They undergo massive context change throughout the day. This prevents them from attending to minuscule details you are waiting on. When you start a topic, start with a brief reminder of what was spoken about last time. Or, explain the context again.
A CEO is a jack of all trades, they have all sorts of departments reporting into them. Put yourself in their shoes for a moment. They might make decisions others don’t like. We have to remember that they have discussions which we aren’t privy to which gives them a lot more context to make decisions. Trust them to do their job just like they trust you to do yours.
Prioritize what you need from them, and then send a reminder. Give them enough information and a possible recommendation so they can ask more questions and eventually make a decision. You don’t have to solve everything. Getting it started is the idea.
They don’t always know what they are doing either. It’s true. Often times, they’re experiencing things for the first time too, even though they may have worked on their product/craft for the last decade.
If there is a potential major problem, escalate early. The last thing they want to know is that something has been on fire for the last 2 weeks and no one has updated them on it.
They’ll come with problems already solved. They’ll give you the ‘answers’ to some problems because they think it’s the right way to go based on their ‘experience’. It’s good to probe and understand if their way is truly the right way to go. Sometimes, it’s not.
When the financials look grim, it can be rough news to hear you are laid off. Though, having watched Founders grapple with good news and bad news, I can tell you that making the decision to lay off someone is not easy.