I started taking my body seriously later than I should have, on the same logic I take the firm seriously. The things you do every day for a long time compound. The things you do occasionally do not. I do not write workout logs. I write about the part of running hard that the operator-CEO conversation leaves out: endurance is one of the substrates of long-arc decision-making, and you cannot run a sixteen-year company out of a sixteen-month body.
The plan, rebuilt
Strength, conditioning, recovery, and meals, tracked week to week. I have rebuilt the plan more times than I would like to admit, and the rebuilding is the point. The discipline was never the plan itself. The discipline is the willingness to start again after the last version stops working.
The morning
Most of it happens early, before the day can negotiate with me for the hour. During the Harvard block that means the gym with the cohort before class. Move the body before anything else has a claim on it, and the rest of the day inherits the discipline instead of competing with it.
The CEO body
The payoff is not in the gym. It shows up later, in the company. The decisions I make after I have trained are cleaner than the ones I make when I have not. The training hour is really a decision-quality hour wearing gym clothes, and it protects the rest of the operating week.
None of this is athletic. It is operational. The body is part of the company's compounding asset base.
The longer version, the years before I took this seriously and what changed when I did, is one I am still writing. It will land here.