8
million on a million these guys made us
$2.2 million on who was running the
company at the time this guy was who was
running it here is that person's still
there no so maybe the 2.8 we can't judge
based why is that person okay but based
on this I think it's best we do this
this that right hey we're thinking about
putting uh uh $10 million into ads this
month to promote such and such you know
event that's coming up okay can we pull
up and see which one performs the best
I'd like to see Google I'd like to see
Tik Tok I'd like to see snap I'd like to
see Facebook Instagram I'd like to see
LinkedIn what is our raw as on all of
these things so why was that one lost
can you pull up the top 10 campaigns we
ran out of the top 10 campaigns we ran
which which one of them were on LinkedIn
which one of them was on Instagram which
one of them was on meta which one of
them was on got it okay so here's here's
what we're going to do with this money
based on what it's all data so then one
can't be all emotional and say well how
come my budget is smaller it's just
purely data driven guy we gave these
guys 2 million last time they turned
into 6.8 we gave You2 million you lost
$400,000 it's data driven okay so
emotion is eliminated based on a lot of
times of data of course you have to be
gentle of course you have to respect
people on that they're doing their jobs
if they're doing an effective job job
but at the end of the day the best
Executives rely a lot on data so let's
just say you're an executive and you got
a handful of people that are reporting
to you and one of the guys that's been
with you for six years and they're going
through a you just game of promotion and
with this promotion they've not been
performing at the level they would at
this promotion that was given at the
previous level they were performing and
they were hitting their bonuses but at
not at this next job so you're sitting
there instead of automatically being
like Oh my God this person's not working
we got to farm let's goe H Char we got
to get a new person you sit there and
you say to yourself is there any way we
can invest into this person have we done
a good job as an executive coach to this
person if the company has an executive
coach have they work with an executive
coach have you encouraged or hired an
executive coach but have they have you
send them to a program for 3 5 days to
go and become better at whatever their
job has that happened rather than
finding someone that's been with you for
five six years and saying no write them
off we got to move on instead you sit
there and you say look we got to invest
into our guys and an executive will go
fight for one of their best guys to say
I want to invest $5,000 $10,000 $30,000
into this person going to XYZ event to
get better and I'm going to send in with
another person typically we'll send them
in threes because when you send them in
threes you know they're not going to be
drinking cuz one of them is going to
keep the other two disciplined we're
going to send these three to go become a
better ex we're going to send him to the
you know Ritz Carlton training we're
going to send him to this training over
here on crucial convers we're going to
send him over here to XYZ training but
great executives are also always finding
ways to invest into their people to get
better their mindset is always about how
can I make this next person better a lot
of people that are watching this have a
lot of questions say man I want to be a
better executive but can I get access to
directly can I ask somebody that's an
expert on what they do on how to get
better as an executive yes download the
app man if you cold email me less than
1% chance I'm going to response if you
cold DM anybody less than 3% cold
Twitter is less than 5% cold LinkedIn is
less than 8% but if you ask a question
on minut and you pay for it 94% response
rate I answer in audio if you've never
used the app give it a try download the
app here's a QR code ask me a question
and let's process some issues on how you
can become a better executive this next
one is very interesting because as a
person you've been around for a while
and the way you communicate with a
person you report to maybe different
than the way you communicate with a
person that's a cooworker maybe
different than the way you communicate
to the person that reports to you but
regardless great Executives understand
how to communicate with all they'll say
well this person likes for you to send
an email update every Friday night so
that person knows what happened for the
weekend this is how they want the update
to be no problem I'm going to send the
email the way I said it to you not the
way I sent it at the previous company if
this is how you want the email to be and
these are the data that you like to
measure I'm going to send it to you
exactly the way you want it because
that's how this person wants to
communicate hey guys you find ways to
move and Challenge and hold your guys
accountable right but regardless the
level of communication with great
Executives is smooth this way it's
smooth this way it's smooth this way
it's smooth with vendors with partners
with investors with a board knowing you
can't embarrass your CEO say you report
to Co the co is reporting to the
chairman of the board and you're sitting
there you know how to keep safe face for
the co they know all of those different
dynamics of all the personalities
involved uh as an executive many times
with the fear of losing your job you
want to make sure you're indispensable
Irreplaceable and by the way that used
to be a thought many of us had back in
the days where it's like do something
that people are going to need you
forever right and then when you think
