My friends Cassie and Shre are building Tripsha to help companies and communities to organize offsites and retreats. They're currently leading a Crypto Summer Camp in Puerto Rico
Also recently mentioned in the NYT.
Blurb below in case you / your company might be interested!
Tripsha makes it easy for companies and communities to organize manage company/team offsites and retreats. Tripsha makes it easier to make your offsite concept come to life and less time-consuming thanks to our purpose-built platform and a team of travel experts who can provide guidance and help to ensure your trip comes off without a hitch!
1-pager here and message Shre, the co-founder with any q's (shre@tripsha.com).
My friends Cassie and Shre are building Tripsha to help companies and communities to organize offsites and retreats. They're currently leading a Crypto Summer Camp in Puerto Rico
Also recently mentioned in the NYT.
Blurb below in case you / your company might be interested!
Tripsha makes it easy for companies and communities to organize manage company/team offsites and retreats. Tripsha makes it easier to make your offsite concept come to life and less time-consuming thanks to our purpose-built platform and a team of travel experts who can provide guidance and help to ensure your trip comes off without a hitch!
1-pager here and message Shre, the co-founder with any q's (shre@tripsha.com).
Great thread by Wes Kao on how succeeding as a generalist, detailing 11
disciplines to become a sharper operator 🔪
The 11 disciplines are here 👉
Great thread by Wes Kao on how succeeding as a generalist, detailing 11
disciplines to become a sharper operator 🔪
The 11 disciplines are here 👉
GREAT new piece by @ckeil titled: "How to find and crush a job as a startup Chief of Staff" 🙌
On doing the role well:
What other takeaways from the post did you have? What else would you add? Let us know 👉
GREAT new piece by @ckeil titled: "How to find and crush a job as a startup Chief of Staff" 🙌
On doing the role well:
What other takeaways from the post did you have? What else would you add? Let us know 👉
A really great onboarding overview by Regina Gerbeuax, who is CoS to Matt
Mochary (who spoke at the CoS Summit).
"If I had to break it down into several steps, I'd say criteria for success
looks something like this:
• Days 1-30: Become an extension of the way your CEO thinks
• Days 31-60: Become an extension of the way your CEO behaves
• Days 61-90: Become an extension of the way your CEO makes decisions "
How to onboard yourself in 5 steps:
1. Ask any and all questions.
2. Watch how they write.
3. See if you can start predicting the way they'll respond to questions,
comments, and concerns.
4. Document processes as you learn them.
5. Understand what fear, anger, or sadness look like in your CEO.
<https://mocharymethod.notion.site/Chief-of-Staff-How-to-onboard-yourself-
in-30-days-21e2cc3acfbf47d39f99d6ce902d3054>
A really great onboarding overview by Regina Gerbeuax, who is CoS to Matt
Mochary (who spoke at the CoS Summit).
"If I had to break it down into several steps, I'd say criteria for success
looks something like this:
• Days 1-30: Become an extension of the way your CEO thinks
• Days 31-60: Become an extension of the way your CEO behaves
• Days 61-90: Become an extension of the way your CEO makes decisions "
How to onboard yourself in 5 steps:
1. Ask any and all questions.
2. Watch how they write.
3. See if you can start predicting the way they'll respond to questions,
comments, and concerns.
4. Document processes as you learn them.
5. Understand what fear, anger, or sadness look like in your CEO.
<https://mocharymethod.notion.site/Chief-of-Staff-How-to-onboard-yourself-
in-30-days-21e2cc3acfbf47d39f99d6ce902d3054>
Hi! I recently had a conversation with our COO where she explained to me that
when she was a CoS for her CPO (Product) she had very little face time with
her Principal, that they rarely spoke to each other, she did her work by
fulfilling tasks brought to her by his team, that there were no direct
meetings with the Principal and that CoS is an extremely subservient role and
to expect a similar experience for me as CoS to our CEO. This is the first
I’ve heard of a CoS described in this way and I’m wondering if this is
typical? Thank you for any input you can provide.
Hi! I recently had a conversation with our COO where she explained to me that
when she was a CoS for her CPO (Product) she had very little face time with
her Principal, that they rarely spoke to each other, she did her work by
fulfilling tasks brought to her by his team, that there were no direct
meetings with the Principal and that CoS is an extremely subservient role and
to expect a similar experience for me as CoS to our CEO. This is the first
I’ve heard of a CoS described in this way and I’m wondering if this is
typical? Thank you for any input you can provide.
