One of my favorite books on leadership is the late Stephen Covey’s: The Seven Habits of Highly Effective People.
Covey’s articulation is top-class. He convinces you that there are two almost independent spheres: One for the leader and another for the manager. Could one person juggle between the two? Covey didn’t particularly recommend that, stressing that a leader should not be consumed by the day-to-day details of the business. Rather, he or she should be totally focused on vision, mission and long-term objectives.
While this can be true in corporations, when it comes to small businesses and entrepreneurship, the lines between the two worlds become rather blurry.
One day, your main focus would be on the five-year strategy of your marketing plan, the next you find yourself under a desk plugging Ethernet cables, or sorting out receipts of recent purchases. And that is the beauty of the whole thing, of the one-man-show adventure. That’s how it starts, and sometimes, that’s how it continues to run. Having said that, I do strongly recommend starting with a credible partner, who would stick with you the whole journey. Loneliness could be tough when the winds are not behind your sails.
In the previous article, Risk and Reward: The Two Vital R’s of Business, we talked about how an entrepreneur must evaluate their RT before delving into the ocean of business on their own. Here we explore how that is tested on the ground, in the midst of it. Now you know how much risk you can bear in order to reap a reward you had seen before you started!
On the lighter side of things, one would need suits and overhauls in their closets. Black, shiny shoes and thick, sturdy work boots. Fine perfumes and grease-cleansing hand soap.
This is not living two personalities. On the contrary, this is extracting the best of your God-given talents and putting them on the line.
Switching between the two roles becomes natural over time. A new, well-rounded personality, rooted in a character of offering true value and sincerity, evolves out of the continuous interaction with challenges and finding intelligent solutions.
Another aspect of this dual responsibility/multiple hats dynamic is being able to focus entirely on the one task at hand, no matter how different the previous or the next task would be. For example, you could be in a meeting with business stakeholders to discuss your product strategy. While in that crucial meeting, you remember that afterwards you must take care of an urgent maintenance issue in the office. The stakeholders meeting calls for your leadership presence, while the maintenance problem requires handyman skills. Being able to focus and then shift is key here. You could think of other interesting and fun examples that fall into the same realm.
Is there a special training for such interactive talent? I don’t think so. The best training is on the job, by actually trying, making mistakes, and learning, till the pool of skills is honed to almost perfection.
The Wealth Maker