While many people are chasing “PE” as the goal, they should really be focusing on becoming an elite operator.
Being an elite operator will not become passe and is unlikely to become overcrowded like Dr/Lawyers.
Operators aren’t bound, constrained or overcrowded by certification like Drs and lawyers.
An operator’s #1 goal is to grow shareholder value. But that’s a “what” not a “how. ” Many leaders can create a slide deck for value creation but that’s different than actually creating value.
An operator’s #1 job is to create a culture which gains(recruits/hires), trains, and retains “A” players and keeps the people in the organization aligned and engaged.
Very little of that has to do with credentialing and those skills will remain scarce even during the PE surge.
The service industry has become the backbone of the our economy in the way industry used to be. Service companies - PE, SMB, public owned- need operators.
And out of the wreckage of the post PE era there will be opportunities for operators.
I saw your question on X about PE executive time management:
You’re obviously a huge reader- do you leverage group or individual discussion on books or articles to develop your executive team/direct reports?
Do you schedule skip level meetings? If you are, how much time are you budgeting weekly or monthly?
How much time are you budgeting for working inside your biz at the customer level or where the work is being done to keep a pulse on your issues and opportunities?
While many people are chasing “PE” as the goal, they should really be focusing on becoming an elite operator.
Being an elite operator will not become passe and is unlikely to become overcrowded like Dr/Lawyers.
Operators aren’t bound, constrained or overcrowded by certification like Drs and lawyers.
An operator’s #1 goal is to grow shareholder value. But that’s a “what” not a “how. ” Many leaders can create a slide deck for value creation but that’s different than actually creating value.
An operator’s #1 job is to create a culture which gains(recruits/hires), trains, and retains “A” players and keeps the people in the organization aligned and engaged.
Very little of that has to do with credentialing and those skills will remain scarce even during the PE surge.
The service industry has become the backbone of the our economy in the way industry used to be. Service companies - PE, SMB, public owned- need operators.
And out of the wreckage of the post PE era there will be opportunities for operators.
Very well said
I saw your question on X about PE executive time management:
You’re obviously a huge reader- do you leverage group or individual discussion on books or articles to develop your executive team/direct reports?
Do you schedule skip level meetings? If you are, how much time are you budgeting weekly or monthly?
How much time are you budgeting for working inside your biz at the customer level or where the work is being done to keep a pulse on your issues and opportunities?
What is something that you budget time for to do routinely that other executives overlook that has a huge ROI