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From YouTube: CEO Shadow Takeaways & My Suggestion
Description
Curing the CEO Shadow program here are; 2 key takeaways, 1 suggestion, and 1 immediate implementation
A
A
So
the
first
takeaway
that
I
have
was
something
that
I
think
was
a
bit
unconscious.
It
seemed
unconscious.
No
one's
stated
this,
but
in
my
observations
that
leadership
had
a
really
interesting
formula
on
how
they
make
decisions,
and
it
was
pretty
consistent
without
stating
it
across
all
the
different
individuals
so
anytime
that
our
leaders
came
to
a
conversation
needing
to
put
a
process
in
place
or
make
a
change
or
make
a
big
decision.
A
There
were
two
components
that
were
always
discussed.
One
was:
why
are
we
doing
this
and
the
second
was:
what
are
we
going
to
measure
and
that
might
seem
pretty
obvious
that
those
are
two
things
you
would
consider,
but
what
was
most
interesting
about
observing
these
conversations,
two
weeks
in
a
row
with
leadership
and
just
hearing
about
them
because
of
our
transparency
throughout
the
org
before
being
in
the
program.
A
It
was
really
cool
and
insightful
to
see
all
of
our
leadership
working
with
these
two
themes
or
ideas
in
mind
without
actually
kind
of
having
this
like
formula
written
down.
It
was,
it
was
really
fascinating
and
then
the
second
big
takeaway
that
I
had
was
learning
what
iteration
truly
means
at
gitlab
and
then
also
learning.
It
is
the
key
value
to
our
success
as
a
company
and
as
individuals
and
as
small
teams
iteration.
What
I
thought
it
meant
was
change
right,
just
change
things:
iterate
do
things
differently.
A
What
it
really
means
is
making
small
changes
towards
one
large
goal
or
large
improvement,
and
so
every
single
call
that
we
got
on
when
applicable,
sid
was
always
asking.
Can
we
do
something?
Smaller?
Can
we
break
that
down?
Can
we
scale
it
back
and
it
wasn't
scaled
back
the
project
and
it
wasn't
make
the
goal
smaller?
A
It
also
helped
when
cross
departments
were
collaborating
on
projects
right
where
communicating.
What
needed
to
be
done
might
be
slightly
different,
because
you're
bringing
multiple
skill
sets
together,
and
so,
when
you
break
it
down
into
smaller
things
that
need
to
happen,
everybody
was
more
understanding
of
the
process
and
of
the
project
and
of
the
task
at
hand,
rather
than
getting
multiple
initiatives
done
at
one
time.
That
could
be
a
bit
more
confusing
when
you
bring
different
skill
sets
together.
A
So
iteration
is
key
and
it's
small
changes
throughout
one
large
project,
a
suggestion
that
I
have,
if
you
are
considering
going
into
the
ceo
shadow
program,
really
define
why
you're
doing
it.
I
took
a
lot
of
time
a
couple
weeks
leading
up
to
even
before
putting
in
my
request
to
do
this
and
why
I
wanted
to
go
into
the
program.
A
A
A
But
the
one
thing
that
stood
out
to
me
significantly
that
I
fundamentally
just
agree
with
is:
I
can
improve
in
my
one-on-ones
in
any
discussion
that
I'm
having
with
my
teammates
around
how
we
talk
about
the
vision
of
gitlab
and
how
that
individual
or
that
group
of
individuals
is
impacting
the
vision.
There
was
one
executive
who
did
a
really
good
job,
identifying
contributions
that
have
been
made
by
teams
and
employees
that
were
helping
to
create
an
end
goal.
A
That
was
very
significant,
and
this
individual
does
a
really
good
job,
recognizing
that
and
acknowledging
hey.
These
contributions
impacted
this,
which
is
going
to
result
in
get
lab,
accomplishing,
and
I
think,
no
matter
how
big
or
small
these
contributions
are
when
we're
able
to
tie
it
back
to
the
vision
of
a
large
company
and
that
these
contribute
contributions
are
supporting
that
as
individuals.
A
That's
what
helps
retention!
It's!
What
helps
motivate
the
folks
to
keep
going
and
keep
doing
more
and
keep
challenging
themselves,
and
I
think
we
can
get
really
lost
in
our
projects
and
our
tasks
and
our
metrics
and
forget
that
all
of
those
things
that
we're
tracking
on
a
daily
basis
and
reviewing
and
the
just
the
actions
that
we
go
through,
do
help
to
support
a
vision
that
we
all
have
and
end
goals
that
we
all
have
as
a
company
and
as
an
organization
of
we're
all
teammates.
A
A
But
overall
iteration
is
key
results
matter
and
the.
Why
really
matters
but
make
sure
what
you're
measuring
is
how
you
decide
to
keep
going
on
something
that
make
sure
the
impact
there
is
and
the
progress
is
there.
So
thank
you
to
everybody,
sheri
was
a
huge
help
said
was
a
huge
help.
Brian
o'nell,
thank
you
for
approving
me
going
into
this
program
all
of
the
executives
that
opened
up
their
calendar
for
me
to
be
on
your
meetings.