Becoming CEO

Hard to argue the economy isn’t changing. What’s our responsibility to change as CEOs?

Why Ahmad got sued for $130k and what you can learn from the aftermath about hiring employees vs contractors.

There’s a stage in the growth of your business when you need leaders who can own pieces of the business for you. Do this too early and you’ll run out of money. Too late and you’ll pay a high opportunity cost.

Greg thinks he needs an org chart. Ahmad isn't so sure. What does this mean for you? Perhaps nothing. But let's find out.

Should you always be focused on growth? Or is there a time to  stabilize where you are before pushing for more growth.

Summer was rough for both of our business. But the recent turmoil has taught us the importance of knowing what we can and cannot control.

A layman’s discussion on how this neurotransmitter and hormone might be the key to unlocking more growth in your business.

Should they stay or should they go? When should you give your people more runway and when should you have the tough conversation about whether this is working?

How many meetings should you have with your internal team? How many is too many? How do you protect your time when your team needs you? All that and more in this episode.

Aim high? Be more realistic? There are many conflicting philosophies on goal setting. In this episode, we talk about how we set goals and how our thinking on the topic has evolved over the years.

Business owners: avoid this question at your own peril.

Can traumatic experiences put you on the path to success?

One of Greg’s clients leaves. He gets triggered. The rest of his day falls apart.

Do you run your business by the numbers or by your emotions?

Growing a business involves embracing complexity. And the more complex things get, the more you realize you can’t fix everything at the same time. Question is: which fires should you let burn?

Growing a business involves embracing complexity. And the more complex things get, the more you realize you can’t fix everything at the same time. Question is: which fires should you let burn?

How real should you get with your team? How open should you be with your people on what’s going on in the business? Do you tell them everything or shield them from certain challenges?

Do you need more leads or do you need to grow capacity? Knowing which of these is your actual bottleneck is the key to unlocking immediate growth.

At a certain level, every business problem is a people problem. As you transition into the CEO role, you show up less on the front lines. But those front lines are where the battle is won. In this episode, we discuss how to find the right people for your business.

If all you do is run your business, it will run you to the ground. In this episode, Greg and Ahmad share the personal hobbies that keep them sane, balanced, focused — and ultimately, make them better CEOs.

How do you maintain bulletproof confidence when the buck stops with you? It’s your job to keep your people motivated and confident in their abilities. But who’s doing the same for the CEO?

One of the hardest parts of running a business is when people leave. They may leave for good reasons and you might be happy for them personally. But the cost of losing good people is hard to ignore. In this episode, we unpack what to do when they leave.

Entrepreneurs are wired a certain way. There’s something about you that makes you a great entrepreneur. But what if the very thing that makes you an entrepreneur is also the thing that makes you a terrible CEO?

Making the leap from “solo” to “CEO” is lined with challenges. Many businesses fail because the owner is unable to make this transition and level up to the role of CEO. In this episode, Greg and Ahmad share their personal experiences making the transition and setup the focus of this show.