THE 10X CEO
What Exceptional CEOs Do
Differently
4 Questions About Your CEO Life
• #1 – Can your CEO effectiveness be measured,
practiced, and elevated (like an athlete)?
• #2 – What does CEO work (and effectiveness)
consist of?
• #3 – What personal factors predict your CEO
success?
• #4 – If you were forced to reduce your work
hours by 50%, how much effectiveness would
you lose?
10X CEO – “An Accelerated Learning and
Practice Environment for High Growth CEOs”
• 10X Member Companies (37)
• Over $100 Million – 13 (35%)
• $25 - $100 Million – 15 (39%)
• Under $25 Million – 9 (26%)
• 2012 Annual Growth Rate – Revenue or Profit
• Growth over 20% - 24 (65%)
• Growth under 20% - 13 (35%)
• Why this level of performance?
A True Picture of Your CEO
Effectiveness
Personal
Predictors
Passion – For the Work
“Top 3” Time
CEO Learning Ability
CEO Work
Business Results
Business Model
Customer Value
Core Processes
Profit
Talent Environment
Growth & Innovation
Your CEO Work…
Producers of Your Financial Results
Customer Value/Profit Model
•
•
•
•
Customer Delight
Sticky Ratio
High Profit Margin
High Return on
Capital
Core Processes
•
•
•
•
Product Creation
Sales
Customer Delight
Support/Overhea
d
Talent Environment
• Purpose/Values
• Company Goals &
Roles
• Execution &
Learning
Environment
• Individual Fit
(Motivation &
Skill)
Company Growth Stages
Business Stage
Objective
CEO Role
Fatal Flaws
I – Prototype
1.
One (or two) Man Band
1.
Sales <$3 Mil
Employees <20
Venture Stage- Angel, A
2.
3.
Validated
Need/Solution
Delighted Customers
Reasonable
Profit/Value
Assumptions
Predictable Delivery
Engine
Predictable Sales
Engine
Profit/Growth Model
Validated
1.
2.
3.
4.
II – Business
Validation
Sales $3 - $20 Mil
Employees 20-100
Venture Stage B,C, D
III – Growth
Sales $20 - $100 Mil
Employees – 100-500
Venture Stage – D or Later
IV – Maturity
Sales +$100 Mil
Employees – 500+
Venture Stage -Public or
Sale
1.
2.
3.
2.
“Emergency” Player
Selector of Players
Coach for Players
Process Engineer
Customer need isn’t
there.
Solution doesn’t work
1. Competition gets
tougher.
2. CEO is a good Player
but lousy Coach or
Architect
3. Return on Investment
isn’t good enough.
1. Business Grows without
CEO Involved in
Operations
1. Chief Culture Officer
2. Selector of Coaches
1. CEO becomes
bottleneck (can’t hire
leaders or let go).
1. Leaders and Process
Still Work.
2. Innovation happens
faster than existing
business dies.
1. Seeing what’s next
1. Leaders get distracted
2. Processes rust out
3. The ability to create
dies.
Becoming 10X – The Practice of
a CEO Athlete
Employ a consistent model that analyzes your
business AND also your true CEO effectiveness.
Spend more than 50% of your CEO time on
your highest leverage “Top 3” Priorities.
Apply an accelerated learning process to those
Top 3 Priorities.
Replicate the 10X Discipline throughout your
organization.
A Few Reflections
• If you haven’t improved your business model, your core processes, or
talent environment each quarter, you haven’t really improved
anything…and you’ve wasted your time.
• The mix and nature of business model, processes, and talent
environment is different based on the particular growth stage of
your business.
• Your essential personal skills are focusing on the few right things and
applying accelerated learning to those things.
• CEOs who understand these concepts and train like a CEO athlete will
have a huge advantage over their CEO peers.
• Investors place higher value on 10X CEOs