It’s 7 years now since launching New Star Networks (NSN) and I have learned many new things from being in the driving seat of what is an increasingly substantial company.
Here are 7 key learnings that have totally changed my outlook in business.
There’s never just one driving seat in a successful business.. and this is a good thing.
The more drivers you have in your business the more likely your business is to enjoy continuous growth. When others in your business truly get to drive it then the quality of information they can learn from is so much greater; as it is deeply personal and meaningful. In a company like NSN where we have two equal majority shareholders leading the business, continued success has come from making space for the other to excel and to gain support where needed. This in turn has influenced the development of other roles within the business over time.
Ignorance will never be blissful again as a business leader.
Whoever steps forward into a position of leadership from Team leader to Department head through to Company director, information will be the fuel they run their engine on. All the information from around the business is vital in being effective in whatever part of the business you’re in; especially if you want to make a real impact. The best way to stay informed is to communicate regularly and meaningfully with the rest of the business at all levels. Increased awareness of other departmental and individual goals within the business increases the quality of the information you work with. It also enables you to fit it all together quicker and more meaningfully. Ask yourself if there are things in your business that you don’t fully know about and then take some time to reflect on how valuable that information might actually be and how it could help you to be better at what you do.
You can’t save people from their past or future mistakes.
In any business you will see people join and leave for varying reasons. In a successful start-up the loss of a colleague can simply be due to the increasing complexity of the business as it scales up. I have found that when I hire someone, I take on not only the person but also their aspirations; this also includes their own limiting beliefs from their past. One of the things that makes me good at what I do is my capacity for empathy, it also means that I have a tendency to try and help people. It can also mean that there is a temptation to try and prevent them from taking paths that might limit their future potential. The fact is that it’s just not always possible to help people to achieve all of their aspirations during the time they are a part of the business. For some their personal journey needs simply to include more essential things like emotional and financial independence (rather than running a company for example). Seeing this has been helpful in that it shifts the context from facilitating every goal, which is frankly knackering for all parties, to enabling them to go further on from wherever they are currently at. I have found that supporting autonomous decision making and assisting in the development of real skills and capabilities is, generally, the most meaningful impact a conscientious business leader can have.
What got you to where you are won’t get you to where you want to go next.
Whatever energies might have driven you at the start are likely to change somewhere along the line. If it was a chip on the shoulder that helped you take a swing at the next challenging day, then there’s a chance that a measure of success will knock it off. If it’s a financial number that drives you then the day will likely come, if you stick at it, that this number comes up and flips a switch inside you from being compelled to being confused. You can make the number larger, and if that works for you that’s great. I have found that investing my energy in people has been a great driver, but also being honest that I need to invest in myself has been quite an eye opener. In any case, having a purpose beyond your role in the company will help you to do that job a great deal better.
Your failings are where your future capabilities lie untapped.
Tap into them, both on your own and with the help from others. Seek out mentors and sounding boards but don’t miss out on vital feedback from the people you have around you on a day to day basis. Becoming more open to learning from everyone around me has been immensely helpful; regardless of the level within the business people are at they will have perspectives and insights that are truly valuable. In my own life I have steered away from heavily technical information whether it related to technology or to the financial mechanisms usually associated with a Finance Director. In the last seven years I have repeatedly challenged myself in both areas and have been rewarded with powerful insights and a healthier sense of what I am truly capable of.
How we talk to ourselves will impact on how we talk to others.
This is a tricky one and I feel privileged to know about it through my work as a coach. It is best understood by putting yourself in a high-pressure situation and then taking a moment to catch what you say to yourself about how you are doing. The words will be yours and they really do have a direct impact on how you think about what you do next. I invite you to think for a bit longer about the style of how you are speaking to yourself, the number of ‘shoulds’ and ‘oughts’ (and ffs’s) and the tone used. Phrases like ‘I’ll never understand that’ or ‘it’s just not something I’m good at’ or perhaps ‘I was never one of the smart ones at school’. Maybe this reminds you of someone you knew earlier in life, maybe you unconsciously absorbed it as a way of handling stressful moments. In any event, if you don’t like the way you are talking to yourself there is a strong chance that others will not like the way you talk to them either. Changing the way that I speak to myself, both when under pressure and in everyday life, has helped me to communicate better with others. This is a vital piece of self-work for anyone in a leadership role.
The best form of leadership is to embody the thing you wish to communicate – and then help others gain an experience of embodying it as well.
Even just phrasing this insight is a work in progress. It gives what I do in NSN more meaning to me than just what is delivered in the P&L or in terms of customer products or service experience. It challenges me to become increasingly more conscious about how I do what I do. It continuously asks what it is that I and others around me do well, what can be done better, and who is best positioned in the moment to take the lead. Actions quite literally speak louder than words and everyone is listening more than we might think. This is at times quite daunting, but the rewards are real and the sense that I am learning at a whole new level is enough to keep driving forward.. hopefully for the next seven years.