top of page

The Value of Having The End in Mind

"We're going to sell this thing for $1B in 2 1/2 years" He was wrong. It only took 2 years. It was more than $1B.

I was talking to the President of a tech startup.

He was responding to my question:

→ 'Where are you taking this? What's the endgame?'

He had clarity.  Credible clarity.

Credible because he was also clear on...

... what was still unclear

... what was clearly problematic

... that he needed help (of people like me)

Was his clarity responsible for the great outcome?

Obviously not. 

No one thing is responsible for a great outcome.

But his clarity gave me (and the entire org)...

... conviction, belief, and confidence

... a high-bar that excited us

... time-bound urgency

... a north star

(All which increase the likelihood of a great outcome)


🔴 🔴 🔴

Here are 3 things he didn't say

(that I hear from many CEOs):

• I just want to build an enduring company,

 with a great team, and be the best at [XYZ].

 ("First Principles First")

• Right now we're laser focused on [near term issue]

 We can't talk about the future until that gets solved.

 ("Cart before the Horse")

• Too much changes in 1 year (much less 2 or 3)

 Anyone who plans further out is wasting their time.

 ("Pragmatic Wisdom")

These perspectives may be legit,

yet I find they're most often used to avoid

committing to a clear, compelling, credible goal.

Which takes work.


🟩🟩🟩  ACTION  🟩🟩🟩

If you're a hashtag#CEO seeing...

• wavering belief across the org

• a low level of excitement

• low urgency

• swirl reason 𝘮𝘢𝘺 be the lack of a

 a clear, credible, compelling goal 

 to galvanize the entire org.


And we can talk about how to fix this.

0 views0 comments


bottom of page