Lack of Trust and Elevation, The Blocker

able to elevate

Lack of Trust and Elevation, the Blocker

 

The discussion ensued within the Executive Peer Group; “Why am I not able to elevate faster and delegate better?” became the question of the group.

To focus on higher priority opportunities, executives must elevate out of the daily grind and noise that is daily business. The question is how to make the behavioral changes in one’s self that will allow one to elevate. “How do I let go?” is echoed around the table with a tone of frustration.

As most executives understand, delegation of tasks, operational duties, decision making, and spending need to move down into the organization for the executive to move on and up. Logic says this is so true and is seen when viewing another successful executive delegate. Yet there are emotion issues and behaviors that come into play and limit the ability to let go.

There are many barriers, yet we are addressing two key ones that can move any executive to a great elevation and faster letting go behavior.

“Where does my worth come from?” is often the unasked question of the executive. Moving from a frame of “what I do is who I am” to “what my team does is who I am” can be daunting for some. When one has looked to their personal accomplishments to define their worth, what I have accomplished with my own hands defines that worth for years; now to transition valuing your worth on the basis of others accomplishments can become a challenge.

Instead of instant gratification from a task completed, the executive must wait for a much longer time to experience success and the feeling of completion. A few ideas to aid this transition are having a very clear future vision to focus on which allows one to be above the “noise” of the day. In concert with the clear vision, what is the cadence of communication on progress towards the vision? Having a process of communications with the team, such as a weekly update and problem-solving meeting, can help the executive stay on top of the progress, see progress and build trust in the team’s capabilities. This also allows the executive to see challenges and weak areas and address them in a timely manner.

We find successfully elevated executives have such a process in place. This helps them to let go sooner and in the proper sequence.

“What don’t I Trust?” is the question that came from the executive group. This is a very telling question for the executive because if I fully trusted the person or team, would there be any hesitation about delegation?

Any executive that hesitates in delegation and elevation needs to be asking this question. Now the answers are many. Do they have the experience I have? Are they capable of getting the job done right? Will they have the right solution? Will their choices hurt the company? What skill sets are they missing? Will they give the business away? and many more.

Whatever the answers are, the executive needs to be clear and honest about it. Then get into action and address those trust areas so they can then trust, delegate and elevate.

In our work with hundreds of fast growth executives, owners and CEO’s; these two barriers seem to provide the greatest impact on their ability to elevate faster and drive the company forward vs being caught up in the noise of operations.

If you are an executive, consider these two points in moving yourself forward. Investors, are your founders caught in this barrier trap? Ask them these questions and help them move forward.

Of course, giving us a call would be another option.

 

 

Author:

Harlan Goerger is President of H. Goerger & Associates Inc. dba CEO Solutions and is focused on developing CEO/Founders of fast growth companies for scalability and profit. Utilizing peer groups, individual coaching and multiple other tools to develop the capability and capacity of growth-oriented CEO/Founders. www.CEOSolution.net

 

Fighting Conformity and Fostering Originality

In Originals: How Non-Conformists Move the World, Adam Grant acts as a masterful guide to sparking creativity and change. A professor and expert on finding motivation and meaning in life, Grant has been recognized as one of the world’s 10 most influential management thinkers by Thinkers50. He also made Fortune’s list of 40 under 40. Originals, a New York Times bestseller, was released in 2016 and has acted as an effective guide for leaders and teachers nationwide.

 

In Originals, Grant addresses the idea of changing the world by becoming original and saying goodbye to conformity and outdated traditions. There’s an obvious challenge to originating new ideas, policies, and practices without risk, but he stresses the importance of championing new ideas that go against the grain.

 

The stories included in Originals will leave you feeling inspired and motivated—no matter your field. Grant includes stories about an entrepreneur who pitches his start-ups by naming reasons not to invest, a woman under Steve Jobs at Apple who challenged him anyway, an analyst who overturned a secrecy rule at the CIA, a financial guru who fires employees when they fail to critique him, and a television executive who saved Seinfeld from being cut but had no prior comedy experience. From these stories, you’ll learn that success doesn’t always come in all areas, but broadening your perspective and stepping out of your comfort zone can make you more predisposed to success, satisfaction, and innovation.

 

For instance, Grant introduces the idea of middle status conservatism, or middle level mediocrity. This becomes an issue when you are too familiar and comfortable in your field and lose creativity. Middle management often suffers from this, while those at the top and bottom rungs of the ladder are more likely to avoid conforming.

 

Grant offers a unique, unexpected perspective—touting artistic pursuits that will encourage innovation in other areas and noting the benefits of procrastination (it triggers creative and productive results because it lets the brain process a problem or project right up until the deadline). He doesn’t just stop at adults, either. He uses his teaching expertise to discuss the merits of teaching children to foster a sense of originality.

 

These stories and studies will teach you to explore different ideas, understand when they are good, and recognize when they should be acted on. Many people struggle with speaking up for fear of being shut down, but Originals will teach you how to effectively speak up and build a team of allies that will support you.

 

As an executive and CEO, what are you doing to be “original” in your thinking? Many have found our coaching assistance to help develop such thinking and action.

