Sahil Bloom

Is that your big one that you feel like you need to work on?

If you were to ask me, according to my logic, it sounds like you're just as successful as you want to be.

You're meeting your own definition.

Um, yeah.

Recurring meetings are a funny one too, because what I find happens is you create stuff to talk about on them.

That's not actually impactful.

Uh, you're like, okay, I have this recurring meeting every month on the first Monday of the month.

So I'm going to have a bunch of touch points that we need to talk about, but like it wasn't actually necessary.

You could have done it asynchronously.

This was probably one of the most impactful lessons I learned from my years in private equity.

I think private equity funds sometimes get a lot of things wrong, but one of the things that I thought was profound was the structure of board meetings when well done, which was...

The CEO and the team would send around maybe a week in advance a deck that was basically the business update and all of the key information about the business.

And then the meeting itself, when everyone was in the room together, was entirely focused on the forward-looking, most critical decisions that needed to be made and debated.

Because what would happen in the absence of that was you'd get into the meeting and people would just be like updating you on the metrics and the numbers for the entire thing.

And you'd get no time on the key strategic decisions.

And it was like, that is actually totally fine to just have in an email or a deck.

Everyone reads it.

Everyone's primed on it.

They can ask any questions in advance on anything necessary.

And then let's focus the brainpower when we're all here on the things that are actually going to drive the business forward.