Self-analysis can be beneficial for anyone. For CEOs, there can be major value in reflecting upon how they are leading, and how those that work for them are developing.
Here are five questions CEOs can ask themselves, in the hope of continued personal and professional progress.
Am I growing?
Personal growth is a constant need for all of us, and CEOs are no exception. Mike Myatt explored this in a story for ceo.com.
“If you’re not growing as a person and as a leader, then it’s very likely those under your charge are following your lead,” writes Myatt. “I’ve often said it’s impossible for a leader who is not growing to lead a growing organization. Nobody is too busy to learn. In fact, you don’t have the time not to learn. Leaders who don’t value learning will quickly be replaced by those who do.”
Am I taking care of my people?
Self-analysis naturally focuses on personal attributes, strengths and weaknesses. How these affect other people is just as important. Ken Krogue writes about this for Forbes, and says the people around you should be your highest priority.
“When is the last time you listened to them?” writes Krogue. “Have you added to their opportunities and their benefits with your success? They are your success. Have you also made the hard decisions? Your people are even more important than your customer.”
What decisions in the past year would I take back?
It may not be much fun to focus on errors or missteps, but such an evaluation can be a valuable exercise. John Wilson writes about this in a story for ceoglobalnetwork.com.
“If it’s too hard to think of just one, you’re on the right track,” writes Wilson. “It’s natural to make the occasional mistake, whether you are the CEO of a hundred-million dollar organization or managing a small retail store. Maybe you’re thinking about a recent acquisition. Follow the trail that this question leads you down: Why did you go through with that acquisition? Did the team buy in? Did it require too much financing? Did you really need to go through with it? Always remember that this is an opportunity for learning. The ideal decision maker isn’t the person who doesn’t make mistakes; it’s the person who learns and adapts and helps their organization to become stronger.”
Am I leading or managing?
There is a difference, though they are certainly related. As Krogue writes for Forbes, “You lead people, you manage things. You need both. Leadership is the greatest variable with the most leverage. Leadership decides the path to follow, how fast is the speed of the march, and how to deal with each bend in the trail. Management executes to the variables of the journey. A leader is a shepherd who walks in front with a clear voice, a manager is a sheep herder with a well-trained horse.”
Am I making a difference?
Here’s one that may be harder to instantly detect. But consider the people that work for you, how they have developed and what their future potential might be.
As Myatt wrote for ceo.com, “Why should anyone be led by you? Great leaders answer this question with their actions on a daily basis. If you’re not making a difference, you’re not leading. If your actions are not directly contributing to the betterment of those you lead, then you need to become curious about how to make some very real and meaningful changes.”
