Neil Blumenthal credits his successful co-CEO relationship to deep trust, mutual respect, and constant, informal communication. They sit next to each other and are always in dialogue, enhancing each other's ideas rather than siloing responsibilities, a model built on chemistry and trust.
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Alex Bouaziz eschews traditional management structures like weekly 1-on-1s and performance reviews for his 20+ direct reports. Instead, he relies on a continuous, high-frequency feedback loop through daily, informal communication. His role is to enable his leaders by constantly asking what's broken and how he can help, rather than following a rigid cadence.
Mike Cannon-Brookes attributes his successful co-CEO partnership to having similar life stages (marriage, kids) and each believing the other was "out of their league." This created a balanced, high-performance dynamic that went beyond just complementary skills.
Architecture giant Gensler implements a co-leadership model not just at the CEO level but throughout the firm. This structure thrives by pairing leaders with complementary skills ("aces and spaces") and is built on a foundation of deep trust, allowing partners to defer to one another's judgment in disagreements.
Unbound Merino's founders reject the common wisdom that business and friendship don't mix. They argue it's an advantage because you start with baked-in trust and value alignment, making it easier and more enjoyable to navigate the inevitable challenges of building a company.
The long-standing relationship between PhonePe's co-founders, built on deep trust, allows them to be interchangeable in their roles. This enables one to step back during difficult periods while the other steps in, ensuring resilience through crises.
When co-founder Todd Carmichael faced severe burnout and offered to give up his shares, his partner J.P. Iberti refused. Instead, he encouraged a three-month sabbatical to recover, prioritizing his partner's health over the business. This act of trust and support was crucial for their long-term success.
Young attributes his long-standing partnership with Rich Lawson to their complementary 'yin and yang' skills; one's strengths cover the other's weaknesses. This dynamic, fortified by trust built through shared crises, creates a more resilient collaboration than one based on overlapping expertise.
Instead of scheduling rigid, three-hour co-founder check-ins that often get canceled, adopt a 'counter-puncher' mindset. Keep important topics top-of-mind and seize spontaneous opportunities—like another meeting getting canceled—to have those crucial conversations. This fluid approach is more effective in a chaotic startup environment.
The host uses a "30/30" rule for her marriage: 30 minutes of play and 30 minutes of intentional conversation. Co-founders can adapt this to build rapport and tackle strategic issues. This structured check-in prevents important, non-urgent conversations from being postponed, ensuring long-term alignment.
Don't let the cofounder dynamic run on autopilot. Proactively establish "vows"—commitments on decision-making and conflict resolution. Then, create a regular relationship rhythm for check-ins. This practice of stepping "onto the balcony" to observe the relationship is crucial for long-term health and success.