about it that way that's the fastest way
to never get promoted because if nobody
else knows to do what you do why would
they promote you they need you instead
you're like no I got three people that
can do my job I got two people that want
that can do my job never thought about
it that way before so a great executive
is always working on the next two three
people that can do their job so later on
they can go and S and every time this
guy works he's got two three people that
can do what he does we're ready to
promote him two and a half years later
to the next job for this guy because
he's done such a good job replacing
himself so the best Executives and even
you can look at this number with
research done by Center for Creative
leadership shows that 40% of Executives
believe not being indispensable leads to
better team empowerment the idea is I
have other people that can now do what I
do that's what great Executives always
always think about you ready great
Executives hardcore urgency hardcore
like you're feeling the urgency oh my
god let's go driving but at the same
time they flirt with patience and how
you do those two together it's kind of
weird right we got to go get this sun
but we're patient long term how can one
be both you don't have have a choice you
have to be both if the vision of a
company is big and you want to develop
people and develop different projects
and systems sometimes it takes patience
but if you don't have urgency your team
can get casual as well so you have to
have a balance of both urgency plus
patience it's not easy to do but it's
required for great Executives who end up
leading great teams so I've hired a lot
of Executives in the last you know
however however many years 15 years when
you hire Executives you'll see how they
get started it's very interesting some
of them will come in they interview very
well but then once they get started they
wait to see what you do with them right
and you know they'll do enough and
they'll go here and they'll go build
friends with this person and immediately
they're kind of like making sure
everybody on their team likes that you
don't fire anybody she like no I'm here
I got you I understand your pain don't
worry I understand these guys don't come
from my back they kind of do one of
those things and they put like a layer
between you like let's just say that
person was reporting to me Johnny was
reporting to me but I bring you in and
you're here now that person reports to
you sometimes some Executives distance
Johnny from me an element of shielding
right sometimes executive come in and
they're very much of a building
relationship but they're very
inquisitive of asking me questions I had
a guy that we just hired executive came
in with a list of 30 40 questions okay
when can I get my attempt to ask you
some questions boom got it all right so
when it comes on
to okay
when and why because of and who does
that okay got it and how about this this
this I'm sitting I'm like whoa and so I
went and he did that with direct report
and he went and did that with his peers
and he went all of a sudden I'm like
what a very unique I really like the way
he did it everybody came afterwards and
they're like you know how many questions
that's ask me they like yeah you ask me
questions that's how it's supposed to be
done right you're somebody that's
constantly coming into organizations
Executives who engage and strategic
questioning can boost team Innovation by
up to 40% according to Harvard Business
review some of the best Executives asked
the best questions when they first
joined a company every great executive I
know is a great negotiator you know on
behalf of who on behalf of the company
so guess what if I'm sitting there and
I'm going through terms uh hey uh Pat Uh
I noticed when I came here I looked
through all the old contracts I went
through the 18 contracts that we have I
know for a fact five of them were paying
too much because the previous company
have contacts I'm going to call and save
us around $200 $300,000 for the year the
other ones I'm going to call and I'm
going to ask the following terms are you
okay if I ask anything is there anything
I need to know about these partners that
we have and vendors that we have before
I call them that's a direct relationship
with you yeah okay so let me tell you
this guy this this guy this okay don't
call those three because negotiate okay
got it you need to know about this call
everybody else can I push you on the
three that you said don't call is there
any would you trust me making the call
yeah if you call it can you also have
the other person with you as well Pat
honestly I don't mind doing it for the
first month or two until I gain your
trust but can I get to a point that I
don't have to have anybody else on this
call with me where he can trust me to
negotiate these contracts yeah
absolutely okay great I understand that
I need to earn your trust but once I get
there I kind of want to be left alone
because I've negotiated multi-billion
dollar contracts I respect it okay thank
you so much boom they go and then they
come back back and they'll put a sheet
and they'll say I just saved you
$389,000 I just saved you 1.2 million
year I just saved you $68,000 year and
what they're trying to say is you're
underpaying me and I'm very good at what
they what I do you know what I
internally I freaking love it keep doing
this and you get a raise but anyways the
best executives are very very good
negotiators all right so you'll sit with
somebody you're doing an interview the
person sells you and you're like this
guy's going to be ridiculous they're
amazing holy freaking that's awesome
this guy guys we got a rock star we
going to win a Championship with this
