The Diary of a CEO Summary – 33 Laws for Success by Steven Bartlett

What does it really take to build a successful life and business in today’s world? Steven Bartlett, entrepreneur and host of the world-famous podcast The Diary of a CEO, explores this in his powerful book: The Diary of a CEO – 33 Laws of Business and Life.

This isn’t just another self-help book—it’s a practical blueprint based on Steven’s own journey from nothing to building multimillion-dollar companies, along with insights from some of the greatest minds he’s interviewed. Each of the 33 laws reveals actionable lessons on mindset, leadership, wealth, and personal growth.

👉 To make this summary more reader-friendly and engaging, we have divided it into four sections based on the book’s original structure:

1. The Self (Ch. 1–9) – Understanding and mastering yourself
2. The Story (Ch. 10–18) – Shaping your personal and professional journey
3. The Philosophy (Ch. 19–27) – Timeless principles for success
4. The Team (Ch. 28–33) – Building and leading with impact

In this section, we’ll explore The Diary of a CEO – The Team, breaking down its key laws with real-life examples and actionable takeaways to help you apply them in your own life.

Law 29: Building a Cult-Like Culture

In The Diary of a CEO, Steven Bartlett shares that the greatest companies in the world are not built only on products or strategies, but on culture. A strong culture creates belonging, loyalty, and alignment within a team—so much so that employees feel they are part of something bigger than themselves.

At the early stages of a startup, culture is especially critical. Bartlett explains that when a company has only ten people, each one represents 10% of its energy, spirit, and DNA. Their combined efforts make up 100% of the organization’s culture. This is where a “cult mentality” can help build a strong foundation.

The Four Ingredients of a Cult-Like Culture

Steven Bartlett outlines four powerful drivers that can help early companies thrive:

1. A Sense of Community and Belonging
   People want to feel part of something special. When employees feel deeply connected, they give their best.
2. A Shared Mission
   A clear “why” drives unity. If the mission is inspiring, people won’t just work for money—they’ll work for meaning.
3. An Inspirational Leader
   At the beginning, leadership plays a huge role. A leader who embodies the vision motivates others to go all-in.
4. An “Us vs. Them” Mentality
   Early startups often create a sense of identity by positioning themselves against larger competitors, making the team feel like underdogs on a noble mission.

Why Cult Thinking Works—But Only for a While

Steven Bartlett warns that while a cult-like culture can be powerful in the early stages, it isn’t sustainable in the long run. Why?

• Scalability: As the company grows beyond 10, 100, or 1,000 employees, maintaining cult-like intensity becomes impossible.
• Diversity of Thought: A cult mentality may limit open discussion and discourage innovation.
• Burnout: Extreme loyalty and “all-in” culture can lead to exhaustion and turnover.

Therefore, while cult-like energy can help establish strong roots, over time companies must shift toward sustainable cultures—built on systems, values, and balance.

Real-Life Example

Think about Apple in its early days. Steve Jobs created a cult-like following among employees and customers by making them believe they were part of a revolutionary mission to “think different.” This helped Apple survive tough times and build an unshakable culture of innovation.

But as Apple scaled, the company needed sustainable systems, professional management, and structures to balance its original cult-like energy. That combination helped it evolve into one of the most valuable companies in the world.

The Diary of a CEO Key Takeaways from Law 29

• Culture is the foundation. In the beginning, every person shapes 10% of your company’s DNA.
• Four pillars matter: belonging, mission, leadership, and a shared identity.
• Cult mentality builds momentum. It creates loyalty, passion, and commitment during the startup phase.
• Not sustainable long-term. As the company grows, balance and scalable systems must replace intensity.
• Leaders must adapt. The culture that works at 10 people won’t work at 1,000—evolution is key.

👉 In The Diary of a CEO, Steven Bartlett reminds us that culture is not a slogan—it’s the living, breathing energy of your company. Cult-like passion may spark the fire, but only sustainable culture will keep it burning.

Law 30: The Three Bars for Building Great Teams

In The Diary of a CEO, Steven Bartlett highlights one of the hardest but most critical responsibilities of leadership: hiring, firing, and promoting the right people. A company’s success or failure largely depends on the quality of its team.

Bartlett warns that one bad apple can spoil the whole barrel. A single toxic employee—whether through negativity, laziness, or lack of values—can slowly affect others, spreading disengagement and lowering morale. Negative behaviors tend to outweigh positive ones, so leaders must be vigilant about protecting their company’s culture.

The Three Bar Framework: Hire, Fire, or Train

To simplify decision-making about people, Steven Bartlett developed the Three Bar Test. Leaders ask one critical question about every employee:

“If everyone in the organization had the same cultural values, attitude, and level of talent as this employee, would the bar be raised, maintained, or lowered?”