🥁 5 summaries and videos from the Chief of Staff are available now for you 🥁
1. Building the Executive Office 3.0
2. Uncovering Your Creative Potential with First Principles Thinking
3. Scaling Up! How to Expand Your Chief of Staff Role
🥁 5 summaries and videos from the Chief of Staff are available now for you 🥁
1. Building the Executive Office 3.0
2. Uncovering Your Creative Potential with First Principles Thinking
3. Scaling Up! How to Expand Your Chief of Staff Role
The 6 Steps To Being A Successful Chief Of Staff by Avery Blank in Forbes [Link]
What would be #7 to you? Let us know! 👉
The 6 Steps To Being A Successful Chief Of Staff by Avery Blank in Forbes [Link]
What would be #7 to you? Let us know! 👉
Hi all,
Curious to hear who has an EA within their company and what the scope of
his/her role is vs. CoS? E.g. is the EA role more secretary related or does
he/she also take over some of the responsbilities of the Cos?
Hi all,
Curious to hear who has an EA within their company and what the scope of
his/her role is vs. CoS? E.g. is the EA role more secretary related or does
he/she also take over some of the responsbilities of the Cos?
Has anyone done any recent thinking / have any great resources on setting up effective (management) reporting into the CEO?
We’re growing like crazy and finding CEO isn’t getting enough information from certain areas of the business – so trying to create a framework for managers + c-suite to report key metrics and insights upwards
Has anyone done any recent thinking / have any great resources on setting up effective (management) reporting into the CEO?
We’re growing like crazy and finding CEO isn’t getting enough information from certain areas of the business – so trying to create a framework for managers + c-suite to report key metrics and insights upwards
Question! My key focus for 2022 is building relationships with our leadership team (broadly defined, about 30 people), and I am looking for some structure or framework to guide those discussions until they become more regular and at ease. I am an introvert by nature, but can push myself (I was an elected official for many years!). I am in a new-to-me industry, so I tend to be shy in the unknown territory. My biggest objective for these meetings is to expand my principal’s reach, and equally importantly, ensure goal alignment and progression across the org. I dont want the conversations to start out transactional and focused just on the goals specific to their areas.
Any suggestions or frameworks for these 1:1s would be greatly appreciated. The cadence will vary across the team - some weekly, some bi-weekly, some monthly, some bi-monthly, some quarterly. Dependent on role/influence to corporate objectives. Thanks for listening/reading/suggesting!
Question! My key focus for 2022 is building relationships with our leadership team (broadly defined, about 30 people), and I am looking for some structure or framework to guide those discussions until they become more regular and at ease. I am an introvert by nature, but can push myself (I was an elected official for many years!). I am in a new-to-me industry, so I tend to be shy in the unknown territory. My biggest objective for these meetings is to expand my principal’s reach, and equally importantly, ensure goal alignment and progression across the org. I dont want the conversations to start out transactional and focused just on the goals specific to their areas.
Any suggestions or frameworks for these 1:1s would be greatly appreciated. The cadence will vary across the team - some weekly, some bi-weekly, some monthly, some bi-monthly, some quarterly. Dependent on role/influence to corporate objectives. Thanks for listening/reading/suggesting!
A few asks for you all 😍
I’m recruiting a (1) CoS for our CTO, (2) People Culture Associate to
report to me (company CoS), and wondering if anyone has any of the following
to help guide me:
1. Your CoS job description that wildly attracted you to your role / one
that you thought was amazing
2. People Culture job description for an associate or manager
3. Recruiting process and/or interview questions for either roles that
you love
A few asks for you all 😍
I’m recruiting a (1) CoS for our CTO, (2) People Culture Associate to
report to me (company CoS), and wondering if anyone has any of the following
to help guide me:
1. Your CoS job description that wildly attracted you to your role / one
that you thought was amazing
2. People Culture job description for an associate or manager
3. Recruiting process and/or interview questions for either roles that
you love
Review Self Assessment time! I’m stuck with how to respond to “What two
professional development goals do I want to accomplish in 2022?”
As a background: I’ve been with the company (tech startup 130 employees)
5 years and was promoted 1 year ago from a SR. EA to COS (no backfill no plans
to backfill) I’m supporting a team of 7 ELO members so I do a LOT. I’m
learning the ropes as I grow into the role (some changes include more
involvement with our Board, owning agenda, decks for our weekly ELO/leadership
meetings QBRs as well as being a more active participant, project management
with cross functional teams for weekly sprints related to our rally cry,
defining objectives, etc).
