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From YouTube: Michael Preuss CEO Shadow Takeaways
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A
It's
january
27th
2021
and
I
just
finished
two
weeks
of
the
ceo
shadow
program
that
was
january
11th
to
january
22nd,
and
I
wanted
to
share
some
takeaways
mainly
to
my
team,
but
also
to
anyone
who's
interested.
A
A
Oh,
we've
got
a
lot
of
stuff
to
get
through
I'll
pick
up
another
thing
at
another
point
and,
of
course,
all
meeting
participants
collaborating
on
keeping
notes
in
real
time
is
just
such
a
good
artifact
to
go
back
to
kind
of
an
obvious
one.
That's
in
our
handbook.
We
all
live
and
breathe
this,
but
it's
just
one
of
the
things
that,
as
I
went
from
meeting
to
meeting
it
really
was
a
consistent
thing.
A
I
was
fortunate
enough.
My
first
week
was
during
the
e-group
off-site
so
fly
on
the
wall
in
some
very
fun
activities,
and
you
know
important
topic
matter
for
the
business
and
one
of
the
things
that
I
realized
after
some
time.
Thinking
about
like
why
that
experience
was
so
awesome
to
observe
is
the
executive
team?
Is
you
know,
they're
in
their
positions?
A
For
a
reason,
they've
done
this
for
a
while
they've
had
success,
they've
learned,
you
know
I'm
going
to
assume
they've
probably
done
some
things,
the
wrong
way,
learn
from
them
if
they're
anything
like
my
career
and
they're.
Now,
at
a
point
of
experience,
where
the
level
they're
at
they're,
on
par
with
their
peers
on
the
executive
team,
so
getting
to
watch
this
group
of
people
with
that
experience,
work
together
was
awesome.
A
So
what
I
think
we
can
do
on
our
team
is
obviously
it's
the
only
thing
that
gets
you
10
years.
Experience
is
10
years,
but
that's
not
going
to
stop
us
from
you
know,
assuming
positive
intent,
trusting
one
another
making
decisions
quickly,
making
sure
they're
small
committing
to
things
delivering
shipping
and
then
reassessing.
A
A
The
amount
of
information
that
sid
covers
with
his
direct
reports
in
one-on-ones
is
amazing
and
obviously
that's
due
to
the
relationship
it's
from
both
sides,
one.
You
know
the
direct
report
being
prepared
having
the
one-on-one
doc
in
a
good
state
and
then
sid
also
just
being
actively
engaged
in
and
invested
in
the
success
of
his
people.
A
So
for
us
on
the
digital
experience
team,
I
think
everybody
knows.
I
love
our
one-on-ones
they're
really
important
to
me.
I
prioritize
them
and
I
also
see
opportunities
for
us
to
really
amp
that
up
and
put
a
little
bit
more
priority
behind
them
and
use
them
as
a
time
to
both
understand
how
we're
doing
as
people
and
also
really
focus
on
you
know
this.
How
can
we
spend
this
30
minutes
to
really
drive
forward
and
move
the
needle?
A
A
little
bit
point
four,
I'm
never
going
to
complain
about
the
amount
of
conscious
contact
shifting.
I
have
to
do
the
amount
of
contact
shifting
sid
does
in
a
day
from
between,
like
eight
and
six
pm
will
make
your
head
spin.
I've
never
felt
more
tired,
yet
felt
like
I've
done
nothing
at
the
same
time,
just
when
you're
in
the
in
the
meetings
with
sid,
you
know
you're,
never
one
side
of
the
conversation
you're
always
tracking
between
both.
A
So
it
is
actually
a
massive
cognitive
load
but
yeah
compared
to
sid's
day.
Yes,
I
do
have
to
contact
shift
and
no
I'm
not
going
to
complain
about
it
anymore,
because
it's
not
even
close
on
set
again,
I
just
gotta
say
I
observed
him
to
be
incredibly
generous
with
his
time
whether
it
was
for
git
lab
matters.
