Most organization charts have a guy at the top, and there’s a pyramid beneath him going down. Around ten or twelve years ago, I realized that the pyramid here had been inverted. Instead of me being on the top, I was on the bottom, and everyone else was on top. I now assume that I work for the employees. We grew as a business to the point where basically I’m working for them. I know they think they are working for me, but that’s not how I see it.
Most entrepreneurs get stuck because they never learn to think like an owner. When you only think as a CEO or manager you always think of the business first. As a result, you become a slave to it. I learned early in my career that my business should serve my life, not run it, and that has made a huge difference in how my career has unfolded.
I’ve tried to avoid making decisions that I didn’t believe in my gut were the right thing to do – morally, financially, emotionally, or whatever.
I’ve walked away from business that I felt wasn’t right or might hurt me financially and served relationships that had the potential for more harm than good. To a large extent, I think my ability to trust my gut, to instinctively know what is right and good and true, has helped me get to where…
Like many young entrepreneurs, when I first took over the company, I tended to use the “command-and-control” style of leadership. You can get results that way, but doesn’t do much for your own personal growth or those around you.
I realized I had been telling myself that it was okay to be miserable now, because in a few months, I’d be through all this.
But that wasn’t good enough. I didn’t want to do that. What I needed to do was enjoy every day, because every day is precious. It all just hit me so hard. It was clear that I needed a major attitude adjustment more than anything else. All of these issues still exist, but I’m not…