From the answer, leaders know what action to take:

1. Raise the Bar → Hire More Like Them
   If an employee is inspiring, talented, and deeply aligned with company culture, they set the standard for others. These are the kinds of people you want to replicate through hiring.
2. Maintain the Bar → Train and Support
   If someone is performing well but has room for growth, they keep the bar steady. These employees should be trained, coached, and developed to reach the next level.
3. Lower the Bar → Fire Quickly
   If an employee consistently demonstrates poor values, low motivation, or toxic behavior, they lower the bar for everyone else. In this case, leaders must remove them quickly—because keeping them sends the wrong message to the rest of the team.

Why This Matters?

Every company is only as strong as the people inside it. Hiring decisions aren’t just about skills—they’re about attitude, alignment, and energy. By applying the Three Bar Framework consistently, leaders create a self-sustaining culture where excellence is rewarded, mediocrity is improved, and toxicity is eliminated.

Real-Life Example

Consider Netflix’s “Keeper Test”, which asks managers:

“If this person told me they were leaving for another company, would I fight hard to keep them?”

This philosophy mirrors Steven Bartlett’s Three Bar Test. It forces leaders to be honest about whether someone truly raises the standard—or whether the team would actually perform better without them.

Just like Netflix, many high-performing companies thrive because they make tough people decisions early, ensuring their culture stays strong and standards stay high.

The Diary of a CEO Key Takeaways from Law 30

• People are culture. A single toxic employee can destroy what many good ones build.
• The Three Bar Framework: Raise the bar (hire), maintain the bar (train), or lower the bar (fire).
• Decisions shape culture. Who you keep, promote, or let go determines your organization’s future.
• Tough calls are essential. Firing quickly protects morale and sets the standard for others.
• Great leaders build great teams. By applying consistent principles, you create an environment where excellence thrives.

👉 In The Diary of a CEO, Steven Bartlett teaches that building a great team isn’t about luck—it’s about consistently choosing people who raise the standard and having the courage to act when they don’t.

Law 31: Harness the Power of Progress

In The Diary of a CEO, Steven Bartlett emphasizes one of the most powerful forces in human psychology and team management: progress. Nothing motivates individuals and organizations more than the feeling of moving forward. Even small steps create momentum, confidence, and fulfillment that compound over time.

Marginal Gains: The 1% Advantage

Steven recalls a conversation with Sir Dave Brailsford, the coach behind British Cycling’s historic transformation. Brailsford introduced the concept of marginal gains—focusing on small, 1% improvements in every area of performance.

The results were extraordinary: under his leadership, British cyclists achieved 178 world championships and 66 Olympic or Paralympic gold medals. This philosophy of continuous, incremental progress became a blueprint for success, not just in sports but also in business and life.

The Superpower of Small Wins

Why do people procrastinate? Because large tasks feel overwhelming and create psychological discomfort. When goals feel too big, we delay action. But when broken into smaller, manageable steps, progress feels easier and more achievable.

James Clear, in Atomic Habits, reinforces this principle: 1% improvements every day can lead to remarkable transformations over time.

Steven Bartlett applied this mindset in his own businesses, building momentum by celebrating small wins that compound into big victories.

How Leaders Can Create a Culture of Progress?

Professor Teresa Amabile’s research outlines five methods leaders can use to facilitate progress in teams:

1. Create Meaning
   Work feels most fulfilling when employees believe their efforts are contributing to something significant. A sense of purpose fuels extraordinary results.
2. Set Clear and Actionable Goals
   Leaders must break down objectives into smaller, achievable milestones. Clear direction reduces overwhelm and creates a culture of constant small wins.
3. Provide Autonomy
   Once goals are defined, leaders should empower team members to execute in their own way. Autonomy builds confidence and creativity.
4. Remove Friction
   Eliminate barriers that slow down progress—whether they are bureaucratic processes, lack of resources, or unclear communication.
5. Broadcast the Progress
   Regularly highlight achievements, even small ones. Public recognition fuels motivation and builds momentum across the team.

Real-Life Example

Consider the software company Atlassian, creators of Jira and Trello. They implemented “ShipIt Days,” giving employees 24 hours to work on small, passion-driven projects. Many of these quick wins turned into long-term product features that transformed the company’s success.

This is the essence of what Steven Bartlett describes in The Diary of a CEO: progress builds culture, culture builds momentum, and momentum builds success.

The Diary of a CEO Key Takeaways from Law 31

• Progress is the ultimate motivator. Even small wins fuel energy and fulfillment.
• The 1% rule works everywhere. Tiny improvements compound into extraordinary outcomes.
• Leaders must create meaning. When work feels purposeful, employees deliver more.
• Clarity + Autonomy = Progress. Clear goals combined with independence empower teams.
• Celebrate wins. Broadcasting achievements boosts morale and reinforces momentum.

