\u201cYou need to put yourself out there and let people see the real you, admit your mistakes and acknowledge when you know you are about to make a decision that may not be popular.”<\/p>\n
This, from Calian CEO Kevin Ford, who believes CEOs must possess humility to be successful in the corner office. “Own those moments \u2014 because I believe that the more people realize that you\u2019re not acting like a persona but that you’re acting in the role, that carries a lot of weight.\u201d<\/p>\n
Putting ego aside is crucial to performing in high-pressure scenarios. \u201cAs CEO, things happen at lightning speed, and you make decisions with the data you have in that moment. There’s no such thing as a perfect decision, so you need to get comfortable with that reality because you will make wrong choices, and that\u2019s okay,” he says. “It\u2019s part of the process and you have to learn from that. And I can\u2019t learn if my ego is constantly in the way.\u201d<\/p>\n
The toughest lesson Ford has learned relates to how much personal energy and time it takes to change a corporate culture. \u201cAn organization runs at the pace of its leader. You have to be committed 175 per cent to where you’re trying to take an organization. You really have to put your shoulder into it.\u201d<\/p>\n
And so CEOs must ensure they keep their own energy high. \u201cBe cognizant of your own energy levels and limits and, with that knowledge, commit to doing the things to keep your energy up, whether that is making time to exercise, taking vacation, etc.\u201d<\/p>\n
Setting the right targets is key as well. You want to stretch, not overextend, and a strong executive team will ensure you achieve that balance. \u201cI need to get feedback from our executive team if they feel our targets are unachievable. I rely on them for that honest appraisal and to let me know when to take my foot off of the accelerator.\u201d<\/p>\n
Chief executives can also use key metrics to see whether the pace of the organization is too intense. \u201cLook at your level of attrition, especially if you\u2019re losing high potentials, as well as (the amount of) sick leave. At Calian, we also pay close attention to our customer satisfaction levels. We know that if we start growing at a pace that’s too fast, rest assured it’s going to have an impact on how we treat our customers.\u201d<\/p>\n