The Brazilian club reported that a wake will be held at the Acropolis Ecumenical Memorial Cemetery in Santos. The act will be restricted to very few people to respect the quarantine in force in the entire state of Sao Paulo to contain the coronavirus pandemic. Pelé, who will turn 80 in October and has mobility problems, is not used to attending funerals.In March 2019, the Brazilian star did not go to the wake of former soccer player Antonio Wilson Vieira Honório, better known as Coutinho, his best partner in Santos and a teammate, with whom he won the 1962 World Cup.In February of this year, Pelé reaffirmed that he is in good health after his son Edinho revealed in an interview to a local outlet that his father is homebound and suffers from “a certain depression”. Jair Arantes do Nascimento “Zoca”, Pelé’s younger brother and who played for a short period at Santos, passed away at the age of 77, reported this Thursday the Brazilian club. Zoca, born on July 22, 1942, was fighting prostate cancer and was admitted to a hospital in Santos, on the coast of the Brazilian state of Sao Paulo. He tried to follow in his brother’s footsteps in the Albinegro team in the early 1960s, but soon gave up after playing just 15 games and scoring four goals.Subsequently, he became an advisor to the triple world champion, who managed some of his companies.“Jair Arantes do Nascimento, ‘Zoca’, brother of our King (Pelé), died on Wednesday night, at the age of 77. Zoca came to perform at the Peixao base when he was younger. Our condolences to our idol Pelé and all your beloved family. Rest in peace, Zoca, “Santos announced on his social networks.
The best chief executives understand why their company exists, rather than what it exists to accomplish. They create a crystal clear vision for their business and ensure it’s adopted at every level of the company. They identify new market opportunities and establish operational efficiency as the company scales… and the list goes on.My point is this: Some CEOs have a handful of these important traits, but very few possess the entire package.Keep in mind that it doesn’t really matter how big or small your company is. As the CEO, the fundamental principles of leadership, management, and operational efficiency apply across the board. Just look at CEOs like Steve Jobs, Larry Ellison, and Marc Benioff, who built their companies from the ground up, in two instances starting in their parents’ garage (Apple) or a humble San Francisco office (Salesforce.com).And while they were all blessed with some natural CEO qualities (leadership, the ability to articulate and communicate vision, etc.), they learned a lot from their peers, mentors, fellow executives and advisors along the way too.Here are some traits of great CEOs that I think are especially important.Attracting, recruiting and motivating an outstanding senior teamIn an expansion stage company, a founding CEO is often asked to be a lot of things. But at some point in a company’s growth, that jack-of-all-trades mentality has to end, because the best CEOs are really only as good as the people they’re able to hire to perform those jobs.When a CEO is asked to identify, recruit, and motivate a talented senior team that can carry the business to the next level, it’s often a tipping point that either propels the company to new heights or sinks it to ominous depths.But if you haven’t recruited and managed senior managers or executives before, you won’t know how to recognize them and you won’t possess the credibility to recruit them.That credibility is particularly important, because when highly experienced or well-respected executives are asked by inexperienced CEOs to join their company, they’re going to look at that CEO and ask three specific questions:Do I want to work for this person?Is this CEO the right leader for this company?What am I going to learn from the CEO?And unless the company presents a truly phenomenal opportunity, the best executives won’t sign on unless they get satisfactory answers to those questions(Read more: Traits of the Best CEOs – Recruiting an Exceptional Senior Team)Creating and communicating the mission, vision and valuesA company’s mission, vision, and values (also known as its aspirations, which you can read more about here) can be defined in this way:Mission: What a company is striving to be in the long term.Vision: How it can get there? What things need to be executed to accomplish the mission?Values: What does the company want to be known for? What kind of behavior should the business exemplify both internally and externally?It’s an early stage CEO’s job to create AND communicate the company’s mission, vision, and value to their employees and customers. The best CEOs are able to clearly define those aspirations and ensure that everyone in their organization is working toward them. Any lack of focus or deviation from that path can welcome the temptation to pursue shorter term opportunities that only take the company off its long term course.(Read more: Traits of the Best CEOs – Communicating Mission, Vision and Values)Building a highly effective and value-adding board of directorsIn an early stage software company, a board of directors is less about governance and more about providing inspiration and mentorship to the business’s senior team. It exists to help a company establish itself in a market, hone its aspirations, and scale efficiently.Of course, a board can’t do any of those things if a company’s CEO fails to attract and assemble a true value-adding one. Themore experienced, aware, and compelling a CEO is, the higher the likelihood that they’ll be able to attract exceptionally talented board members.So what should an independent board member bring to the table? In my experience, they should fit into at least one of these three dimensions: industry expertise, operational expertise, and functional expertise. Of course, understanding which dimension best suit your company is just one small step. Identifying and recruiting that talent is the real challenge.(Read more: Traits of the Best CEOs – Building a Value-Adding Board)Making sure that the company is always optimally fundedAs the CEO of an expansion stage technology company, it’s your job to strike a balance between accelerated growth and resource conservation. How can you maintain capital efficiency or profitability, while also allowing the business to achieve its ideal rate of growth?To answer that question, a CEO needs to determine how to build a sustainable, scalable business that produces enough revenue to justify the cash it spends on sales, marketing, product development, and other common expenses — also known as creating capital efficiency. If outside funding could help accelerate growth and create profitability or improve capital efficiency, how much money does the business really need to accomplish its goals?Put more simply, a CEO needs to be able to manage these three funding dynamics: don’t run out of money, don’t be desperate for money, and, of course, be profitable.(Read more: Traits of the Best CEOs – Knowing When to Step on the Gas)Firas Raouf is a Partner with OpenView Venture Partners. You can follow him on Twitter @fraouf.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis