Hi! I’m Max Volkhov, Chief Research and Development Officer. Mitgo company. The internet is full of articles on how to be a company leader, what to do, and what not to do. How to become a leader, how to stay a leader, and how to join the ranks of those giving advice at conferences about the same leadership. So you can go from introverted geek with an idea to charismatic leader on a unicorn in just a few clicks and a how-to article.
Obviously not. The problem with modern leaders, in my opinion, is that they aren’t, but society doesn’t let them admit it. to ourselves first. Remember the movieblackberries” (be sure to watch it if you haven’t already)? I mean, there’s an episode that perfectly illustrates the officially endorsed view of the truly magical transformation of a quiet-voiced techie into a powerfully charismatic business shark. Thanks for the edits that left room for our own speculation. A magical timeshift and new heroes appear onscreen. And we’re already speculating that he’s “overcame himself”, “found an inner fulcrum”, “understood the rocket sense of team management”, and so on.
Fortunately, life doesn’t work that way. You can improve your leadership skills, but you need to recognize that you already have some to improve. In honor of the business schools that teach Executive MBA, it trains you to manage large or very large existing organizations.
If you can understand the rules and laws the company has been operating in for 10 years, you’re cool and the company loves you. If you don’t have the qualities of a leader and try to change something, perhaps your resignation will be treated in the most beautiful way by the press. Hewlett-Packard’s first female CEO, Carly Fiorina, is a case in point.she in her book difficult choice, she explains how HP’s conservative board of directors did not accept her. They probably did, and the official point was that the reason—the Compaq merger failed—was that nobody pursued and supported Fiorina and her ideas.
But how do you know if you’re a leader? The easiest way is to start your own business. This doesn’t mean throwing everything away on Friday night and starting a startup on Monday. A pet project that’s been swirling with thoughts over the past month is a great way to test yourself. Even if it’s optimal, the only person at risk is you. If you can’t manage yourself, scaling up to more participants is unlikely to yield anything good.
There are two obvious results. Sometimes nothing works and sometimes something seems to work. We’ll cover the latter a bit later, but the first option doesn’t mean all is lost. Perhaps it soon became clear that the pet project was not viable. Please try something else. It didn’t work again. See yourself as part of the founding team, not as a leader, not as the first role. In this case, whether you’re in charge or first after the CEO, the principle of “crossing the line” is important.
What matters is what you put into your project: money, time, effort. You are also an entrepreneur who risks losing something rather than being a hired employee who gets paid anyway. There are risks, albeit to a lesser extent.
And once the initial steps are successful, it’s worth talking about two big mistakes business leaders often make without realizing it. The first is the importance of framing. This is when you think that you can convey the magnificence of your idea in a few words, and the fire immediately ignites in the interlocutor, he will be fulfilled. it’s not. As it happens, such incidents are narrated as if they were legends. If you want that to be the case, take the time to convey the importance.
The second big mistake stems from the first. Some leaders have an amazing skill that goes unnoticed when it comes to communication. They can boldly pass through important conversations as if they were storefronts of embarrassing goods. But let’s be honest, communication is key and leaders need to be able to listen and speak lest the team see themselves as the developer of a new programming language. After all, only through effective communication can collective results be achieved and unnecessary misunderstandings avoided.
So, dear readers, if you find yourself prone to disappearing into yourself during important conversations, don’t be intimidated. It’s normal, but it’s something you have to fight for.
There are leaders and leaders. The latter are taught to blend into the workings of well-established mechanisms and not interfere too much, rather than managing them. That is, they can be taught to hang balls, order research into company culture, and talk about it. The former is ready to be created and modified. But he has only one way to be sure that he is really who he is. That means walking in a leadership position, at least within the sandbox of your favorite project.
Second important point. communication skills. I can’t go anywhere without this. Even if they appear to have leadership skills. A silent, silent leader is good for dictators and godfather movies, but not for business.
