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March 17, 2025

Repeat. It’s the CEO’s Job. Repeat.

3 min read

As a CEO, you’re always thinking about what’s next. New strategies, new products, new markets. But while you’re focused on the future, your team is still trying to absorb what you said last week.

It’s easy to assume that once you’ve communicated the mission, vision, values, and strategy at a kick-off event, everyone’s on the same page and that part of your job is done.

I still remember things Scott Kurnit, the founder of About.com, drilled into us more than 20 years ago. One in particular stands out: the inverted pyramid of audiences we prioritized. (“Guides, Advertisers, Investors, Team”) I heard him say it over and over, in different ways, in different contexts. And because of that, I never forgot it. Repetition doesn’t just help people remember—it makes it impossible for them to forget.

As a CEO, what kept me up at night wasn’t competition, market shifts, or the latest crisis. It was wondering if the team really knew what we needed to do. I always (mostly) felt great after big events. We spent time planning the message and delivered it clearly. Everyone was on centerline — the exact same page.

Then we leave the meeting and inertia starts pulling people off that centerline. It’s not that people don’t care or aren’t listening—it’s just that gravity and the reality of day-to-day lives pulls you apart.

If you’re not constantly bringing your team back to the center, they’ll naturally start pulling in different directions and you are at risk of missing your plan.

So, how do you keep everyone focused and aligned without sounding like a broken record?

  • Be consistent, not robotic. Say the same thing in different ways. Use stories, data, examples, and metaphors.

  • Vary the delivery. All-hands meetings, one-on-ones, Slack, emails, town halls—hit every channel.

  • Tie everything back to the mission. Decisions, priorities, wins, failures—connect them all to the bigger picture.

  • Don’t assume understanding. Ask people to repeat back what they heard. You’ll be surprised by the gaps.

Constant repetition isn’t a sign of failure. It’s actually how people learn. The Economist recently wrote about this same problem at work. Leaders often feel like they're repeating themselves too much, but they're probably not doing it enough. (Read more here)

Saying something once isn’t communication. It’s a memo. Saying it a hundred times—that’s leadership.

And I guarantee you that even when you feel you’ve nailed this you’ll get surprised by someone who swears that it’s news to them. 🤷‍♂️

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FAQ

Q: What is the most common mistake CEOs make?

A: Confusing activity with progress. The best CEOs focus relentlessly on the few things that actually move the needle, not on being busy.

Q: How can executive coaching help startup founders?

A: A coach provides an outside perspective, helps you see blind spots, and creates accountability for the changes you know you need to make but keep putting off.

Q: What separates good CEOs from great ones?

A: Great CEOs create clarity, build trust, and make decisions with speed and conviction. They respond rather than react, and they invest in their own growth as leaders.