11 Reasons Business Executives Must Reinvent Themselves as Fierce Leaders

Over the last few decades there has been an accelerating growth in self-centred, exploitative management and dehumanisation in the corporate workplace. Recently there has been a silent revolt against this unprecedented epidemic as evidenced by the astronomically high levels of corporate disengagement, particularly amongst the newer generations entering the workforce. How can leaders reinvent themselves and adopt a more humanistic management ethos to counter this epidemic? It requires nothing short of becoming a fierce leader: creating an embodied practice of management that includes qualities such as respect, empowering leaders to influence for better rather than worse and ultimately this will create a magnetic attractor for top talent who reject outright working in degrading environments.

What does it mean to be fierce as a leader?
We know it when we see it in action: when I stood on the Grand Parade in Cape Town as Nelson Mandela gave his presidential inauguration speech in 1994 my eyes filled with tears. He embodied fierce leadership in every fibre of his being; his presence and poise in the face of decades of dehumanising behavior was unforgettable. But we also know it when we see it in the mannerisms of a board member or the attitude of an executive running a team meeting: they are fully in the moment.

The four critical elements to being a fierce leader
Fierce leadership requires us to train our minds.  This training creates a formidable practice so that we can deal with modern day business and our susceptibility to the following situation: as a result of being constantly subjected to the 24 seven pressures of work and despite our best intentions, our resilience can break down even in noncritical situations and we can revert to bad-management-autopilot.

However, there are four critical elements to building a fierce leadership practice that help prevent this type of autopilot from kicking in. We do need to constantly tend to our practice by nurturing and supporting these elements.  We should see these elements as both aspirational and practical and use our best efforts to work on being stronger at each one individually as well as together.

1. Altruism and humanity –
Seeing beyond our current office and role and being aware that we are part of something bigger than ourselves and our organisations gives us a capacity for much deeper understanding. It also increases our capability to take a serving stance through which we treat others as human beings rather than exploiting them as objectified resources.

2. Lucid clarity –
Dealing with what is showing up in the moment, what is here now as opposed to what happened in the past (“this is the way we’ve always done things around here”) or what is projected to happen (“if we can close this deal we will sell our products and more parts of the world”).

3. Imaginative openness –
Considering all angles and holding diametrically opposed points of view in our heads as we work through the implications of the choices we make is crucial. This requires both a highly developed imagination and ensuring there is sufficient spaciousness in our minds within which to explore, over and above all the clutter of a busy daily executive life.

4. Core focus –
Determining what we want to focus our attention on and maintaining that focus despite a myriad things trying to take us off task.

The benefits of a fierce leadership practice
As our practice grows we find ourselves:
* influencing more often for better than worse in not only the big impactful decisions we make, but also every minute of every day;
* becoming more focused and this lucidity of thought gives us the opening to deal innovatively with situations based on our efforts to deeply understand what they mean for us and others and compassionately realising the consequences impact of our choices;
* shifting our stance to lead by inspiration rather than expectation;
* finding ourselves considering others in their positions with more openness and respect
* becoming aware very quickly when thoughts aren’t true to ourselves and having the ability to redirect before we react
* more often exuding qualities that engaged people look for such as kindness and humour, and being more highly communicative – as fierce leaders we do this despite these qualities not necessarily being reflected in our organisational KPIs;
* finding ourselves getting more stuff done because we are more confident, have increased emotional intelligence, are more collaborative and have a greater ability to influence others;
* rejecting the negative narrative we may form around not being on 24 seven and being able to control when we communicate to only those times when we can be more actionable, considered and effective – this in turn frees us up to be more present in our daily non-work related activities such as exercise and family time and also frees up our people from following the bad precedent we were setting by, for example, emailing them at 11h30pm and expecting an immediate response;
* more able to be resilient and pause in any situation, no matter high pressured, and check in with ourselves how we are feeling about that situation before reacting – are we subject to any biases, is our response going to have unintended consequences, are we being mindful of all the variables at play;
* and at times of uncertainty when it feels like taking any action would be like stepping off a cliff, we are able to comfortably take that first step because we are capable of listening to our inner wisdom and trusting more completely in the unfolding without needing to always control or force what will happen.

Individual fierce leadership can also rapidly activate a culture of being fierce across an organisation which creates a strong magnetic attractor for top talent.

In subsequent posts I will go into more detail on how to build a fierce leadership practice and realise its benefits.

Breaking Through Control And Ego: Shifting From Fear To Empowerment

Breaking Out!

Breaking Out of Your Trance!

After my sudden cardiac death I remember feeling sad as I lay on a hospital bed in intensive care. I was sad at the thought of never being able to glide through the water on my beloved stand up paddle board. I was watching the sun rise at the start of a pristine summer’s day and yet I felt that life wasn’t co-operating. This sadness bordered on anger. Underlying this feeling was the emotion of fear. I was caught up in my separate self, consumed by my problem. I didn’t feel like I had a choice in how I related to this situation; I was a victim; I was oppressed; ultimately, I was disempowered.

