Steven Galanis

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.

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.

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.

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.

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.

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.

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?

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?

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?

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?

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.

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.

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.

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.