A
Other
engagements
you
know
leadership
opportunities,
mentorship
opportunities.
He
was
always
present,
always
incredibly
engaged,
no
matter
who
he
was
talking
to,
and
it
was
great
to
see
a
leader
so
interested
in
other
people's
success.
I
think
you
know
that's
probably
a
large
reason
why
gitlab's
been
successful
is
you
know
people
want
to
help
good
people
and
if
you
care
other
people
care
some
of
my
other
favorite
moments
of
the
ceo
shadow.
A
Were
I
don't
know
a
term
came
into
my
head
digital
limbo,
so
I
was
in
digital
limbo
with
sid
in
those
you
know
three
to
two
minutes
before
a
meeting
you
know,
since
we
do
speedy
meetings.
You
know
the
meeting
hadn't
started.
A
One
had
just
ended
and
you're
just
kind
of
in
this
non-state,
but
it
was
a
nice
moment
to
check
in
you
know,
share
some
brief
thoughts
or
even
just
simply
ask
how
each
other
was
doing
or
what
they
thought
of
that
last
experience
as
a
really
special,
some
special
moments
and
again
yeah,
I
just
want
to
you
know,
reiterate,
never
felt
so
tired
after
two
weeks,
never
really
felt
like.
I
did
anything.
Of
course
I
did
some,
mrs
some
co
shadow
improvements
to
the
handbook.
All
of
that
stuff.
A
That's
you
know
we
do
day
to
day
at
kit
lab,
but
tracking
those
sides
of
the
conversation,
also
not
being
in
your
regular
schedule.
It
was.
It
was
good
to
disrupt
and
allow
yourself
to
remember
that
you
can
get
too
comfortable
and
to
introduce
change
and
be
be
comfortable
in
that
discomfort,
because
that's
usually
when
a
lot
of
growth
is
gonna
happen,
so
that
was
that
was
a
meaningful
takeaway.
A
Having
the
ceo
shadow
partners
is
amazing
not
only
getting
to
learn
the
ropes
from
someone
like
it's
there's.
No
someone
say
it's
a
learning
curve,
but
you
kind
of
just
start
and
it's
time
to
go
and
you
want
to.
You
want
to
be
a
valuable
contributor.
A
So
having
someone
to
help
guide
you
into
that
was
awesome,
and
also
just
getting
to
know.
Somebody
that
you
don't
typically
work
with
was
a
really
cool
opportunity.
You
know
for
me
both
tanya
and
tracy
are
going
to
have
special
relationships
with
both
of
you
just
because
of
the
connections
that
we
formed
over
that
week,
see
here,
0.9,
there's
value
in
all
of
us
trying
to
disrupt
ourselves,
so
our
iterate
value
and
our
results
value
in
my
opinion,
are
git
lab's
secret
sauce.
It's
what's
led
to
our
hyper
growth.
A
A
I
understand
where
he's
coming
from.
You
know
we
can
do
a
lot
with
lean
teams
as
small
as
one
to
two
people
and
it's
in
line
with
what
has
brought
git
labs,
so
much
success
to
date.
So
for
our
digital
experience
team
you
know,
we've
got
a
lot
to
do.
I
would
just
say
we
can.
We
can
be
happy
being
scrappy
being
it's
not
supposed
to
rhyme,
it's
embarrassing,
but
we
can
look
for
a
partner
or
look
for
an
opportunity
on
our
own
scope.
It
small
and
just
do
it.
A
We
don't
have
to
ask
for
permission
if
we
think
it's
better,
it's
probably
better,
and
if
it's
not
it's
small
enough
that
we
can
understand
the
kernel
of
the
idea
or
the
opportunity
and
then
collectively
you
know,
between
with
another
person
or
to
move
it
forward
to
where
it
needs
to
be.
So,
let's,
let's
keep
that
hunger,
that
entrepreneurial
spirit,
that
startup
kind
of
approach
and
finally
10,
I
much
better
understand
the
slant
towards
async,
I'd,
always
kind
of
associate
it
with
our
results.