
Role of CoS in startups, growth companies, and corporations
The CEO–CoS–team triangle: interaction models
Building trust, being indispensable yet invisible
Tools in this lecture
Ready to use on the slides (10)
Models and methods explained (4)
Managing the CEO’s calendar and weekly strategy
Prioritization models: Eisenhower, ICE, Impact Mapping
Shielding the CEO: filtering and protecting time
Tools in this lecture
Ready to use on the slides (10)
Models and methods explained (1)
Gathering and synthesizing key information
Preparing briefs, summaries, and solutions for CEOs
Writing executive summaries and speeches
Tools in this lecture
Ready to use on the slides (11)
Navigating hidden power structures
Managing stakeholder interests
Securing C-level buy-in without formal authority
Tools in this lecture
Ready to use on the slides (8)
Models and methods explained (3)
Handling layoffs, mergers, and external crises
Decision-making under uncertainty
Crisis communications internally and externally
Tools in this lecture
Ready to use on the slides (11)
Transitioning CoS to COO/GM roles
Building support teams
Acting as cultural carrier of CEO values
Tools in this lecture
Ready to use on the slides (4)
Good vs. bad strategies
Blue Ocean Strategy and competitive differentiation
Strategy diagnosis tools and session rules
Tools in this lecture
Ready to use on the slides (23)
HR audit tools and checklists
SWOT and PESTEL analysis
HR audit reporting
Tools in this lecture
Ready to use on the slides (3)
Services and apps shown in this lecture (1)
HR strategy templates, metrics, and business alignment
Linking HR strategy to audit results and cost justification
Creating an HR roadmap
Tools in this lecture
Ready to use on the slides (4)
Services and apps shown in this lecture (2)
Project phases and processes
Templates: plans, business cases, communications, diagrams
Tools in this lecture
Ready to use on the slides (17)
Services and apps shown in this lecture (7)
Models and methods explained (4)
Resistance to change models
Emotional factors in change adoption
Kotter, Unfreeze-Change-Freeze, and Gallup readiness tools
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
OKR principles vs. MBO
Linking OKR to performance review
Key results requirements and startup rollout tips
Tools in this lecture
Ready to use on the slides (13)
Services and apps shown in this lecture (4)
Models and methods explained (1)
Templates, feedback integration, and automation tools
Manager-employee meeting frameworks
Linking reviews to development plans
Tools in this lecture
Ready to use on the slides (6)
Services and apps shown in this lecture (1)
Communication models, channels, and policies
Organizing All Hands meetings and open door culture
Tools in this lecture
Ready to use on the slides (3)
Services and apps shown in this lecture (10)
Models and methods explained (4)
Event calendars, popular formats, and ChatGPT planning
Tools in this lecture
Ready to use on the slides (1)
Services and apps shown in this lecture (1)
Models and methods explained (9)
Elements of culture and integration methods
Describing behaviors, embedding in operations, changing culture
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Ready to use on the slides (11)
Services and apps shown in this lecture (4)
Models and methods explained (1)
50+ HR metrics and calculation methods
Data tools, segmentation, correlation, and forecasting
ROI of engagement and turnover analysis
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Ready to use on the slides (18)
Services and apps shown in this lecture (1)
Models and methods explained (4)
Recruiting audit checklists and key metrics
Funnel analysis, cost per hire, SLA creation, and reporting
Tools in this lecture
Ready to use on the slides (15)
MBO, KPI, and critical incident-based assessments
Job analysis-based evaluation
Tools in this lecture
Ready to use on the slides (7)
Models and methods explained (5)
Leadership levels, formats, and global programs
Assessing development needs
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (2)
Gallup/VIA/High5 assessment tools
Conducting talent coaching and using research insights
Tools in this lecture
Ready to use on the slides (2)
Services and apps shown in this lecture (3)
Stages, diagnostics, interventions, and evaluation
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (14)
Types, drivers, and diagnostics
Matrix and network-based models like Spotify
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (5)
Three roles of a chief strategy officer: adviser, referee and builder
Three reporting lines of the CSO and who can overrule a decision to stop an initiative
Days 1–30 listening, days 31–60 a quiet draft, days 61–90 the first choice on paper
Five meetings of the first week and the same five questions for each
The day-90 pack for the CEO: one page, one money ask, a kill list and four dates
Tools in this lecture
Files to download (2)
Ready to use on the slides (8)
