Humble Beginnings Are Key to Learning

I wasn’t born a chief executive. Frankly, my parents would have been a little surprised. The fact is that none of us were. It takes time, education and experience.

After college, I was a cost accountant, an accounting manager, a sales finance manager, a financial analyst, a budget analyst, a finance manager, a general manager, a chief financial officer and a board member. I lived and worked around the globe in places like Russia, Kazakhstan, Ukraine, Singapore, Switzerland, China, Panama, Dubai, South Africa and Cincinnati.

While they were happening, I never thought about these experiences as preparing me for the challenge of being CEO of a global start-up. Even when I decided to start my own company, I didn’t consider my business background to have given me much of a head-start. Now — with the benefit of hindsight — I can certainly see that it did, but I am both gland and fortunate not to have recognized that early on.

Let me explain…

The job description for CEO of a global startup includes knowledge and skills that are varied and wide-ranging — things like general management, strategy, sales, marketing, law and regulations, human resources, supply chain, finance and accounting, information technology, real estate and much more. How on earth does an aspiring businessperson prepare for that?

For some, the idea of “fake it ‘til you make it” might come to mind. Act like you know what you’re doing until you actually do. I don’t recommend that. Not only will people see through it in a hurry, but it can really drag out the learning process.

Myself, I’ve always admired what Socrates said almost 2500 years ago: “I am the wisest man alive, for I know one thing, and it is that I know nothing.” I’m a lousy actor so the idea of “faking it” would never even really occur to me. Acknowledging to myself and others that I had a LOT to learn was easy because it was true. It has also been a key to my success.

I vividly remember an occasion eight years past when I was speaking with one of our very first clients about a project. I assured the gentleman in question that my company could deliver what he needed. And then, I told him that I was brand new to being a CEO and would greatly appreciate his feedback and support while I grew into the job. Perhaps counterintuitively, this didn’t raise concerns in his mind over my lack of experience. Instead, my honesty established a bond of trust between us that proved to be a tremendous benefit — not only for the business relationship but for me personally. His advice and guidance to me as we worked together comprised one of the best learning experiences I’ve ever had. And the same approach worked wonders with our other clients as well. I did the hard work and long hours, and our clientele gave me feedback and suggestions. That’s how I grew up and developed as a leader. You can, too.

https://www.inc.com/inc-masters/humble-beginnings-are-key-to-great-leadership.html

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