guy and then they come in they talk all
that dirt to you they got you all
excited and nothing happened you're so
disappointed what is the meaning of
executive they execute if you're a true
executive and you come and you tell us
you're going to do what you're going to
do then execute so you keep the
reputation of your title of being a
great executive deliver on your promises
because that's what great Executives do
all right so you got five different
Executives here okay or people you ask
them to do something one I have to ask
seven times one I have to ask five times
one I have to ask three times this guy
have to ask one time the guy I asked one
time is part of the one Club the one
club is you only have to ask him one
time for something to get done I was
raised by a person who was a one club
from the day I was born till today if he
tells me he's going to do something all
he has to say is one time that's my dad
that pressure from a man like that
coming down to me I hold my guys
accountable when I say one time okay
with my kids if you're ever my boys
specifically with my boys I'll say Dylan
one time Dylan one time Dylan Tio one
time I got you Daddy I got you one time
what is one time in get ready we're
going to go to dinner get ready we're
going to go to practice but one time I
don't want to ask you five times some of
the easiest people to work with they're
part of the onetime community especially
Executives by the way if you're not an
executive watching this you want to be
one day if you're part of a one club
that you only have to be told one time
you're eventually going to end up being
the leader in executive it's a very very
valuable asset Tool Company the concept
of being reasonable okay so we're
sitting there was like okay guys I need
you to hit the deadline on this XYZ and
we need this thing to be done by
September 30th Pat Uh may I yes okay so
you want us to hit this by September
30th yes you realize we have this other
three projects that you've asked us to
do can I show this on the board yes one
of them is due this Friday okay which we
have committed this many hours to it the
second one you've asked us is do
September 15th and if you want us to do
a September 30th I'm only going to have
two weeks after the 15 to deploy my team
on this project I just don't see us
being able to hit that date unless if
you want me to delay these and put this
project you just brought up that you
want September 30th ahead of it unless
if we're going to bring other resources
to help us out I I just don't see us
being able to hit that se respectfully
I'd love to get it done for you I don't
see us being able to hit it by that day
a great executive has the ability to be
reasonable and say okay no I still want
you to finish this and I need you to
finish this so if you can't do it
September 30th by when can you hit it
can I get back back to you by today
afternoon at 5:00 yes no problem okay
give it to me I'll get back to you 5:00
we can get it done by October 14th any
chance you can do on October 7th October
7th I'll strive for but I know I can
deliver it to October 14th they're
reasonable enough to have that
conversation with them to say perfect
you got it go after it great Executives
have the ability to reason in an
environment that's a very much of a
pressure environment where it's like a
lots going on and it's constant the the
concept of having fun is very important
playing loose sometimes is good playing
too tight walking on exells it's tough
the the more the expectation in a
startup of go go go go go you got to
have breathing room for people to have
fun and by the way fun I don't mean
being sloppy not hitting deadlines being
C I'm just saying people ought to be
able to have fun and sometimes the best
Executives know how to kind of bring the
pressure down and say guys I understand
what's going on we got this why don't
you guys do this I'll stay with you here
couple more hours I'm going to order
food you guys want to do PF CHS what
would you like to do you guys do your
thing I'm going to go there hang TI
we're going to do this and I got you
Friday with going to go this and we're
going to do XY but that ability to have
fun allows people to deal with a higher
pressure type environment if you don't
have that fun it's tough to sustain for
a very long time in any environment that
you're going and you have things that
you're working with that are tough that
sometimes people become I just man I
there's no way we're going to hit this
impossible great leaders and Executives
know how to bring Hope in Hope is the
idea of I we can pull this off based on
XYZ great leaders give that hope that
feeling of excitement enthusiasm that
eventually everything's going to work
itself out if a person's working their
tails off behind closed doors they know
how to bring hope to say I'm telling you
longterm I got you keep doing what
you're doing okay you're going to have a
good career here if you do XYZ they know
how to also balance that pressure with
the hope as well where folks know
long-term things are going to work out
even a motivator needs a motivator right
think about somebody that's motivating
others they also need to be motivated
behind closed doors some of the best
Executives have coaches they work with
outside of what they're doing because
they're always in a business of also
them getting better so it doesn't matter
if they're part of a mastermind if
they're going to events if they're
working on themselves they're constantly
in the game of improving as an executive
because that's what they're presenting
to everybody else so some of the best
Executives out there have coaches behind
closed doors that nobody knows about if
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