Models and methods explained (1)
Profit pool of the market in four steps
Growth split into three sources: market growth, share change and acquisitions
Unit economics of a segment: LTV, fully loaded CAC and payback with benchmarks
Six metric cards with benchmarks and the Rule of 40 as a scale with action zones
The diagnosis one-pager and the five numbers for the CEO
Tools in this lecture
Files to download (2)
Ready to use on the slides (8)
Bottom-up market sizing in one sheet, with TAM, SAM and SOM in numbers
Thirteen free sources of competitor intelligence
A competitor teardown card with five fixed slots
Signals from job postings, pricing pages and release notes
AI prompts for market research and an evidence pack with sources and dates
Tools in this lecture
Files to download (2)
Ready to use on the slides (8)
Models and methods explained (1)
The diagnosis as one sentence that names the obstacle
A guiding policy and what it rules out
Five steps from options to the call
Four signs of an empty strategy and three tests before the CEO sees it
The strategy on one page template and the do-not list
Tools in this lecture
Files to download (2)
Ready to use on the slides (7)
An inventory of every running initiative with owner, cost and status
A scoring model with four weighted criteria
The true cost of an initiative in dollars
The reallocation rate of your company and kill thresholds at three gates
The portfolio sheet and five numbers for the budget conversation
Tools in this lecture
Files to download (2)
Ready to use on the slides (7)
Three levels of the cascade: company, function and team
Translating one strategic move into three goals
A cascade workshop in four steps and one named owner per goal
Leading and lagging measures for every goal
The cascade map template and six signs of a broken cascade
Tools in this lecture
Files to download (2)
Ready to use on the slides (6)
Models and methods explained (1)
The calendar of the strategy year: quarterly, monthly and annual reviews
A 90-minute quarterly review agenda and five areas of the review checklist
A dashboard of no more than twelve metrics with thresholds
Rules of the room, the invite list and the decision log after the meeting
A strategy office of one person
Tools in this lecture
Files to download (2)
Ready to use on the slides (7)
Five slides of the board pack
At least 20 questions from the board and ready answers to the hardest ones
The script of a twenty-minute board presentation
Six cases of good and bad answers
Announcing the strategy to the company and answering “what does it mean for me”
Tools in this lecture
Files to download (2)
Ready to use on the slides (6)
Tools in this lecture
Files to download (2)
Ready to use on the slides (9)
Models and methods explained (1)
Tools in this lecture
Files to download (2)
Ready to use on the slides (6)
Tools in this lecture
Files to download (2)
Ready to use on the slides (6)
Models and methods explained (2)
Tools in this lecture
Files to download (2)
Ready to use on the slides (9)
Models and methods explained (16)
Tools in this lecture
Files to download (2)
Ready to use on the slides (13)
Tools in this lecture
Files to download (2)
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Models and methods explained (2)
Tools in this lecture
Files to download (2)
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Models and methods explained (1)
Tools in this lecture
Files to download (2)
Ready to use on the slides (11)
Models and methods explained (4)
Tools in this lecture
Files to download (2)
Ready to use on the slides (13)
Models and methods explained (4)
Tools in this lecture
Files to download (2)
Ready to use on the slides (7)
Models and methods explained (1)
- Define the mandate around the decisions compliance must influence.
- Separate administrative support from functional oversight.
- Specify access rights, intervention thresholds and board contact.
- Draft reserved decisions and test the unresolved disagreement route.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (1)
- Map the operating risk universe before listing legal labels.
- Write risk statements with cause, uncertain event and consequence.
- Score likelihood, impact, control strength and residual exposure.
- Assign a response, owner, review date and action zone.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (1)
- Start policy design with a real employee decision.
- Separate code, policy, standard, procedure and job aid.
- Control exceptions with approval, evidence and expiry.
- Build a policy map that exposes gaps, conflicts and overdue reviews.
Tools in this lecture
Files to download (1)
Ready to use on the slides (7)
Models and methods explained (1)
- Identify exposure through purpose, geography, payments, access and ownership.
- Convert observable risk drivers into basic, enhanced or deep review.
- Carry review findings into approval conditions and operating controls.
- Define refresh dates and trigger events that reopen the decision.