My Ask: With everything on my plate my honest response would be that I
want to grow into the role where I feel more comfortable and hit my stride so
that I can excel in it. How do I phrase this as a positive without committing
myself to taking on more work/responsibility/training/classes/etc?
Review Self Assessment time! I’m stuck with how to respond to “What two
professional development goals do I want to accomplish in 2022?”
As a background: I’ve been with the company (tech startup 130 employees)
5 years and was promoted 1 year ago from a SR. EA to COS (no backfill no plans
to backfill) I’m supporting a team of 7 ELO members so I do a LOT. I’m
learning the ropes as I grow into the role (some changes include more
involvement with our Board, owning agenda, decks for our weekly ELO/leadership
meetings QBRs as well as being a more active participant, project management
with cross functional teams for weekly sprints related to our rally cry,
defining objectives, etc).
My Ask: With everything on my plate my honest response would be that I
want to grow into the role where I feel more comfortable and hit my stride so
that I can excel in it. How do I phrase this as a positive without committing
myself to taking on more work/responsibility/training/classes/etc?
Hi All -
Does anyone have thoughts on alternative titles to Chief of Staff? My
organization (Series A), is considering moving away from "Chief" titles to
"Head" titles inspired by this article - <https://blog.outschool.com/remixing-
titles/>. However, "Head of Staff" does not sound great nor is it
representative of a true CoS. I'd love any thoughts or ideas anyone may have!
Hi All -
Does anyone have thoughts on alternative titles to Chief of Staff? My
organization (Series A), is considering moving away from "Chief" titles to
"Head" titles inspired by this article - <https://blog.outschool.com/remixing-
titles/>. However, "Head of Staff" does not sound great nor is it
representative of a true CoS. I'd love any thoughts or ideas anyone may have!
Support Roles
We’re looking to hire essentially a “mini” Chief of Staff for each department
in our company.
We’ve stated that as a company, we’ll only have one CoS.
This role will do more than an EA and will support the whole department as
well as the executive. They’ll work on projects that need attention,
coordinating team events, scheduling for the exec etc..
My question is, what have you all seen this role titled as?
Here are some ideas we’ve come up with:
Idea #1. W/Career Progression Titles:
• Executive Assistant
• Executive Business Partner
• Sr Executive Business Partner
Idea #2. W/Career Progression Titles:
• Administrative Business Partner
• Business Support Manager
• Sr Business Support Manager
Thanks for your feedback!
Support Roles
We’re looking to hire essentially a “mini” Chief of Staff for each department
in our company.
We’ve stated that as a company, we’ll only have one CoS.
This role will do more than an EA and will support the whole department as
well as the executive. They’ll work on projects that need attention,
coordinating team events, scheduling for the exec etc..
My question is, what have you all seen this role titled as?
Here are some ideas we’ve come up with:
Idea #1. W/Career Progression Titles:
• Executive Assistant
• Executive Business Partner
• Sr Executive Business Partner
Idea #2. W/Career Progression Titles:
• Administrative Business Partner
• Business Support Manager
• Sr Business Support Manager
Thanks for your feedback!
have any of you guys put together a company wide strategy presentation -
getting to a 5, 10 yr roadmap that can be socialized with the company and to
get buy in from C suite? If so, any materials, or templates, structure that
you could share would be helpful. Thanks
have any of you guys put together a company wide strategy presentation -
getting to a 5, 10 yr roadmap that can be socialized with the company and to
get buy in from C suite? If so, any materials, or templates, structure that
you could share would be helpful. Thanks
Does anyone have recommendations on a format for investor updates? We're just
looking to revise ours currently.
Does anyone have recommendations on a format for investor updates? We're just
looking to revise ours currently.
What was an awesome All Hands you have done in the past 6 months? What was it?
Why was it aesome?
What was an awesome All Hands you have done in the past 6 months? What was it?
Why was it aesome?
Hi All. It’s week 1 for me in the group and really looking forward to it.
I’ve been tasked to write a strategy paper and I wanted to check if there was
a resource to go to or a templates to share.
Hi All. It’s week 1 for me in the group and really looking forward to it.
I’ve been tasked to write a strategy paper and I wanted to check if there was
a resource to go to or a templates to share.
Hey all - does anyone have some examples of performance goals you've seen for
a chief of staff? Thanks!
