The pressure is on. As a business leader, you need to deliver results, preferably exceed set goals. The way you do it is up to you. Maybe you got some guidelines from your board and shareholders. You can decide to be a value based leader or choose to lead by numbers relying on your CFO’s Excel sheets. You can create an environment of freedom and responsibility or micro-manage every single step of your employees.
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“I am making a slow scientific suicide”. This is a direct quote from a friend of mine who was promoted from his familiar role as an astro physicist to lead an entire team of researchers. According to my friend, the administrative duties and bureaucracy killed the creativity and joy of doing science.
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Some of us are process persons, others not so much. The chances are that if you are working in marketing or sales you’re not the most passionate process person. If you’re working in, say, finance or customer support, you may find processes useful. Believe it or not, some even find them exciting.
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Success takes hard work. With a heavy workload, usually comes stress. Many times stress is good and boosts our energy levels, allowing us to get things done. Sometimes we let the stress take over and end up in a hyperactive state. It’s a state of chaos where we think we’re getting a lot done, but in fact, just end up going around in circles.
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Increased customer engagement is the key metric when aiming for high customer lifetime value. It results in reduced churn and increased revenue. Engaged customers are also more likely to say good things about you.
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A form you need to fill in, a business case, a budget, sharing the costs of a trip with friends or meticulously logged information on how much milk you gave to your (first) child and at what time of the day during his first year. Whatever the task, I’m sure somebody has done it in Excel. How could we ever survive without the amazing spreadsheets?
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Take any modern leadership literature and you’ll find yourself being bombarded with words like engagement, empowerment, co-creation etc. Popular buzzwords with shady content. To many of the old-school leaders out there, such jargon seems like a whole bunch of "fluff" made up by mindfulness hippies trying to dodge responsibility.
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Do you spend your time on solving challenges or capitalizing opportunities? This is the key question that defines the future of your company.
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The biggest challenge of a growth company leader is recruiting. This is what we've found in our interviews and studies. Recruiting is critical because growth is not possible without the right people enabling it.
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