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A sample startup executive schedule:

 DailyChecking dashboards to view metrics and results measured against quarterly and/or yearly goals.Providing feedback to campaigns or other work products of teams within your team, usually at key milestones—early to verify direction (e.g., this product roadmap change aligns to our strategy for the business/team) and “buy‐off” at final stages of delivery (yes, this press release has my seal of approval for publication, and my job is on the line if we screw it up).Cross‐functional meetings with other executives or departments.Reading up on the latest news in your market or industry vertical.CEO syncs and department team meetings.Checking in on project management updates from your team on Slack, Asana, or another communication tool.

 Weekly1:1 with your direct reports; ensuring your reports and *their* reports are succeeding, and the team is tracking to Objectives and Key Results (OKR); troubleshooting any issues; and tracking their career goals.Weekly updates cross‐functionally to other teams and your CEO.Measuring progress against OKRs.Feedback and/or sign off on key projects in your department.

 Monthly1:1s with your direct reports; ensuring your reports and *their* reports are succeeding, and the team is tracking to OKRs; troubleshooting any issues.All‐hands presentations to the entire company and/or business unit.Board updates.Updates to your CEO and/or cross‐functional stakeholders.

 QuarterlyReporting on a Quarterly Business Review (QBR) and/or Objectives and Key Results (OKRs).Evaluating strategic decisions weighing performance and/or new data.Board updates—deck, pre‐read materials, and/or live presentation in a board meeting.Setting OKRs for the next quarter or half.

 AnnuallyAnnual reviews and retrospectives, including reporting wins, failures, and what you've learned to your CEO, fellow executives, and the board.Annual planning, forecasting, headcount, and budgets.Financial models and planning—tracking CAC and LTV.Supporting fundraising efforts.Performance reviews for your teams and yourself (sometimes semi‐annually).

Your daily, monthly, quarterly, and annual activities depend on the maturity of your department and company. Smaller startups may forgo annual planning and instead rely on quarterly planning cycles. You and your CEO may meet three times per week vs. once, so take the above with a grain of salt. Note: for more detail on running effective 1:1s with your CEO, team, and board, see the chapter on building relationships.