These are both areas where experience is huge. The CEOs I work with who have done the job multiple times get these two things right much more quickly. But even they can take a year or two to get these right. First time CEOs often take three or four years to get these things right. But sticking with founders who are first time CEOs through this process is usually worth it because they have a connection to the initial vision and mission that a hired CEO has a hard time replicating. There is not a good rule of thumb on this issue (who should run the company). Facts and circumstances on the ground will generally determine how that should go.

　　这两个领域都是经验起至关重要作用的领域。我合作的CEO中，如果干过几次创业，通常能很快的把这两件事情做对，但是，j2直播，即便是这样，他们也会花上1年到2年的时间。第一次做CEO的创业者，通常要花上3年到4年的时间才能把这两件事情做对。但是，陪伴这些初次的创始人经历这个阶段是值得的事情，因为他们拥有最初的愿景和使命，这是一个外来聘请的CEO难以复制的。到底哪种CEO应该运营公司，并没有一个好的规则。通常是，公司的实际情况和环境决定走哪条路。

　　My final point on this is that once you have the strategy and team locked down, you should step back and let the machine do its thing. I like to say that CEOs should do only three things; recruit and retain the team, build and evolve the long term strategy and communicate it effectively and broadly in the organization and externally, and make sure the company doesn’t run out of money. When those are the only things you are doing, you are doing the job right. Very few CEOs get to focus on only these three things all of the time. Things break and you have to fix them. But when the machine is working and you can step back and watch it hum, it is a thing of beauty.

　　最后一点，一旦你确定了战略并建立了执行团队，你应该退后一步，让公司自己运转。我想说，CEO们应该做的只有三件事：招聘和留在团队，建立和发展长期战略并在组织内外进行有效而广泛的沟通，确保该公司不会缺钱。当这些是你正在做的唯一的事情，你的工作就做对了。只有极少数的CEO能一直只专注于这三件事情上。公司如果老着火，你就忙于灭火。但是，如果公司能正常运行，你可以退后一步看它嗡嗡作响，亦是一种美妙。