There comes a point when your responsibilities go beyond your capacity.
As a CEO, this can be a difficult day to reckon with. There is a lot of ego involved when wearing the “main” badge.
I recently sat down with Tony StablebineIts CEO Coach.me What makes a great CEO unpack.
Tony founded Coach.me Based on this simple idea that coaching is the secret weapon of elite performers.
Trainer CEO, as well as being a CEO himself … Tony knows what he’s talking about. He is a master of performance and personality management.
Here’s what I learned from him about being a great CEO:
1. Hire a “peer” (aka get a trainer).
There is nothing wrong with failing, but there is nothing wrong with failing. “You don’t have to deliberately fail, or get yourself into a crisis so you can learn from it,” Tony said.
This is why hiring a great CEO is what Tony calls a “peer” (otherwise known as a coach).
A CEO’s job can be a lonely job. Suddenly, you have no colleagues. Everyone else in the company has co-workers, but there is room for just one at the top. Unusually, it can be quite disgusting.
This is why Tony advises you to hire a “peer”. Colleagues support you. Peers respond to you. Colleagues are there for you when you need to argue about something.
But even better, a hired teammate (aka a great coach) will help you avoid failure and achieve results. Enlist someone to take responsibility for your progress and success The The secret weapon of all top performers.
There are coaches of the most successful people across all domains. Sports, business, health. Even Tony Robbins has a coach! From experience I can say: Hiring a coach has changed my life.
Don’t wait until you’re failing, until you get into some crisis before hiring a coach. Be careful. Should act as CEO.
2. Be the CEO that you are supposed to be.
When Tony started Coach.me, he, like most founders, looked to investors for funding his vision. During his meeting, he said investors thought they saw something special in him… but it wasn’t particularly good. He was “soft,” they said, and they noticed he would fold if challenged.
Clearly, he did not want to leave his fortune in the hands of a bunch of investors! He began to wonder if he was the “CEO type”. Could he actually do this?
Instead of resisting his temper, he learned to use his “tenderness” to his advantage.
Tony is a great meditator. He looked to meditation as the operating principle of managing oneself in the presence of others.
He was not an aggressive person, so instead of trying to be an aggressive stereotype, he imagined that investors wanted him to be, he chose himself. He chose calm.
Tony credits himself for his ability to stay calm in any kind of situation, no matter what. His perceived weakness became his strength. Now, instead of reacting, he absorbs. When challenged, he waits. He marshals from a position of clarity and objectivity, not emotion.
Tony has become the kind of CEO he was supposed to be, not the kind he thought he should be.
3. Being a CEO does not give you superhuman intelligence.
Tony says there are usually two types of CEOs:
- CEOs with pure aristocracy: They don’t realize how bad they are at their job, which can actually be a good thing in the beginning.
- CEOs are the ones who figure things out: they are effective CEOs, and go to the top through thoughtfulness without being arrogant.
No matter what type you are, one thing remains the same … Being a CEO doesn’t give you superhuman intelligence.
Unfortunately, many CEOs feel that once they take the position they have to play the role of Superman কেউ someone who knows the solution to every problem and the answer to every question কেউ someone who never needs help.
You can either believe it, and portray arrogance and simplicity, or you can admit to your employees that you have no answers and that you need their help.
Give credit to your employees. They know when you’re forging it. Listing them for solutions can create a sense of friendship and purpose that is vital to your company’s health.
4. Empower your employees.
Pigging back from point 3, Tony says one of the best ways to judge a CEO is to see how good it is to tell people how to make decisions, rather than telling them what to do.
Who doesn’t want to feel empowered? Who doesn’t feel infinitely more inspired when they are empowered? Who better to decide when they have the power to make those decisions?
Don’t you want such workers to work for you? Be the CEO who gives your employees a purpose.
5. Be self-aware.
Most people do not have true self-awareness. As a CEO – as a leader – you can’t be one of them.
You just have to be more discriminating with the help you render toward other people. Usually, it’s because you’re running too much. Ask yourself: Are you trying to play Superman again? Are you really empowering your people, or are you trying to do everything yourself?
When it comes to your employees, they are another factor that you need to be aware of. If your energy is low, and you don’t look your best … your employees may think it’s about them. That they did something wrong. That they are not working hard enough. That they have disappointed you.
Your attitude and disposition trickles down. CEO is a tough role but someone has to do it. You can