Adriane Schwager on LinkedIn: Steal the classic AIDA framework: 1: Measure Attention: thumb stop rate ↳… (2024)

Jensen Huang on how to be great."I hope suffering happens to you"

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My biggest mistake as a first time Founder/CEO?Not firing fast enough.It will gut your business if you don't learn to do it.Don't repeat the mistakes I made 👇1. Keep your ego outI'm an "expert" in recruitment. It's what I do for my clients with global talent.When I made the wrong senior hire, it was very hard for me to accept.Ego puts blinders. And if you can't see the problem, you can't fix it.2. Evaluate the first 90 daysThe first quarter after a new hire is crucial. We have a 30-60-90 plan that we use to review performance.It's clear at about day 60 whether a person is right for a role.By day 90, you might have to take a tough call.It seems fast, but..3. People's zones of genius are differentYou want someone right in their zone of genius. Not floating in a related role that is kind of working.My senior hires should get energy from the work and be demonstrably good from the start.No one outside their zone is ever a fit.4. There are no wrong people. Only wrong roles.Especially for qualified senior people.These are talented, proven individuals. And there IS a role they would be great at.It's just not necessarily the one they have now.Don't discard people wholesale. Come to an agreement.5. By mutual understanding it's possible to find them in the right role.It needs to be what you need them to do AND what they want to do.If you put your people first and put them in positions that you both agree on, you'll have a superstar org.But sometimes, this won't work...6. Because levels matterWe've had very experienced corporate pros come to lead departments at GrowthAssistant.And they've utterly flailed.Not because they weren't capable. But the level they operate at was wrong.We need in-the-weeds operators. Organized. Focused.Every org and every role will need a different level of zoom.Make sure you are evaluating for it.7. The conversationLetting people go shouldn't be a sudden split.Take your time. Explore the issue. See if it's solvable.But if not, rip the band-aid off. Be honest about their performance and what you expected.It hurts, but it's a long-term favor to everyone involved.Be honest. But be kind.

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Here's a day in the life of Brunello Cucinelli.The man behind the multi-billion dollar quiet luxury sensation.Sprint, rest, focus. And allocate time for distraction.

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David Ogilvy on Advertising "If you find an ad that works, keep repeating it until it stops selling. And 7 more lessons from the father of advertising

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Elon Musk's algorithm for building great products.Lessons he learned from production hell in Tesla, disasters at SpaceX and more. From his biography by Walter Isaacson

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Casper was founded in 2014. They were among the first in the DTC game.Great start. VC raise. Millions in sales. Celebs like Rihanna raving about their mattresses.Then they ran into a fundamental issue: others were seeing what Casper's founders saw. Competitors flooded the market.The net 7 years were a business epic of competition, growth, fundraising and more. At the end, Casper sold to PE at a discount to its peal valuation. But the lessons from their experience endure:Philip Krim was the CEO for the whole journey. He is sitting with Jesse next week to share their story:The lessons from a hyper-competitive growth cycle, fundamentals of brand marketing and product, and how they saw a huge opportunity early in the e-comm days. You can be a fly on the wall. Signup below to hear the best DTC webinar of the year. Link in comments

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AirBnB lost 70% of their business overnight due to Covid.Everyone thought they would die.But Brian Chesky executed an epic turnaround.They did $10B in revenue last year. And Brian became one of the most celebrated CEOs of all time.Here's how he did it 🧵1. Sweat the small stuffAlmost singularly among modern leaders, Brian stresses the value of being in the details.He was always a hands-on leader, but he became super in-the-weeds during the crisis.Product, marketing, management, everything.And the results speak volumes..He cut 90% of their projects, changed the org chart, and took them back to a startup building for a shared mission. Brian's focus saved them from what looked like certain death.2. OrganizationAirBnB is huge. But they still run it like a startup.This was one of the changes they made during Covid.Brian consolidated teams by function.EVERY leader is an expert.Design Head manages design first, people second.Same with mktg, engineering, etc.3. Rolling two-year roadmapsAirBnB doesn't do quarterly or annual plans.They do a single two-year plan. And it's a focused, product strategy plan.They launch products every May and every November, and every six months the plan is rolled forward.How does this help?At any point in time, everyone knows the vision for where things should be in the next 24 months.And everything is developed with that vision in mind.It's a phenomenal tool to maintain alignment and urgency.4. Focus on story"Whenever we do a launch, we start thinking about what the story is. And the story dictates what the product looks like."In an ocean of consumer offerings, spectacular stories are the only way to stand out.5. No product managersAirBnB operate a massive public company around the core product.Their future is how the product evolves.By eliminating managers, they directly tied their product to mktg and design.Made them part of the development process.6. Brian runs it his way"Way too many founders apologize for how they want to run their company. They find a midpoint between how they want to run it and how their people want to run it. That's the perfect roadmap to make everyone miserable."GrowthAssistant embeds 10/10 marketing talent from the Philippines to your team.Influencer marketing, design, data, ads, and more: we have GAs for any role you need.HubSpot, DoorDash, Calm, and hundreds of others use usYou should too

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Peter Thiel on viral marketing.And how they built PayPal into a growth juggernaut.At GrowthAssistant, we embed 10/10 global marketing talent to your team.Elite pros who take the rote tasks off your team's plate.Design, data, CX, and more: we have GAs for any role you need.Hubspot, DoorDash, and 150 others use usGet started

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The No. 1 thing that kills growing startups?Co-founders infighting.Jesse and I started GrowthAssistant 3 years ago.I partied with him at his 40th this week.Our partnership is stronger than ever.Here's how we make it work👇1. Deep TrustThe most important part of picking a co-founder isn't resources, networks, or complimentary skills (although those matter too, see #3).It's trust.I've known Jesse since middle school.We've grown up together and trust each other deeply.I saw his journey as he built and scaled Ampush.When I was trying to start a business after 14 years in corporate, there was no one else I'd have picked.2. Appreciating the quirksEveryone has quirks. Over long hours and years of work, they get under your skin.But often the quirks are offshoots of what they're great at in the first place.Jesse is VERY social. Always down for a chat. Floating in and out of my office with idea torrents.It annoyed me at first -- I'm a focused worker and my energy comes from concentration.But I've come to love it over the years. Our best breakthroughs come from those random chats, and I appreciate how his mind works.3. Domain expertiseYou want a co-founder who is truly great in their part of the business.Jesse is a growth marketing whiz.He has a superb instinct for campaigns, marketing, conversion and everything else. And he understands the needs growth marketing departments have.I've been in recruitment and HR for a decade plus.My core skill is being very good at cross-fitting talent for varying job descriptions and client needs. Especially those that aren't obvious.For GrowthAssistant, there really couldn't have been a better combo.4. AlignmentOf vision, yes.But also values.We have a shared vision for this company.But we also share our most important value:It is all about the people. For both of us.And making it awesome for everyone we touch - especially our GAs in the Philippines.5. DemarcationWe're co-founders. But I'm CEO.He has a lot of expertise and strong opinions. We often have intense discussions.But I take the call, especially on the supply side.Conversely, on marketing and growth, I'll often defer to him. That's his zone of genius, and I want both of us to benefit from the value of what he knows.6. Energy TransferWe genuinely like working with each other. And each other's company.I get energy from his enthusiasm and HUGE span of thinking.It's one of the best things about working together.And you better have it for a successful partnership.Our business GrowthAssistant embeds elite global talent in marketing roles within US companies.Data, design, influencer marketing, paid ads - anything you need.150+ clients (including Hubspot, TrueClassic, quip etc) Signup below to supercharge your team.

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