Hey all - does anyone have some examples of performance goals you've seen for
a chief of staff? Thanks!
Y’ALL can we talk about organizing slack channels? I recently put together a
comms guidelines document that’s been super well received but I’m feeling
paralyzed on making changes to our slack channel structure. generally, i know
we need to standardize our prefixes make our channels more specific b/c there
is info flying all over the place. Any best practices out there on a channel
audit or setup? Below was my first stab that didn’t get too much feedback from
the team….
Thanks in advance for the help!
Channel Clean Up
We have too many channels not enough channels depending on who you’re asking.
Either stems from a lack of purpose in the existing channels today.
• How do we generally want to organize our channels as a baseline?
• Channels dedicated for team members (daily grind/team comms)
◦ Pre-fix: #team _department
• “Catch All” General channels for each team
◦ How do we define this channel to keep it specific to the department but
general enough?
▪︎ General updates, announcements, questions from the ## department?
◦ Pre-fix: #general_department
• Specific channels
◦ Example: By existing potential product
▪︎ anything related to it like data, suggestions, user feedback, performance,
legal implications
◦ issue is:_ when do these get created? is it feature or product based? _
▪︎ What do we miss doing it this way? ex what specific channels get lost in
the noise?
◦ Other ideas besides by product? “Topic” seems too broad in scope?
◦ How when would we want supplementary channels? So we can identify prefixes
▪︎ Cross functional projects?
▪︎ Shared goals / tactics for goals ?
Y’ALL can we talk about organizing slack channels? I recently put together a
comms guidelines document that’s been super well received but I’m feeling
paralyzed on making changes to our slack channel structure. generally, i know
we need to standardize our prefixes make our channels more specific b/c there
is info flying all over the place. Any best practices out there on a channel
audit or setup? Below was my first stab that didn’t get too much feedback from
the team….
Thanks in advance for the help!
Channel Clean Up
We have too many channels not enough channels depending on who you’re asking.
Either stems from a lack of purpose in the existing channels today.
• How do we generally want to organize our channels as a baseline?
• Channels dedicated for team members (daily grind/team comms)
◦ Pre-fix: #team _department
• “Catch All” General channels for each team
◦ How do we define this channel to keep it specific to the department but
general enough?
▪︎ General updates, announcements, questions from the ## department?
◦ Pre-fix: #general_department
• Specific channels
◦ Example: By existing potential product
▪︎ anything related to it like data, suggestions, user feedback, performance,
legal implications
◦ issue is:_ when do these get created? is it feature or product based? _
▪︎ What do we miss doing it this way? ex what specific channels get lost in
the noise?
◦ Other ideas besides by product? “Topic” seems too broad in scope?
◦ How when would we want supplementary channels? So we can identify prefixes
▪︎ Cross functional projects?
▪︎ Shared goals / tactics for goals ?
Hi Friends! Does your org have a framework for which decisions get elevated to the CEO and what role s/he plays in them? My CEO is out of office for two weeks and I am already feeling the weight of my execs being paralyzed by not having his input on their decisions.
Hi Friends! Does your org have a framework for which decisions get elevated to the CEO and what role s/he plays in them? My CEO is out of office for two weeks and I am already feeling the weight of my execs being paralyzed by not having his input on their decisions.
Hi all. We are a fully distributed team of ~50 team members in 13+ countries. We had to cancel our IRL team retreat when Covid hit and had plans to go to Oceanside, California. We’re beginning to think about plans for a 2022 IRL retreat.
Does anyone have any location or accommodation suggestions? We’ll likely have somewhere from 60-70 team members when the time comes. We generally want to avoid anywhere that would be too difficult to get to, but we’re open to US or non-US locations.
Hi all. We are a fully distributed team of ~50 team members in 13+ countries. We had to cancel our IRL team retreat when Covid hit and had plans to go to Oceanside, California. We’re beginning to think about plans for a 2022 IRL retreat.
Does anyone have any location or accommodation suggestions? We’ll likely have somewhere from 60-70 team members when the time comes. We generally want to avoid anywhere that would be too difficult to get to, but we’re open to US or non-US locations.
Hi everyone, I am looking for some recommendations for two topics:
• cap table / stock option plan management services that cover Europe and the US, and
• company-wide benefits plans (healthcare, pension, etc.)
If anyone of you has recommendations, I would love to learn more. :slightly_smiling_face: Thank you!