What I really wanted to do was to control things. I sensed that my health situation meant I wasn’t going to be able to do what I loved; my life wasn’t co-operating and so I grasped for control of my health; I also became a victim of my circumstance and tried to take control by judging myself. In doing so I was entering a trance.

DISRUPTING CONTROL

You can enter this control trance through any number of things: losing your health; someone you love gets sick; your financial situation drops off a cliff; your relationships unravel. Common to all these circumstances is a grasping on your part to try control all aspects of your life in that moment.

You feel disempowered and insecure and this fear leads you to grab for control.

You feel disempowered and insecure and this fear leads you to grab for control. This has a negative effect on other parts of your life and can cause a downward spiral; it leads you to hurt others; it results in you ruining both personal and business relationships.

The challenge is to see this trance for what it is; to see that any solution you try to secure when in this state will not work.

You need to wake up from the trance and do a complete reversal.

You need to wake up from the trance and do a complete reversal: counter intuitively shifting from insular and controlling to open and trusting; shifting from seeking power to tapping into the source of all power. By connecting to the universe, by plugging into the source, you can replace your grasping and insecurity with profound awareness, love and deep security. By breaking this trance you empower yourself; you become free to choose your attitude, to choose how you respond to whatever is going on, no matter how disruptive that situation may seem.

GET THE FULL STORY

The brain is our search engine – using a universal algorithm it indexes the world according to our limited human capability. Over time we build up an ego, which uses a secondary set of algorithms to filter the indexed world according to our unique context.

The ego determines how we see the world and ourselves.

The ego, as gatekeeper, provides us with manageable information it deems most relevant to us. The ego determines how we see the world and ourselves. Our context is determined by the experiences we go through and how they shape us.

Our actions are mostly determined in other parts of the brain than where the ego resides. This means that even though we are led to believe by our ego that it is determining our path through life, much like the distinction between story and plot, other parts of our brain are providing the plot, the what and why we do what we do, while the ego presents us with the story, how we are doing it.

Your greatest challenge is to break out of the trance your ego has created.

Your greatest challenge is to break out of the trance your ego has created. Your ego filters the world so that your awake awareness is only comprised of what it predetermines is good for you. As such you have been living on automatic, in a reactive mode, grasping for control when life doesn’t seem to be co-operating. To break the trance you must bring into awareness aspects of the world that have been hidden by the story your ego has created for you.

WHY IS IT IMPORTANT TO BREAK OUT OF BOTH THESE FORMS OF TRANCE?

In trance many of your energy centres remain closed up; you find power from within your sense of separate self; you operate from a very limited and contracted place; you are within the illusion, the fairy tale, that has you grasping for power and fulfilling a false need for control. When you break from the trance you enter universal flow; all your energy centres open; power comes through the universe to you and it is unlimited; you access your innate super powers of compassion and love; you achieve full empowerment.

The EXOscalr Entrepreneurial Growth Program: How to convert chaos into growth

High growth scaling up is a function of converting random chaos into positive, directionally correct chaos. To do so you need to know where you are going and whether you are on track.
 
At EXOscalr we have devised the Plan Data Progress Operating System to help you transition seamlessly from startup to scaleup.
Find out more about this Operating System as well as other algorithms and methods for growth on the EXOscalr Entrepreneurial Growth Program. We have a limited number of spots available. Ping rand at exoscalr dot com if you are interested in being considered.

EXOscalr Announces Support For Early Stage Entrepreneurs

At EXOscalr we want to support the next generation of entrepreneurs and are offering a limited number of slots for early stage entrepreneurs to work with us.

As part of our support, we will significantly reduce our rates for one on one coaching with entrepreneurs and will also work with peer groups made up of a maximum of 3 synergistic entrepreneurs.

To qualify your current business must be pre-Series A funding. You could be anywhere on the spectrum between exiting your current role to do a start up through to being close to raising your Series A venture capital round. Our logic is that Series A is enough of an inflection point for us to have a full business conversation that doesn’t necessarily require EXOscalr subsidising you by reducing our fees.

EXOscalr is a strategy, growth and wisdom coaching company. We help CEOs and their teams deal with the internal entrepreneurship rollercoaster, supporting the growth they need to exponentially improve their performance and their life.

Ping rand@exoscalr.com to find out more about the opportunity to work with us.

Exciting new role: VP of Business Development & Growth, OTE $400k

EXO2

 

EXOscalr is entering a new phase of growth and we are excited to be seeking a VP of Business Development & Growth.

Details of the role are below.

Serious enquiries (including resume and covering letter) can be addressed to our CEO, Rand Leeb-du Toit at rand@exoscalr.com.

Please no recruitment companies, or lead generation service providers.

 

Job description

We are looking for a senior business development professional for a Vice President role. The person will be responsible for sourcing and closing coaching and advisory clients, with a particular focus on the roles of CEO and Chief Digital Officer. You need not be based in any specific geographical location, however we are seeking a Silicon Valley-style Get Stuff Done mentality.

