
Understand the true responsibilities of a CEO
Core competencies of high-performing Chief Executive Officers
Key management tools and leadership checklists for CEOs
Tools in this lecture
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Models and methods explained (11)
How top CEOs run strategy sessions
Using SWOT and PESTEL analysis to define business direction
Creating a focused, actionable strategic roadmap
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Models and methods explained (2)
Crafting high-performance teams and leadership culture
Integrating values and behavior into daily operations
Designing and implementing a modern code of conduct
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Models and methods explained (3)
Innovation strategy for CEOs
Managing a product portfolio
Selecting and leading innovation initiatives
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Models and methods explained (3)
Building a revenue-driving marketing and sales system
Optimizing channels and performance tracking
Aligning growth with strategic business goals
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Models and methods explained (2)
Financial planning and risk management for CEOs
Key budgeting frameworks and performance metrics
Driving financial health and capital allocation
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Models and methods explained (5)
Decision-making models for high-stakes environments
Scenario planning and managing uncertainty
Rapid response tools and team alignment in crisis
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Models and methods explained (5)
Change leadership tools for CEOs
Managing resistance and employee involvement
Execution and accountability for transformation projects
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Models and methods explained (4)
Integrating AI into business operations
Evaluating digital tools and trends
Building a technology roadmap for the CEO
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Models and methods explained (2)
Defining roles and shared responsibilities
Strategic-operational alignment with your COO
Enhancing communication and leadership synergy
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Models and methods explained (2)
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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
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Ready to use on the slides (7)
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
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Files to download (2)
Ready to use on the slides (7)
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 (9)
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
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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
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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
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Ready to use on the slides (6)
Models and methods explained (2)
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
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Files to download (2)
Ready to use on the slides (8)
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”
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This course contains the use of artificial intelligence.
406 tools for the CEO in one course: 261 ready-to-use question lists, templates, procedures and checklists, 15 services and apps shown on screen, plus 130 models and methods.
Open a lecture, take the tool, use it in this week's decision.
Why the CEO job is lonely
A CEO answers for everything and has nobody to ask. Strategy, the executive team, money, sales, a crisis, a key person who wants to leave: each question arrives without a manual, and every mistake is expensive. Most CEOs grew out of one function and learn the rest by trial.
What changes after this course
You have a working format for each part of the job. Strategy and vision on a page. Questions for building an executive team. A procedure for taking an idea to market. Checklists for finance and a crisis. And a large set of people tools, because most of a CEO's problems are people problems: hiring, pay, motivation, feedback, goals and succession.
What is inside: 406 tools, counted file by file
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
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 teach this course from two seats. For years I worked next to CEOs as their HR leader, and today I am a founder who runs the strategy of my own academy. At Preply, in my third month, the company's leadership invited me to spend a week on a yacht in Greece; we sailed around five or six islands, and that week brought the team together. I also know stretch goals from the inside: I set first-year goals by the OKR logic and reached about 70 to 75 percent of them. The tools in this course come from both seats.
How to use the course
Watch the first four sections in order to cover the CEO role. Then use the people management section as a reference: section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
Where to start
Take the decision that has been on your desk the longest. Open the lecture on that topic, work through the question list and write the answer on one page. Enrol now and start your first lesson today.