Considered one of My Liabilities as a Chief Was Not Acknowledging the Wins Alongside The Means
“I don’t need reward, I need to know what I may have finished higher.” For years this was my default response to even the smallest of constructive suggestions. Overlook the PROS, I simply need the CONS.
There have been quite a lot of causes for this posture: a robust conviction within the worth of classes realized, a need to be taught from these I revered. However should you actually pushed on it, there have been layers of concern and insecurity on the opposite facet of the self-confidence cookie. The issues which didn’t doom me this time would possibly catch me subsequent go spherical, so let’s get on high of them. And an intense concern about complacency, as if any satisfaction in my work (or my life?) would trigger me to cease searching for excellence, take away the chip on my shoulder, boring the sting, or no matter your metaphor of selection.
I’d heard the sayings, in print, from colleagues. On this world raised nails get pounded down. Compliments are arrows from the mediocre, meant to cut back your ambition. And with a 20something/30something’s quantity of testosterone, I didn’t need to be pounded down. Didn’t need to be mediocre.
After I take into consideration my profession throughout these years there’s all the time a recognition that maybe listening to some reward wouldn’t have killed me. Lately I’m capable of smile extra and attempt to carry the ‘how fortunate are we to be doing this work’ mentality to these round me. So current day Hunter is healthier.
That doesn’t make up for the way in which I handled my groups and colleagues although. I used to be the quintessential “don’t cease and odor the roses, are you aware how far more there may be to do till we win? Be completely happy then!” supervisor. Urging individuals ahead in the direction of a set of goalposts that may by no means get any nearer.
Feels like a recipe for burnout, feeling under-appreciated, and like I’d by no means be glad, proper? Nicely, I’m certain some individuals skilled me that means and for that I’m sorry. I prefer to assume the take care of them got here by way of in different methods however in hindsight, there was a degree I by no means reached when it comes to empathetic management.
Colleagues of mine, some within the product org, some outdoors of it, had been far more attuned to those wants, and for that I’m actually grateful. They knew when a cheerful hour, or t-shirt, or ‘ship this e-mail out to the staff’ was wanted and had been capable of prolong our tradition in methods I fell quick.
So why write this? As a result of I work with lots of CEOs the place I acknowledge among the similar traits. They do care about their groups deeply as human beings however work to seek out their very own steadiness of “let’s have a good time” and “push tougher!” And as people there’s usually the identical need to critique themselves with out pausing to take a breath. In my expertise it’s not about first time vs repeat entrepreneurs. Males vs girls. Previous or younger. It’s not common however it’s prevalent. And so I’m simply hoping that my very own reflections assist set a few of them comfortable with their very own struggles.
