A Deliberate, Thoughtful and Unemotional Leader

In addition to the functions you must perform, you also must be three things: unemotional, deliberate and thoughtful—all while in the midst of the chaos that comes with entrepreneurial ventures. The ability to keep your head when things around you are going wrong or not making sense is a true skill, but one you must master.
It’s unlikely, especially when you’re getting started, that you feel “unemotional,” “deliberate” and “thoughtful” very often. On the contrary, you’re full of vision, passion, energy—traits that make you a dynamic entrepreneur in the first place—but not always a good CEO. Your balloon (aka – your mind) is too full and being unemotional, thoughtful and deliberate is tough when you’re looking for every opportunity to let out a little air. But sometimes you have to hold your breath. Since we are always under the influence of pressure, passion, pleasure and pain, you must see through the noise and pressure of the moment and make deliberate, thoughtful and unemotional decisions. I know what you’re thinking—“I wish I could feel one of those things for even one hour.”

“You must take emotion out of the equation.” 

Impact on Your Company

First, you need to understand that these behaviors undermine the day-to-day operations of your company from small details to major decision-making. Would you ever add a feature to your product or service that hurt sales, marketing or retention? Of course not. But that is what you are doing when you act emotionally, or without proper thought or deliberation. It is your appreciation and understanding of these consequences that should help you shift your perspective.

Once you understand these consequences, it should be clear why. If you can’t evolve into an unemotional, deliberate and thoughtful leader, what are the impacts?

  • Faith in Your Leadership. You want to be a true leader. You want to inspire others. You need people to plow ahead in the face of challenges. It’s plain and simple. Regardless of your talents and skills, when you react emotionally it makes people doubt whether you are the person that can take the company forward.
  • Impact on Employees. You need employees to perform. You need employees to move the business forward and to take initiative when they are often underpaid and overworked. It becomes harder to motivate your team when the person running the show (You) seems unstable, haphazard or reactive.
  • Impacts on Customers and Investors. Customers and investors can smell instability. When they see emotion they think things like, “How am I going to deal with this person when there is a problem?” and “How is this person going to deal with problems?” Customers and investors will choose to do business with people who work well under fire, and who collaborate professionally even when things aren’t going so well.
  • Impacts on Vendors. Like customers and investors, vendors can sense when you are being emotional and reactive. You never want to be in a position in which a vendor can take advantage of you because they know how to manipulate your tendency to react. Don’t let your emotions undermine your ability to negotiate.

Once you realize that the consequences of this perspective are no less damaging than a poor product or poorly delivered service, you will start to police your behavior.

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