Long Live the Chief

Do you have the internal strength, the energy and the personal fortitude required to launch your company to great heights?

In order to be successful at running a company, you must be capable of successfully executing countless tasks. These include creating a vision for the company; setting up strategic and work plans; recruiting and training managers; determining policies and work procedures; originating and producing innovative products; developing a market, clients and branding; managing finances; interacting with the board of directors, and much more. Do you have the enthusiasm, the passion and the strength to successfully accomplish all of these tasks?

The company is a manifestation of your vision. It is not the building in which you are located, or your product, or employees. The company is a virtual organism that consists of a system of ties connecting employees, managers, clients, suppliers, the directorate and investors – and you are the central element that brings it all together into one entity. The employees look up to you and expect you to create a better future for the company, leading the company to growth that will ensure their future, their income and their general security. The directorate and investors are counting on you for growth, yield, a high return on their investment and a substantial exit. Your customers expect you to provide them with quality products in a timely fashion.

Besides for ongoing management tasks, you have to face crises that arise on a daily basis such as: a key employee who resigns; a key client who walks away; problematic money flow; major product mishaps; an aggressive competitor that has infiltrated the market, and more. And what about your private life? Is all calm in that realm? Aren’t there pressures from there, as well? Don’t you feel pangs of guilt about not spending sufficient time with your spouse and kids?

You are definitely thinking: I live with that situation day after day. What can I do about it?

My response to this – you have to cultivate inner strength, fortitude and courage. The business world is a difficult, cruel place. The strong, the quick and the creative succeed. Those that lack these qualities settle into a state of mediocrity and survival. You don’t want to be one of the survivors. You want to be one of those who succeed and thrive. Therefore, you have to develop your mental “muscles” of strength, fortitude and courage. You need to work to create a situation in which your managers and employees feel, believe and know they have someone on whom they can rely; and your customers trust that you can provide the most advanced, quality product in a timely fashion. You need to create a state in which your potential investors know that they can depend on you, and therefore, invest in your company. No one wants to work in a company in which the CEO is a vacillator, a fearful person with no self-confidence.

Napoleon once said: “An army of mice, led by a lion is better than an army of lions, led by a mouse.” And he knew a thing or two about battle and leadership. He knew and understood the importance of a leader’s fortitude and bravery, and he understood the fact that the few and the weak can be victorious over the many and the strong – because of their leader.

You are a leader! You don’t need to ask anyone’s permission to be a leader. Everyone around you is expecting you to be the visionary leader who possesses optimism, enthusiasm and boundless energy, the commander in battle who faces enemy fire and runs out first, calling out: “After me!” and everyone follows him.

It is true that you don’t really do all the jobs within the company. There are talented employees and managers who suggest new products, offer winning strategic ideas, convince new customers to buy the company’s products and deal with endless ongoing activities that create product and money flow within the organism called the company. Sometimes, they have better ideas than you do, and you listen and adopt them. Sometimes they have justified criticism about you, or about the company’s activities, and you listen, internalize and make changes in response to it. However, ultimately, you are the one who decides, and all of the responsibility falls to you. The company is not a democracy in which majority rules. The company is an enlightened dictatorship and you are its ruler.

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