A CEO's Self-Development: It, We, and I

Self-development for startup CEOs. For entrepreneurs, the priorities always seem to be the team, product, sales, cash flow, and so on. Personal growth usually comes last. Yet allowing enough time to reflect and listen to your inner voice is extremely important. It can bring greater competitive advantage not only to the entrepreneur but to the entire company. How can you break through the demands of daily affairs, make time for self-improvement, and actually improve? This article offers answers. What is particularly good is that it goes beyond vague, empty advice to share concrete, practical tools for personal management. Make time for your own learning and development. Start now! ---- The first step toward a better team and company is the CEO's own development. Yet most people put making time for it at the bottom of their priorities. This may be because they lack a good method. Personal development is closely tied to understanding your passions, removing potential obstacles, and doing steady work day after day, ultimately becoming a better leader, teammate, and more likable person overall. The tactics and methods below can be used in daily life. They include details you might miss and simple truths that are hard to put into practice. Hopefully these focused suggestions will help you identify habits you already want to change and lay the groundwork for good habits you have not yet established. ---- Entrepreneurs cannot afford inefficient learning. They must make the most of every experience and extract the greatest possible learning. Reflection is the key to accelerating that process. Use the following framework as a template: ● “It”—today's tasks and your role at work: your goals, achievements, and what you are about to complete. Then write down what you plan to accomplish tomorrow and the schedule for doing it. ● “We”—your relationships and the quality of your interactions. Have you brought value to the people you encounter? Have they gained knowledge, energy, goodwill, or understanding from you? This is not about reflecting on whether you pleased people, but ensuring that every communication is fruitful. It is also an expression of personal leadership. ● “I”—the state and attitude you bring to work each day. How do you manage your energy and emotions? “I” is the foundation of leadership. If you are exhausted, you cannot help others. Consider what you should do and identify factors that may affect your state. Startup executives often overfocus on “It” at the expense of “We” and “I.” ---- There is plenty of advice on handling burnout, but much of it is easier said than done: “Take a vacation,” or “Stop checking email after dinner.” Entrepreneurs may find their minds full of short-term thoughts such as “Get through the next two weeks” or “Next month will be better,” rather than seeking sustainable, long-term solutions. Burnout looks different for different people, but for everyone it involves some degree of shutting down. Part of your personality begins to contract, your range of expression narrows, and your view of the world becomes smaller. Burnout is not just thinking, “I am so tired...” It is being unable to think creatively. ---- The way to change is to do fewer things, but do them exceptionally well. Original: https://mp.weixin.qq.com/s/FdYasiKNwMfJM7gw21hhGg