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In recent years, I’ve had the opportunity to collaborate with numerous CEOs during pivotal phases of their careers. From newcomers to seasoned executives navigating major changes, transforming struggling businesses, scaling startups into unicorns, to those stepping into leadership roles after taking over from founder-CEOs, the spectrum of transitions is vast. What continues to amaze me is their capacity to manage tension.
These leaders act as large vessels, shouldering enormous responsibilities that span various aspects of their lives. Remarkably, they often exhibit exceptional resilience and grace under pressure.
The energy they embody is multifaceted—comprised of passion, determination, resilience, and care. This energy drives their decision-making processes, shapes the vision for their teams, and inspires those within their organizations. A CEO’s capacity is filled with dedication to their people, a commitment to making a difference, excitement for a brighter future, accountability in executing tasks, and the challenge of translating an often elusive vision while managing considerable pressure from boards, investors, and economic fluctuations, not to mention the personal expectations of being parents and family members.
What these leaders carry is truly remarkable. However, while they generously dispense energy—offering praise, guidance, and decisions—they frequently struggle to accept the same level of energy from others, presenting a unique paradox.
The paradox of leadership and the challenge of receiving energy
Great givers are not always adept receivers. Many CEOs, despite their formidable leadership skills, find it difficult to replenish their own vitality. They are quick to give—whether it be to their teams, boards, or families—yet they seldom prioritize their own energy replenishment.
The consequence of this pattern is a metaphorical container that gradually empties. Often, these leaders may find themselves wishing for external sources of energy to sustain them, yet the stark truth is that the journey can be quite isolating.
At the highest levels of leadership, support systems become increasingly sparse. The very people a CEO leads may not be positioned to provide the same level of guidance, recognition, or emotional revitalization.
This challenge is not exclusive to CEOs. Insights from the Harvard Business Review highlight that many managers feel overwhelmed by leadership pressures and underscore the vital need for leaders to prioritize their well-being to prevent burnout.
How to refill your leadership energy with a simple exercise
This is where a coaching role is particularly beneficial. My aim is to help leaders stop relying on others to recharge them. Through a fundamental yet impactful exercise, I guide them to become their own energy sources.
Here’s a practice I recommend for CEOs feeling fatigued:
- Each morning, before embarking on your day, write two affirming sentences to yourself in a supportive tone. These could be phrases you wish a parent, board member, or mentor would express to you. Consider it an exercise in self-validation and encouragement to start your day.
- Establish a consistent routine. Habitually fill your own cup with kind words that originate from within.
- Practice this not only in positive moments but particularly during challenging times. The journey of leadership is marked by fluctuations, but nurturing oneself remains essential regardless of circumstances.
- Take time to reflect on these affirming words, allowing them to resonate within you, generating calm, strength, and revitalization.
This exercise serves as a form of self-care and self-acknowledgment. Contrary to any belief that it might diminish your leadership effectiveness, it enhances it. By nurturing yourself with compassion, you create a foundation to express greater compassion towards others.
How your energy sets the tone for your organization
The energy you project as a leader significantly influences your organization. The way you treat yourself becomes a model for others. Neglecting self-care can lead to a noticeable decline in trust and efficacy within your team.
By dedicating time to rejuvenate and restore your energy, you enhance not only your own resilience and effectiveness as a leader but also serve as a role model for the importance of self-care among those you lead. Leadership transcends mere management; it embodies a commitment to self-nurturing to better serve your team and fulfill your responsibilities.
So reflect on this: How full is your container today? What steps can you take to begin the refilling process? Initiate this straightforward practice and observe the transformative effects it can have on your leadership, your life, and your broader impact.
Source
www.entrepreneur.com