From the course: Jeff Weiner on Leading like a CEO
Awareness of company
- You also want to make sure you are aware of what's happening within your organization, your team, the company more broadly, because that information is absolutely essential to making the right decisions. So how do you go about doing that? First and foremost, I would focus on cadence. The cadence with which you are collecting information and that you're tracking key performance indicators, metric, OKRs, etc. So for me, there's three buckets. The first is daily/weekly data, the second are weekly meetings, and the third, longer-term bigger picture meetings. By way of example, and this is just what I do with our team, you may do different things with your team, but this has been proven to work and has been refined and iterated over many, many years. So it's just one person's opinion. Somewhere between one person's opinion and a strong suggestion. Definitely not a mandate, okay. So examples of daily and weekly data collection. We use dashboards. We have a daily dashboard, we have weekly dashboards. We have email updates that go out at the end of the week which are really, really valuable. They're a combination of both KPIs, and bullet points, and high-level summaries of what's taking place. We have weekly meetings. It starts with one-on-ones. I sit down with the people that report directly to me either once a week or once every other week to make sure that I understand what's on their mind, I can help them with the things they need help with, and that they're informing me of the things I need to know to avoid surprises. A weekly staff meeting. At LinkedIn, we have a member value meeting where we review all of the key metrics that would suggest that we're creating value for members in terms of all of our most important consumer products and services, and we have a customer value meeting to do the exact same for our customers. So that's a weekly cadence, weekly meetings. And then you want to up level, you want to fly at a higher altitude. Longer-term, bigger picture meetings. We have a Corp Dev meeting that's bi-weekly to talk about the competitive landscape, to talk about our strategies, to talk about potential M&A, partnerships. We have quarterly business reviews, that over the years, we instituted this about four and a half years ago. Changed the way we run the company. Changed the way I run the company in terms of all of our key products and our key business lines using a template, a roughly six-page template, no coincidence there, to help the executive team understand the performance of the business, the quarter that just was, the quarter that will be, and a 12-month look-ahead and key variances to what's happening. Incredibly valuable, can't recommend that enough. And then objectives and key results. You should all have OKRs. Your manager should be working with you on your OKRs on a quarterly basis. So we, again, these are examples. You may develop your own, your own cadence, your own practices. Whatever works for you, but these have become best practices for us at the executive level.
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