message: Change blindspot
diff: @@ -25,9 +25,9 @@ Whether a Co-CEO setup is good or not has been a matter of contention throughout
  When it comes to the people you work with, quality matters more than quantity. Hence, one great CEO is better than two mediocre ones. Conversely, if both CEOs think too similarly and care about the same parts of the business, you don't get many of the benefits below. But if you run your company with two CEOs who operate with high trust and full transparency, are aligned in terms of [direction and culture](https://www.notion.so/gitpod/Gitpod-s-Direction-be35d064c0704fbda61c542b84e07ef6), and have complementary skill sets, your company will see a lot of benefits:
  -- **Fewer blind spots**. Let's face it, we all have our strengths and weaknesses. We are motivated differently and are more or less passionate about the various responsibilities of a CEO. With two complementary CEOs, you can cover much more ground effectively.
  +- **Fewer skill gaps**. Let's face it, we all have our strengths and weaknesses. We are motivated differently and are more or less passionate about the various responsibilities of a CEO. With two complementary CEOs, you can cover much more ground effectively.
  -- **Defer the entire C-Suite**. As a company grows, you need to build out its structures, so that information flows efficiently and effectively. Director, VP, and C-Level layers are the standard answer to scaling companies. But adding such a layer comes at a cost (longer information flow). As a single CEO, you'll feel the need to delegate to a CFO, COO, etc., much earlier. With two CEOs, you can defer adding that layer because you cover more ground (fewer blindspots). With [Chris](https://twitter.com/csweichel) as our CTO, our executive team consists of three people that are highly aligned while adding different perspectives to the conversations.
  +- **Defer the entire C-Suite**. As a company grows, you need to build out its structures, so that information flows efficiently and effectively. Director, VP, and C-Level layers are the standard answer to scaling companies. But adding such a layer comes at a cost (longer information flow). As a single CEO, you'll feel the need to delegate to a CFO, COO, etc., much earlier. With two CEOs, you can defer adding that layer because you cover more ground (fewer skill gaps). With [Chris](https://twitter.com/csweichel) as our CTO, our executive team consists of three people that are highly aligned while adding different perspectives to the conversations.
  - **Grounded Decisions**. A common preconception is that decision-making would be less efficient with two CEOs. The contrary is the case if you do it right. For one, if you have two CEOs, each needs to have clear [Areas of Responsibilities (AORs)](https://gitpod.notion.site/Areas-of-Responsibilities-AORs-b28196be96b94a50a85de14112a57d01). It becomes straightforward for everyone who makes the call. There are, however, some shared AORs as well. For those critical areas, you get more grounded decisions. When we reach out with a significant change, the whole team knows we've at least run this by the two of us (of course, we consult with others in the decision process).
  