The goal of leadership is to get others to willingly cooperate and engage, rather than following your directives because you’re in a position of authority. So, it does not matter if you have authority.
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Imagine you are the founder, owner, or CEO of a young, ambitious company. You have developed a great new product. You have taken it to some potential clients. And some of those clients were so impressed by the product that they purchased from you. You are now ready to go to market.
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They are extroverted, at first sight charming, intelligent, and busy leaders. They create their own “chaos and crisis,” then going about solving the very chaos and crisis they personally directed and created. He/she rarely sees a link between themselves and the chaos.
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Truly successful people don’t merely tolerate discomfort—they embrace it and seek it out again and again. Business founders and university students, top athletes and couch potatoes, meditation gurus, and military leaders all have very different ways of coping with discomfort.
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Respect time, yours, and others. If you tell someone you can meet at a certain time, you have made a promise. Being on time shows others that you are a person of your word, that you are dependable, and your word can be trusted.
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Backing it with evidence is very important. Data from the MIT Sloan School of Management determined that companies that utilized data-driven decision-making saw a 6% increase in productivity compared to those organizations that did not.
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Managing up doesn’t mean sucking up. It means being the most effective employee you can be, creating value for your boss and your company. That’s why the best path to a healthy relationship begins and ends with doing your job, and doing it well.
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Too many companies and too many executives like to describe themselves as Thought Leaders. They want to be recognized as an authority in their field, as the one with the original thinking that others follow.
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The OECD defines a scaleup company as a company having an average annualized return of at least 20% in the past three years with at least ten employees at the beginning of the period.
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In mature markets and interchangeable products, in disruptive businesses and first-to-market situations, …when you need salespeople to do incredibly hard things, when they need to overcome rejection every day, they need to be bought into the vision. That is the fuel that keeps them going.
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