Chelsea Grayson

Yeah. I mean, listen, they are the most natural brand ambassadors you've got. Whether you're a big public-facing brand, you know, or whether you're just a B2B, you know, supplier and vendor or whatever.

Yeah. I mean, listen, they are the most natural brand ambassadors you've got. Whether you're a big public-facing brand, you know, or whether you're just a B2B, you know, supplier and vendor or whatever.

I mean, the salespeople, right, the people in the stores, the people that are flying around, the people that are participating on social media, if you can weaponize them as brand ambassadors, weaponize them with as much information as possible, they will want to be cheerleaders. They will be much more engaged in their jobs. And when the water rises, all boats float. Yes, I love that.

I mean, the salespeople, right, the people in the stores, the people that are flying around, the people that are participating on social media, if you can weaponize them as brand ambassadors, weaponize them with as much information as possible, they will want to be cheerleaders. They will be much more engaged in their jobs. And when the water rises, all boats float. Yes, I love that.

I mean, the salespeople, right, the people in the stores, the people that are flying around, the people that are participating on social media, if you can weaponize them as brand ambassadors, weaponize them with as much information as possible, they will want to be cheerleaders. They will be much more engaged in their jobs. And when the water rises, all boats float. Yes, I love that.

Yeah. First, I want to key on something brilliant that you just said, and I don't want to let it go past because it's a hugely important part of your day-to-day life as a CEO, which is at some point you get big enough where you can't, as the CEO, have 18 direct reports, right?

Yeah. First, I want to key on something brilliant that you just said, and I don't want to let it go past because it's a hugely important part of your day-to-day life as a CEO, which is at some point you get big enough where you can't, as the CEO, have 18 direct reports, right?

Yeah. First, I want to key on something brilliant that you just said, and I don't want to let it go past because it's a hugely important part of your day-to-day life as a CEO, which is at some point you get big enough where you can't, as the CEO, have 18 direct reports, right?

You can't have your fingers in every single pie in the company, even though it's your baby, you created the baby, you raised the baby, right, to teenagehood or whatever, in young adolescence, you know, whatever it is. You've absolutely got to learn the art of delegation. And that means, generally speaking, you've got to hire a great number two. So you'll always have your CFO reporting to you.

You can't have your fingers in every single pie in the company, even though it's your baby, you created the baby, you raised the baby, right, to teenagehood or whatever, in young adolescence, you know, whatever it is. You've absolutely got to learn the art of delegation. And that means, generally speaking, you've got to hire a great number two. So you'll always have your CFO reporting to you.

You can't have your fingers in every single pie in the company, even though it's your baby, you created the baby, you raised the baby, right, to teenagehood or whatever, in young adolescence, you know, whatever it is. You've absolutely got to learn the art of delegation. And that means, generally speaking, you've got to hire a great number two. So you'll always have your CFO reporting to you.

If you have a chief legal officer, for sure they should report to you. And probably your chief, whoever's in charge of your human resources, whatever title that is, CHRO normally. Yeah. But then you should have one person, maybe it's a COO or a chief merchant or whatever, to whom everybody else reports at the next level.

If you have a chief legal officer, for sure they should report to you. And probably your chief, whoever's in charge of your human resources, whatever title that is, CHRO normally. Yeah. But then you should have one person, maybe it's a COO or a chief merchant or whatever, to whom everybody else reports at the next level.

If you have a chief legal officer, for sure they should report to you. And probably your chief, whoever's in charge of your human resources, whatever title that is, CHRO normally. Yeah. But then you should have one person, maybe it's a COO or a chief merchant or whatever, to whom everybody else reports at the next level.

Because if you're constantly taking meetings with 18, 20 direct reports, you're never going to get anything done. And by that, I mean a high-level sort of strategic thinking that the CEO should mostly be consumed with all day long. Not meaning that you should be sitting in your chair all day long. That's certainly not what a CEO should be doing.

Because if you're constantly taking meetings with 18, 20 direct reports, you're never going to get anything done. And by that, I mean a high-level sort of strategic thinking that the CEO should mostly be consumed with all day long. Not meaning that you should be sitting in your chair all day long. That's certainly not what a CEO should be doing.

Because if you're constantly taking meetings with 18, 20 direct reports, you're never going to get anything done. And by that, I mean a high-level sort of strategic thinking that the CEO should mostly be consumed with all day long. Not meaning that you should be sitting in your chair all day long. That's certainly not what a CEO should be doing.

But you shouldn't be consumed with micro details all day. Somebody else should be in charge of the nitty-gritty of the business and operations of your company. So you should be, as a CEO day-to-day, linked arms with your CFO. Period. End of sentence. That's one of the very most important things.

But you shouldn't be consumed with micro details all day. Somebody else should be in charge of the nitty-gritty of the business and operations of your company. So you should be, as a CEO day-to-day, linked arms with your CFO. Period. End of sentence. That's one of the very most important things.

But you shouldn't be consumed with micro details all day. Somebody else should be in charge of the nitty-gritty of the business and operations of your company. So you should be, as a CEO day-to-day, linked arms with your CFO. Period. End of sentence. That's one of the very most important things.