Hi everyone, I am looking for some recommendations for two topics:
• cap table / stock option plan management services that cover Europe and the US, and
• company-wide benefits plans (healthcare, pension, etc.)
If anyone of you has recommendations, I would love to learn more. :slightly_smiling_face: Thank you!
hello! I’m helping our company think through how we can celebrate wins and people better, and acknowledge achievements. Curious what has worked well / not so well at your respective companies?
hello! I’m helping our company think through how we can celebrate wins and people better, and acknowledge achievements. Curious what has worked well / not so well at your respective companies?
me again! does anyone gather and share company feedback/sentiment with their C-level? I have 1o1s with a number of folks across the org and have been asking how things are going, what we could do better, etc… and sharing with the execs. Wondering if anyone else has done something similar, and what structures you’ve used?
me again! does anyone gather and share company feedback/sentiment with their C-level? I have 1o1s with a number of folks across the org and have been asking how things are going, what we could do better, etc… and sharing with the execs. Wondering if anyone else has done something similar, and what structures you’ve used?
Hi all, curious if anyone has recommendations of how their companies approach taking a stance / making a statement either internally or externally on social issues. Sometimes there is a clear reason to speak out, but I am in the process of creating a rubric and playbook that helps the company decide when to speak out, what steps to take, and best practices to consider when the answer is less obvious. Specifically, I’m interested in your experience and recommendation of how your companies consider the “threshold” to warrant a statement/stance, Put another way, what constitutes materiality. Open to all thoughts and feedback, thank you!
Hi all, curious if anyone has recommendations of how their companies approach taking a stance / making a statement either internally or externally on social issues. Sometimes there is a clear reason to speak out, but I am in the process of creating a rubric and playbook that helps the company decide when to speak out, what steps to take, and best practices to consider when the answer is less obvious. Specifically, I’m interested in your experience and recommendation of how your companies consider the “threshold” to warrant a statement/stance, Put another way, what constitutes materiality. Open to all thoughts and feedback, thank you!
hi all - does anyone have a good one-liner you use when introducing yourself on a call? like hi i’m chief of staff, and in my role I…..?
hi all - does anyone have a good one-liner you use when introducing yourself on a call? like hi i’m chief of staff, and in my role I…..?
Has anyone organized a remote way to recreate the social / “getting to know each other” vibe of an in person happy hour? For your exec leadership team that’s distributed across country
Has anyone organized a remote way to recreate the social / “getting to know each other” vibe of an in person happy hour? For your exec leadership team that’s distributed across country
Does anyone have any resources around hiring scorecards that would incorporate DEI? We're a small start-up and want to make it a priority from the beginning
Does anyone have any resources around hiring scorecards that would incorporate DEI? We're a small start-up and want to make it a priority from the beginning
hey all, any CoS's here that lead or are involved in your company's DEI efforts? I'd love to pick your brain on some topics like hiring, committee structures, managing expectations priorities, establishing metrics, etc.
hey all, any CoS's here that lead or are involved in your company's DEI efforts? I'd love to pick your brain on some topics like hiring, committee structures, managing expectations priorities, establishing metrics, etc.
Has anyone planned an exec level brainstorm on strategy and/or company okr’s?
Last minute planning something for next week with our c-suite and would value any guidance people have for frameworks we can use to ensure the time together is well-spent!
Has anyone planned an exec level brainstorm on strategy and/or company okr’s?
Last minute planning something for next week with our c-suite and would value any guidance people have for frameworks we can use to ensure the time together is well-spent!
Hello! Does anyone have a standard format or template they share with teams for OKR setting? I created a simple Google Slide but would love to see other examples :slightly_smiling_face: Thanks!
Hello! Does anyone have a standard format or template they share with teams for OKR setting? I created a simple Google Slide but would love to see other examples :slightly_smiling_face: Thanks!
hello, everyone - for recurring exec/senior leadership meetings, does anyone have a list of/some discussion topics that you and your execs/senior leaders find impactful and worthwhile to spend time on in live meetings? thanks so much!
hello, everyone - for recurring exec/senior leadership meetings, does anyone have a list of/some discussion topics that you and your execs/senior leaders find impactful and worthwhile to spend time on in live meetings? thanks so much!
My friend at Uber just posted [this article](https://coda.io/@madsjohnsen/the-friendly-feud-game|this article) (tool included) on how to facilitate fun and insightful strategic product prioritizations in a leadership team. I wish I’d had this when we did our strategic planning at the end of last year, so thought I’d share.