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Only 1 month in so still trying to figure it out, but having a task list with the following has been extremely helpful for me thus far: 1. item 2. description 3. notes 4. hyperlinks 5. next follow up dates 6. next follow up step

You're a catalyst, and should act like one; spread yourself broadly, always ask where you can be adding value, and don't get too bogged down in the operational weeds!

It's a myth that you can read your CEO's mind. (If you really can read minds... let's talk.) But you can learn the right questions to ask your CEO regularly that get you pretty damn close.

If you're doing the same thing for more than 2-4 weeks, this is probably a signal that a function is understaffed and you're caught in a sustaining role.

Listen first, and ask a lot of questions!

Always add value.

During rush hour, approach empty NYC subway cars with caution!

Approach this role with no ego, great things start from there!

Kick off any COS role with a "listening tour". In addition to getting to know the leader, get to know the team as quickly as possible. Getting caught up on the various nuances and quirks of an organization will help you craft your plan!

Just keep swimming - some days are better than others, but keep the big picture in mind. I bet you're doing some pretty incredible things day-to-day when you step back for a second! Keep going.

Don't you hate it when you ask someone for something and never hear back? How about when you realize a week later that you never heard back from them (AND you forgot to follow up with them)? To combat this from happening, I keep a "Waiting List" in addition to my "To-Do List." I work with a ton of cross-functional leaders around the globe, and so I am constantly waiting to hear back on their responses via email and Slack. So what do I do? Once something I am working on is in someone else's hands, I add that item to my Waiting List. Every morning before I get my day started, I refer back to the Waiting List to see what items I need to follow up on that day. The To-Do List/Waiting List combination provides me with the security of knowing what I need to do and what I need others to do for me.

Talk to everyone at your company! No, seriously, everyone. Whether you are just starting out or whether you are 6-12 months in, you should try and carve out at least 30 mins of time with as many people as possible. Ask what they do, listen to how they contribute to the business, and ask a few pointed questions, like "what is the company strategy", "what is the company culture", "where are the headwinds", "who are the inspirational leaders", etc. There is no better way to paint a holistic picture of an organization than by talking to the sum of its parts. Once you have that picture, go to work with your C-Suite team on ways to highlight and foster the good, and systematically course correct the bad.

Make your company values explicit via canonized principles. Weave those principles into EVERYTHING you do to create a shared framework for how decisions are made based on what you collectively value. Principles alignment can and should be attached to performance reviews, OKR planning, product roadmapping and more. You are what you do, not what you say.

Varies a lot depending on the company, context and scope of the role. In my case, the team seems to benefit from me swinging between being paranoid/critical about our performance and being grateful and reassuring about our future outlook.

Step 1: Find ways to make your boss's life easier (e.g., management reports, calendar audits, performance dashboards) Step 2: Once the format is locked, automate them! This frees up time to focus on the next big idea

Don't be afraid to speak up with your observations and propose changes / adjustments to your company's strategy or the CEO's tactics, especially early in your tenure.

Be crystal clear on your focus (Principal, Leadership Team, Organization) and get yourself OKRs that will drive your focus and impact :)

Learn how to shuck oysters. 1) It'll provide perspective on what it means to get your hands dirty. 2) Oysters are delicious.

You're a leader of leaders. Trust is everything - with your executive partner and with the broader organization.

Active listening is probably the most underrated yet universally useful concepts I've come across over the years.

Every minute you spend communicating context up, down, and across the organization is a minute well spent!

You need to be proactive and find the missing gaps between leadership team and rest of the team

Spend time with your CEO outside of the work relationship to build a deeper level of trust!

Nothing is more important than trust: others' trust in you and your own trust in yourself.

Always have a Learning Mindset and be ready to make things happen at a moment's notice.

None yet, as I'm just getting started. But I hope to have some to share soon!

Get really, really good at writing — Hemingway will become your best friend.

Speak up, give your opinion, and become a sounding board for your CEO.

Be a good listener, make everyone feel comfortable and accountable

Prioritize projects like a portfolio focused on impact and return.

Be as transparent as possible and ruthless in prioritization.

Learn by/while doing and always leave time for yourself.

Build key relationships throughout the organization.

Be curious, open minded, and people loving!

Always think five steps ahead.

Think a step ahead

Build trust.