👉 Steven Bartlett’s The Diary of a CEO reminds us that success doesn’t come from giant leaps—it comes from consistent steps forward. Progress is not just movement; it’s the foundation of long-term achievement.

Law 32: Why the Best Leaders Are Inconsistent

In The Diary of a CEO, Steven Bartlett challenges one of the most common leadership myths: that great leaders must always be consistent, predictable, and fair in the same way for everyone. Instead, Steven argues that the art of true leadership lies in being deliberately inconsistent—adapting your approach depending on the person, the situation, and the goal.

Sir Alex Ferguson’s Masterclass in Inconsistent Leadership

Steven shares the story of Sir Alex Ferguson, one of the most successful football managers of all time. Ferguson was known not for treating every player the same, but for treating every player differently. For some, he was tough and demanding; for others, he was encouraging and supportive. He understood that every individual had unique motivations, fears, and triggers.

This intentional inconsistency was not weakness—it was wisdom. By tailoring his approach, Ferguson unlocked the best performance out of each player, creating a team culture where everyone felt understood and valued in their own way.

The Power of Adaptive Leadership

Most leadership books promote fairness and consistency as golden rules. While consistency in values and vision is crucial, rigid sameness in management often backfires. Different people require different leadership styles:

• Some thrive on autonomy, others need step-by-step guidance.
• Some respond best to pressure, others to reassurance.
• Some are motivated by recognition, others by challenge.

Steven Bartlett highlights that the greatest leaders are not bound by one leadership template—they adapt fluidly.

Real-Life Example: Corporate Leadership

Imagine a startup founder managing two employees:

• Employee A is highly self-driven but often impatient. For them, the leader might act as a stabilizer, slowing things down with detailed feedback.
• Employee B is talented but lacks confidence. Here, the leader’s job is to motivate, reassure, and celebrate small wins.

Treating both in exactly the same way would ignore their individuality and limit performance. But adjusting leadership style for each helps both grow—and strengthens the whole team.

Balancing Consistency with Inconsistency

The key is to be consistent in values but inconsistent in methods. A leader should never compromise integrity, honesty, or the organization’s mission. But how they guide, inspire, and push each person can—and should—vary.

This paradox of leadership—stable vision, flexible approach—is what separates average managers from extraordinary leaders.

The Diary of a CEO Key Takeaways from Law 32

1. Consistency in values, not methods – Stay true to your principles, but adapt your leadership style to people and situations.
2. One size does not fit all – Every team member is unique, and leadership must reflect that individuality.
3. Inconsistency is strategic, not chaotic – It’s about intentional adaptation, not random behavior.
4. Great leaders read people – They know when to be tough, when to encourage, and when to step back.
5. Leadership is personal – Treating people differently doesn’t mean unfairness—it means fairness at a deeper, human level.

👉 This lesson from The Diary of a CEO reminds us that the best leaders are not perfectly consistent—they are perfectly adaptable.

Law 33: The Diary of A CEO Leadership Lessons by Steven Bartlett

Unlike the other 32 laws, the final chapter of The Diary of A CEO doesn’t give us another principle — instead, it gives us a direction. Steven Bartlett ends his book with a simple QR code that leads readers to his online CEO community — a reminder that leadership and learning never stop.

Through this symbolic ending, Steven teaches one of the most important leadership lessons — growth has no finish line. True leaders remain students forever, constantly evolving, learning, unlearning, and sharing what they discover along the way.

This final message from The Diary of A CEO captures the essence of Steven Bartlett’s philosophy:

“Your real power lies in your curiosity, humility, and hunger to keep learning — even after you’ve succeeded.”

Just like the CEOs Steven mentors, we’re all invited to stay curious, surround ourselves with better thinkers, and keep pushing our own boundaries — because that’s what leadership truly means.

The Diary of A CEO Key Takeaways from Law 33 – Learning Never Ends

• Leadership is not about knowing it all — it’s about staying open to learning.
• The end of success is never the end of growth; every finish line is a new starting point.
• Surround yourself with people who challenge your thinking and expand your vision.
• Continuous learning is the ultimate edge in business and life.
• The Diary of A CEO reminds us that great leaders never stop evolving.

Conclusion: The Never-Ending Journey of Growth and Leadership

The Diary of a CEO isn’t just a collection of 33 laws — it’s a mindset shift. Steven Bartlett reminds us that true success doesn’t come from shortcuts or luck, but from continuous learning, self-awareness, and discipline. Each law acts as a mirror, reflecting what it truly takes to grow — personally, professionally, and as a leader.

What makes this book special is its honesty. Steven doesn’t glorify success; he breaks it down into real, practical lessons that anyone can follow. From mastering habits to managing teams, every law helps you see life through a clearer lens.

If there’s one message to take away, it’s this — never stop evolving. Because leadership, like life itself, is not a destination — it’s a journey that constantly asks you to think deeper, grow wiser, and lead better.