Tools in this lecture
Files to download (1)
Ready to use on the slides (9)
- Test the reporter experience across every available speak-up channel.
- Apply consistent triage for urgency, severity, credibility and conflicts.
- Plan evidence, interviews, safeguards and decision rights.
- Connect findings to protection, remediation, verification and closure.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (1)
- Diagnose the pressure and information around a risky decision.
- Set an observable behavior objective for each relevant audience.
- Design realistic decision practice and choose accessible channels.
- Measure completion, comprehension and behavior evidence separately.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (1)
- Write an assurance question that can change a decision.
- Define the population, sample logic and evidence needed for testing.
- Distinguish control design from operating effectiveness.
- Turn findings into owned actions, due dates and retest decisions.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (2)
- Begin each measure with a board oversight question.
- Define numerator, denominator, source, owner and limitation.
- Add a selected threshold, trend, interpretation and action zone.
- Present the decision or challenge required from the board.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Models and methods explained (1)
- Recognize when a material scenario requires coordinated activation.
- Protect people, evidence, systems and future decision options.
- Keep facts, unknowns, assumptions and confidence visibly separate.
- Document disclosure advice, communication, remediation and tabletop gaps.
Tools in this lecture
Files to download (1)
Ready to use on the slides (9)
- Structure the first month around listening, evidence and diagnosis.
- Prioritize a limited portfolio for days 31 to 60.
- Deliver a complete operating loop during days 61 to 90.
- Establish weekly, monthly, quarterly and board review cadences.
Tools in this lecture
Files to download (1)
Ready to use on the slides (8)
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (2)
Tools in this lecture
Ready to use on the slides (11)
Services and apps shown in this lecture (1)
Tools in this lecture
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Models and methods explained (8)
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Tools in this lecture
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Models and methods explained (3)
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Models and methods explained (1)
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Models and methods explained (1)
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Services and apps shown in this lecture (3)
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This course contains the use of artificial intelligence.
A CEO with a head full of ideas and a calendar full of firefighting needs one person who turns chaos into a system. Here are 1560 tools to be that person: 1149 ready-to-use procedures, templates, checklists and question lists, 285 models and methods, 69 services shown on screen and 57 working files.
Open a lecture, take the decision log, and record the CEO's decisions from this week.
Why the CEO's office runs on firefighting
Decisions are made in corridors and forgotten, meetings repeat without outcomes, strategy lives in the CEO's head, priorities change every week, and nobody owns the follow-up.
What changes after this course
Decisions are logged and followed up, the CEO's week runs on a system, strategy is translated into OKR and projects, meetings end with owners, and the company is ready for the next crisis.
What is inside: 1560 tools, counted lecture by lecture
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are
The CEO partnership (1 section, 62 tools). Influence, access, filtering and executive support.
Strategy and execution (2 sections, 83 tools). Company and HR strategy, projects, change, OKR and performance.
Culture, analytics and talent (3 sections, 136 tools). Communication, culture, HR analytics, KPIs, leadership and organisational design.
Strategic planning (1 section, 75 tools). Planning and execution for Chiefs of Staff.
Continuity and compliance (2 sections, 245 tools). Business continuity, crisis readiness and compliance program leadership.
Managing people (1 section, 315 tools). People management skills for Chiefs of Staff.
The CEO operating system (3 sections, 350 tools). The CEO operating system, COO skills and OKR launch.
Meetings, communication and delegation (3 sections, 189 tools). Executive meetings, internal communications and delegation.
AI and productivity (2 sections, 244 tools). Microsoft Copilot for legal work, HR automation and AI tools.
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe. I am also a founder and lead the strategy of my own academy.
When I became HR director at the STB TV channel, I had been the right hand of the HR director who hired me. When she left, I felt alone with the role and was told: make a strategy. I chose three leading HR people in the market and asked each to be my mentor. One agreed. The first thing he taught me was to understand where the business is going, and when I said we had no strategy, he told me to go to the leaders and ask them. Being someone's right hand teaches you a lot, but the role starts when you learn to ask the questions yourself.
How to use the course
Start with the CEO partnership and strategy, then pick the sections for the work on your desk now. Section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
Where to start
Write down the three decisions the CEO made this week and who follows up on each, then open the first section. Enrol now and start your first lesson today.