What is the actual job of a CEO?

Rather than treating leadership as a vague mix of hustle and charisma, Peter and Jon compare two competing frameworks that both come from highly successful operators. Peter argues the CEO’s job is to set the vision, build the team, and make sure the company never runs out of cash. Jon reframes the role as raising standards, increasing focus, and increasing pace.

Truth is, there’s no “better” framework. It’s more so about uncovering the deeper principles beneath both models and adapting it to your organization’s current needs.

The alternative framework is more operational and cultural.

Raising standards means teaching teams what excellence looks like, not just demanding it. Increasing pace is less about arbitrary deadlines and more about shortening the OODA loop (observe, orient, decide, act) so organizations can iterate faster on marketing channels, hiring strategies, or product features.

The frameworks aren't contradictory. They're complementary.

One addresses what to build; the other addresses how to build it. Together, they reveal that leadership isn't about answering emails or attending meetings. It's about the handful of things that won't happen without deliberate intervention: maintaining focus, enforcing standards, controlling speed, setting direction, building teams, and managing resources.

Everything else is noise.

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