Own the strategic roadmap. What I mean by this is find out exactly what you're supposed to do. In other words, think in terms of where the resources going, maybe older projects, make sure they're canceled. Make sure the resources are all dedicated towards the one area. The famous example when Steve Jobs came back to Apple and he said, we're only going to build four products, nothing else really important job. Sometimes that's the most important thing that a company that the CEO has to do, just make sure everyone is working on the right things. The second thing is to be a coach, a mentor, a cheerleader. This idea in that as a founder of a company that you have this ability to influence people in the way that other people don't. Again, maybe you need to learn new skills, but you need to become a bit more softer and a bit less kind of a bit, a bit less hard on people. Ultimately, that doesn't scale. So the second thing that the CEO has to work on the leveling of processes to be a coach, a mentor or a cheerleader. Number three talking to investors partners and the press, there is this idea that again, when investors partners in the press want to talk to a company, the CEO is the person they want to talk to. That's why Reed Hastings has to talk. That's why Drew Houston has to talk. That's why these are the CEO. This is the person that they want to talk to. The person who best represents the company and it's the person who you should allow time. You're scheduled to be that person to talk to investors, partners and the press. One of the great things that scaling is that you can hire some really brilliant people. You can hire some people who can, but what you have to do then is let them alone to do their job. If you have a head of product, if you start constantly because you formerly were responsible for product, if you don't let that person alone, then that person is going to become irritated. What you need to do in many cases is keep people away from them, Johnny, Ivan Apple, let him design the product. Meanwhile, Steve looks after the money, looks after the investors, looks after the launch, think while Johnny is working on the details of exactly where the screws are. So if you want to attract and even retain talented people, even more difficulty than attracting them, that's something you have to do. You have to leave people alone to do their jobs. Be the chief psychologist, to the talented team, be the person who become very happy about the team you've built, retain them rather than being a dictator. There is always the tendency as a founder. Founders are a type of person always who wants to be a dictator, always the people who think they know best and that can be healthy. However, beyond a certain level, you can't do everything and you have to stop being the dictator. If you're a man of the people, which is a phrase that is often used, this kind of person who moves easily among employees who doesn't necessarily dresses informally, maybe eats informally, doesn't make people feel uncomfortable around them. That is actually a very interesting persona. However, you get other founders who are a different persona, much more of a, much more uncomfortable, maybe more introverted, not necessarily making other people comfortable around them. An example is given of Bob Nardelli who went from GE, which is a very top down culture to Home Depot, which is the very bottom up. One of the things is that there's no right or wrong way to do this, but what is right or wrong is to be the wrong way. In other words, if you are a man of the people or if you're not a man of people to try and behave like you are, everyone spots a faker and it just makes people feel uncomfortable. So it's, so even when you're scaling up, it's not necessary to keep the same behavior you had before. Decide or ask people, get advice on what kind of person you are and if you are a man of the people, then that's quite okay to continue what you're doing. But if you're not, that's okay as well. Sometimes the best thing for these founders to be is outside the office and let the people alone to do their job. [MUSIC].