Comments on: Resourcing 101 for CEOs

By: mikemyatt

mikemyatt — Thu, 18 Mar 2010 21:01:18 +0000

Thanks for commenting Joe. The association of the three aspects highlighted in your comment with a leadership "sweet spot" is an astute observation. Always appreciate your thoughts Joe.

By: mikemyatt

mikemyatt — Thu, 18 Mar 2010 20:58:55 +0000

Thanks for your comment…If you follow the link embedded in the second paragraph of the post it takes you to piece on delegation in which I actually include Covey's Quadrant grid. Solid concepts to be sure…

By: rikerjoe

rikerjoe — Thu, 18 Mar 2010 19:20:46 +0000

Creating leverage. Surrounding yourself with the right mix of talent. Finding the resource "sweet spot." These are the takeaways for me, Mike. Thanks for sharing.

By: theesuite

theesuite — Thu, 18 Mar 2010 17:21:16 +0000

Reminds me of Stephen Covey's "First things First" Quadrants.

1) Urgent/Important
2) Not Urgent/Important
3) Urgent/Not Important
4) Not Urgent/Not Important.

Be working in Quad 2 and as Mark says work ON the business… Cooking with gas.

Many of us get caught in that Quad 3 trap and all of a sudden, life is a fire drill…

By: mikemyatt

mikemyatt — Thu, 18 Mar 2010 16:47:55 +0000

Thanks so much Mark…you comments always add substance to the discussion. When all is said and done, it boils to focusing on the right things, at the right times, and for the right reasons. Great comment Mark.

By: mikemyatt

mikemyatt — Thu, 18 Mar 2010 16:46:12 +0000

Hi Meredith:

Thanks for your candor and your excellent observations. As you pointed out, leaders need to learn that just because they can do something, doesn't mean they should. I always appreciate your thoughts and hope all is well. Thanks for stopping by Meredith.

By: Meredith Bell

Meredith Bell — Thu, 18 Mar 2010 12:23:48 +0000

Excellent points, Mike. I think this issue is especially true for entrepreneurs who start out as solopreneurs and are used to doing everything themselves. They need an outside person like you to ask them WHY they are doing certain things themselves, when they now have a team of people to help them. I've been guilty of this myself, and it requires a shift in thinking re. the best use of my time AND a willingness to have someone else take over something I personally enjoy doing. Just because we're highly competent in a particular skill doesn't mean that's the best use of our time for the business. And truth be told, sometimes we hold on to things we're comfortable with to avoid stretching into other areas that are unfamiliar or HARD.

By: Mark Oakes

Mark Oakes — Thu, 18 Mar 2010 11:29:48 +0000

Mike,

Once again the substance of your posts contains 'meat' vs 'milk'. Solid wisdom.

Two thoughts in support of your excellent comments…

- The 80/20 rule always applies. The CEO should proactively determine which 20% (or other appropropriate measure) drives 80% of the results and organize his/her resources to insure they spend most of their productive time doing those things. This rationale also applies to every member of the team.

- The CEO must maintain the mindset that his/her job is to 'Work ON the business', not IN the business. The business IS the product, not what they sell.

Keep the hits rolling! I'm enjoying your daily doses of C-Suite wisdom

Mark