top of page
Jakob Barandun

The Critical Mindsets And Habits For A High-Performing CEO

A new study of the mindsets and habits that make for an excellent CEO contains valuable insights for anyone who aspires to leadership in business or any other venture. A central conclusion is something I have been teaching and practicing for years in my work as an Executive Wellness Coach: that leadership and well-being are inseparable. McKinsey and Company’s new findings are the fruit of an analysis of 25 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries. They identify practices and mindsets for executive responsibilities ranging from engaging the board of directors, to facilitating teamwork, to aligning an organization with a shared purpose. Last but not least, the report turns to what the authors call the “personal working norms” for any successful leader. These are the habits and attitudes that allow an executive to stay on top of their game over the long run. The authors note the high degree of scrutiny today’s top business leaders are subject to—and that many are “beset by loneliness, frustration, disappointment, irritation, and exhaustion.” Given this stress and strain, the report concludes, “excellent CEOs know that they will serve the company better by taking command of their well-being,” and suggests three broad priorities for doing so:

Manage your energy Leadership books focus too much on time management and not enough on energy management. As the report points out, good time management is about managing energy. A meticulously planned calendar is of little use if you are not able to sustain the energy and focus to be fully present. Energy management is something I learned early in my career as an Executive Assistant to Steve Jobs. Steve was extremely health-conscious to begin with, and part of my job was to support him in following through on those intentions. I continue that work with my current executive clients—ensuring that they set aside adequate time to recharge, and to reflect. Leaders should make a point of scheduling time for such practices, just as they would for an important meeting. The report stresses that a busy executive should not hesitate to seek help in these efforts: “Get high-quality support to help manage time and energy.” That help can include not only your direct support staff, but also outside help from a coach or mentor.

Be authentic in your leadership Leaders who set aside time for reflection and who attend to their well-being are more likely to be in touch with their authentic self—another point of emphasis in my coaching practice. Faced with constant demands and distractions, today’s business leaders tend to focus on doing at the expense of being. The most effective leaders bring their whole being to their work. “Exemplary CEOs combine the reality of what they ought to do in the role with who they are as human beings,” the McKinsey report states. They look within and ask themselves what they stand for, and what kind of legacy they want to leave.

Maintain perspective The need to be strong and decisive in a leadership role can easily lead to pride and overconfidence—or isolation and insularity. I encourage my executive clients to go out of their way to try on different lenses and view the challenges they face through multiple perspectives. Sometimes the most valuable service I provide is as an independent sounding board. In a similar vein, the McKinsey report advises CEOs to reach far and wide for “unfiltered advice.” Asking for help and feedback is not a sign of weakness, but of strength. “I don’t know” and “What do you think?” are simple but powerful phrases that should be part of every leader’s vocabulary. Leadership is a living thing. Like a plant, it must be nurtured, and it needs healthy soil in which to grow and thrive. The personal practices and mindsets highlighted in the McKinsey report are a timely reminder that leadership starts from within and is inseparable from well-being. Prioritizing personal growth and care is not an extra or an indulgence, but is at the heart of effective and authentic leadership.


Source: read://https_www.forbes.com/?url=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fnazbeheshti%2F2019%2F10%2F31%2Fthe-critical-mindsets-and-habits-for-a-high-performing-ceo%2F%3Fsh%3D5ab11a8d6fd5


Comments


bottom of page