Steven Galanis
speaker
239 appearances
2 recordings
2 series
first heard Nov 2024
last heard Mar 2025
Steven Galanis’s voice in public audio — every appearance, attributed to the second.
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LinkedIn und so viele der legendären Technologien der letzten 20, 30 Jahre. Und OKR steht für Objektive Key Results. Also, was es eigentlich sagen würde, ist, dass du ein großes Objektiv hast und es könnte sagen, ich will meinen Talent basieren. And then the key result would be specific, measurable, and time-bound. So I want to go from 1,100 talent to 1,500 talent by November 1st.
So having some specific goal. Bing's idea in his experience watching so many great CEOs, whether it's Mark Pincus or Jeff Bezos or Daniel Acker, any of these great CEOs that he'd worked with and mentored, he basically distilled what made them great, what separated the top 10% from the rest was really people that could nail these five very specific things.
And the idea of Forever OKR is as a CEO, or let's use a head of sales as an example. The Forever OKR of a sales leader is beat plant. You don't know what the number is going to be. It might be 2 billion today and 5 billion next year, but it's always a beat plan. As a CMO, your forever OKR is to build a legendary brand for your employees and customers.
No matter what the product is, that's what you want to do as a CMO. As a CEO, in Bing's experience, he thought that there were five things on the forever OKR front that every CEO should be thinking about. And really, at scale, every other job that's not these five things are stuff that other people could do.
So the first of these forever OKRs is product market fit, something we've spent a lot of this call talking about. Find it. And when you find it, you know, continue to make sure you don't lose it. And then as a CEO thinking about when you have product market fit and you feel like it's solid, like at what point do you start finding product market fit on other things?
If you don't have product market fit, all of the rest of the things that I'm going to talk about, they don't matter. So as a CEO, like that's where your time needs to be spent, you know, exclusively and especially if you're building new initiatives, right?
Like, you know, you got to be as in the weeds on that as possible to make sure, like, should the investment, like, am I making the right investment by starting this new product or expanding the geography? So product market fits, number one. Nr. 2 ist, ein Weltklasse-Exekutiv-Team zu bauen.
Auf der Höhe, wenn du 437 Leute hast, und es gibt 4.000 Personen und 40.000 Unternehmen, wird das exponentiell wichtiger werden. As a leader, and especially as a leader that was leading a company that was fully remote during COVID, you're not going to be the person that's in the weeds on every decision.
So making sure that you have a world-class executive team that can come and take your vision and execute it. They're the people sitting with the pencil behind their ear, taking notes with what you say, but then taking the things you're talking about in the executive room and actualizing them on the front line. Du musst ein Weltklasse-Exekutivteam haben. Und dann kommt die nächste natürliche Frage.
Wie weißt du, dass dein Exekutivteam Weltklasse ist? Das ist meine nächste Frage. I guarantee you that some other company in their portfolio has an industry leading or many industry leading CMOs. So go talk to those people and see what good feels like. Go get a coffee with them. And then you start to, you know, over time, you start to get pattern recognition. You have a bar.
Bing would make me do this exercise with them once a quarter. where I would have to rank my executive team five to one, five being this is the best person in the world that could possibly do this job at this stage, four being their 90th percentile, three being their industry average, two being their below average, one being why the fuck do they work for you, right?
And what you do is you take all those scores, you add them up and you divide them by the amount of direct reports you have and you get to a number that's somewhere between one and five. Und die meisten CEOs, wenn sie das zum ersten Mal machen, ranken ihre Geschäftsführung 3,5. Das ist die Anzahl. Das ist nur, wo es endet.
Und was Bing immer wieder gefunden hat, ist, dass eine weltklasse Geschäftsführung eine 4,25 oder höheren Anzahl hat. So as you're thinking about the members of your executive team, today's three like could potentially get coached up to be tomorrow's four. But at a hyper growth company, it's actually much more likely that, you know, today's five is tomorrow's three, right?
So constantly you have to think about, okay, where do I up level? Can I continue to bet on this person? Like what coaching can we get them? And, you know, uh, Wenn wir ein Unicorn geworden sind, hatten wir einen wirklich unangenehmen Fall, wo jeder von uns das erste Mal gemacht hat. Und jedes Mal, als wir jemanden gehirrt haben, waren wir die größte Firma, die wir jemals gemacht haben.
Also, du weißt, wahrscheinlich eine Entscheidung an dem Zeitpunkt, die sich als eine tolle Idee sah, war, mein Exekutivteam aufzuleveln, du weißt, von diesem Team, das ich was excellent, had built the company, had the passion, had the knowledge.
But we were really bringing that next level leadership in because we were working on our ultimate goal, which was to ring the bell and to become a private, a public company. And in that time, we hired the global head of people away from McDonald's, one of the biggest employers in the world, absolute world-class leader.
We hired a head of product away from Uber, someone that was responsible for building the driver's side and the rider's side app of the company. A marketplace that's very similar to ours. We hired the CTO away from... That had been the head of engineering at... Oh my God, I can't believe I can't... Hulu, right? Like Hulu, we had the global head of ops from LinkedIn came to be our COO.
At every position, we had just built this all-star leadership team. But ultimately, what you learn when you hire those people, then... Great people that they worked with in the past want to come work for them, right? So suddenly you hire the C-Suite and then the VPs want to come and those VPs have their directors. And this led to a huge influx of talent in the company.
It was embarrassing how stacked our bench was. People three, four rows down the level were insanely high ceiling, great people. And that's one of the reasons that having a great executive team is important, because great leaders will get amazing, the best people they ever worked with to come follow them. So that's the second one. Das dritte ist Mission, Vision, Value.
Also das ist wirklich um Beziehung, Kommunikation und Beziehung. Versteht jeder in der Firma, was die Vision der Firma ist? Wissen sie deine Mission? Wissen sie deine Werte? Sind sie damit lebendig? When you're sitting making decisions, do they have the same rubric? Because there's a common language and a common framework.
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