It Doesn’t Have to be Lonely at the Top

 

As CEO of your company, the buck stops with you. You have an executive team you rely on to help your business function, but you know that at the end of the day, you are the bottom line. There is only one CEO in the company and, at times, it can be hard to find not only the emotional support you need, but also resources from like-minded individuals for decision-making and success. The good news is you’re not alone; there are CEOs all over the world in similar positions and that’s why there are CEO peer groups.

 

Resources for Success

While picking the type of group, keep in mind your goals for your growth. This group can help you grow your worldview, collaborate on problem solving, be a sounding board for ideas, and share best practices. At the same time, this is a community that will hold each other accountable for goals and decisions and be willing to tell each other the “hard truths” that they can’t hear in their own companies. Some groups will have members facing similar challenges as you are and you can work through them together while other groups may have some members from differing industries or with opposing worldviews who can help guide and challenge you.

 

 

The Other Support You Need

While helping make decisions is one key function of a CEO peer group, another function is the emotional support a peer group can provide. Often, your company is more than happy to celebrate your successes with you, but the hard decisions that every CEO must make often come with little fanfare or celebration. In fact, those hard decisions, the ones that may mean your employees’ jobs are on the line, are the ones most likely ridiculed by the people you see daily.

Your CEO peer group is there with you for that. Besides helping you come up with the best solutions for those hard times, your peer group is there to help you with the emotional trials employees or even leadership teams can’t see. Your peer group understands what you are going through because they are going through it too. They can offer a level of emotional support no one else can. Humans are emotional creatures, even if the CEO has to project otherwise at times to their company. A CEO peer group gives you a place to still be a person, not just a CEO.

 

Find Your Group Now     

As CEO, you likely put the needs of your business before your own personal needs. But, as you can see, joining a CEO peer group doesn’t just benefit you, the CEO, but helps your business by making you a better CEO.  Can your business afford to wait one more day for you to join a CEO peer group or, better yet, can you wait?

Benefits of Being a Part of a Peer Group for CEOs

able to elevate

You don’t have to go it alone. It may start to feel lonely when you’re on the top of the ladder. Peer groups aren’t just for teenagers in high school. A CEO peer group helps high up leaders by providing support, guidance, and advise. Here are some benefits to collaborating and meeting with other CEOs:

 

  1. Know how to scale

Within a group, there are people who have been through it all. Mismanaging growth causes many businesses to fail. Another CEO will have valuable advice on how you can properly manage the ups and downs of your business.

 

  1. Don’t be Blinded

This group will have your back. There will always be something that sneaks up on when you are running a business. A group will can give you honest feedback and tough love to help you conquer and improve in any areas that sneak up on you.

 

  1. Accountability is Key

This is one of the major traits of having a successful business. In a CEO peer group, all CEOs act as partners and check in to see how and where the business is going.

 

  1. It Gets Personal

It is so hard NOT to bring personal problems into the work place, which can have an effect on your business. By being a part of a CEO group you are with people who understand and are dealing with the same things you are. 

 

  1. Access to Additional Resources

Having a strong network is key. The bigger your network the larger your pool of resources is. Running a business is all about options, and by being a part of a group made up of people who own and run businesses, the options are endless.

 

  1. Brilliant Ideas

A peer CEO group is a way of creating a board of ideas. The best idea is a well-tested idea. A group is a perfect setting to narrow down what ideas other CEO’s have implemented to know what went well and what didn’t.

 

 

Being a CEO of a business is a roller coaster ride. Although roller coasters can be scary, they are tolerable and even fun when you have someone to ride them with you. Being a part of a peer group for CEOs opens the door to friendships and partnerships that will help get you through the ups and downs of business. 

CEO Solutions: A Success Story

5 years ago, shortly after graduating from North Dakota State University, Jake Joraanstad and Ryan Raguse started working with CEO Solutions. Together, the two founded Myriad Mobile, a company that specializes in mobile and web technology solutions. They came looking for leadership training and advice; they’ve been part of the CEO family ever since. Through our strategic view, CEO Roundtable, and coaching, Jake and Ryan learned valuable tools that have aided them in their own success. We’re proud of our members and want to share their success story!

Located in Fargo, North Dakota, Myriad Mobile have become leaders and experts in their field. They take ideas and bring them to life through strategy and consulting; they work on things from web and mobile development projects to project management strategies. Myriad Mobile’s business strategies mimic what we value at CEO Solutions; their success is a direct result of hard work and fresh perspectives.

Recently, Myriad Mobile launched a farm relationship management tool called Bushel. Bushel has raised $7 million in funding from agricultural investors and software moguls. The Bushel mobile app platform has brought the agriculture industry it’s first tech product that simplifies the grain industry’s relationship between elevators and their growers.

The app gives farmers information at their fingertips. Having access to the information while in the field helps farmers make decisions on-the-spot. When you’re trying to decide which side of the field to harvest or trying to avoid shipping wet crops, being able to record and manage that information when the decision has been made will save time and improve efficiency.

 

Jake and Ryan took what they learned with CEO Solutions and applied it to real-world situations. Their approach to business merges integrity with decision-making to create a company that brings innovative ideas to life. CEO Solutions takes pride in the strategies we help our members develop and our members tell us they learn valuable lessons about what to do, and, sometimes more importantly, what not to do through their membership with CEO.

 

Congratulations to our friends, Jake and Ryan at Myriad Mobile, on their success! CEO Solutions is celebrating with you and we’re excited to see what new and brilliant ideas you breathe life into next!