Responsibilities:

– Generate revenue by selling EXOscalr’s coaching and advisory services
– Develop a sales strategy designed to achieve set revenue targets
– Build and maintain relationships with corporate executives in CEO and Chief Digital Officer roles across a range of industry sectors, company sizes and geographies
– Develop and maintain a robust pipeline of qualified prospects
– Book consistent prospect meetings and follow up until clients are closed
– Develop a working knowledge of the issues CEOs and Chief Digital Officers face
– Develop a strong knowledge and understanding of the competitive landscape and be able to effectively articulate the EXOscalr value proposition
– Provide client/prospect feedback.

Qualifications:

– 10+ years of sales experience to senior executives, ideally selling six figure coaching and advisory packages
– Hunter, with a get stuff done mentality, able to be autonomous and generate significant new business
– Demonstrated ability to communicate effectively and persuasively, both verbally and textually
– Broad based knowledge of the sales process from lead generation to relationship management
– Mature communicator capable of handling high-profile clients
– Demonstrated ability to work in a team atmosphere
– A desire to work in a fast-paced entrepreneurial environment
– Prepared to back themselves.

Location:

We are geographically agnostic and so you may be based anywhere on the planet provided you have excellent Internet connectivity and have a Silicon Valley-style Get Stuff Done mentality.
Industry:

Professional Training and Coaching, Management Consulting, Venture Capital & Private Equity

Employment type:

Full-time

Experience:

Director

Job function:

Sales, Business Development, Growth

About EXOscalr
We empower leaders to be fierce with themselves, in their relationships and in their business particularly around disruptive innovation, growth and making a difference.

Unleash Your Potential

Pain (1)

Your dreams are too big to be handled flippantly.
Your bar is out of reach to all but the most determined fingers.
You don’t want to be average, good enough or ok. You don’t want better.
You want best.
But pain precedes potential. It hurts to be great.
So rip away your comfort zones.
Open yourself up to being criticised, ridiculed and sucker punched.
Be your fiercest self yet.
And unleash your potential.

How to Increase Your Capability for Consistently Achieving Exponential Growth

Plan

Think about all the vagaries of running a high-technology venture – as executive leaders you need to be setting the vision, formulating strategies for success and operationally attracting and retaining top-level talent, leading and managing teams, sourcing and deploying scarce resources and negotiating ongoing funding rounds, all while building a sustainable platform and compelling products.

Some CEOs and executive leaders have an innate ability to juggle all these balls, keeping them up in the air and constantly moving their business forward. But for every one such person they are 10 others who become increasingly overwhelmed by the level of chaos that surrounds them.

How can you ensure that across your business, or if you are a venture capitalist across your portfolio, there is a constant capability to harness this chaos and turn it into a proactive force for directionally-correct and exponential growth?

At EXOscalr our mantra is:

No plan, No progress

We have developed a comprehensive Exponential Growth Engine & Operating System designed to support a company and a portfolio of companies in executing and operating at optimal efficiency and performance levels, both individually, as a company and as a portfolio.

The Exponential Growth Engine consists of a set of growth levers, algorithms and methodologies for consistently achieving greater scale. The first step is putting in place a bespoke Exponential Growth Engine for each company and then constantly applying granular methodologies for measuring, monitoring and progressing their rate and direction of growth.

The second step is implementing a companywide, team and individualOperating System (this can be applied consistently across a portfolio as well) that is comprised of three core parts:
1. planning – a cascading set of directionally correct personal and business activities,
2. data – methods for ongoing monitoring and the production of rich data,
3. progress – data-driven refinement designed to keep people, teams, companies and portfolios directionally correct to their overall goals.

Our data points show that such a complex system approach greatly enhances and significantly increases collective capability for achieving high levels of growth.

Level Up With 5 Super Powers For Achieving Leadership Success

Screenshot_6_01_2016__1_02_PM

To be successful in 2016 being a good CEO is insufficient. Leaders need super powers to get to the head of the pack and outpace their competitors. Here we highlight 5 powers that can give you the edge.

1. Growth-hacker:
Corporate governance and cost cutting are no longer the main focus for CEOs. It is all about growth. You need to have a full panoply of growth skills on hand: acquisitions, adjacencies, corporate venture capital, disruptive innovation, geographical expansion and new ventures.

You also need to view your company’s activities as potential growth engines: What activities are funnels of growth for more lucrative activities, drawing customers deeper into your ecosystem?

2. Story-teller:
Humans engage with narrative, particularly transformation-centric narrative. As the world changes around us, a company that maintains the same story will quickly fade into irrelevance.

CEOs need to be able to weave a compelling story that creates a connect between the present and the future, between reality and aspiration, and that draws in all stakeholders.

3. Future-gazer:
Being able to predict the future is the best way to invent it, to paraphrase Alan Kay. With things changing so rapidly you will need to be able to come up with plausible scenarios and act in accordance with them.

Imagine if a decade ago you had said that mobile phones will never take off, the Internet will never amount to anything and that you refuse to learn how to use a computer. It would be almost impossible today for you to do your role without these technologies.

You need to be able to figure out what comes next, and what comes after what comes next. There is the next now, the stuff on the horizon that is almost visible if you look hard enough, and then there is the stuff that is way out there. How do you work out which things will be in the next now and which will only come later?

Your future-gazing should not be limited to technologies, but you should also be focusing on how technology will impact culture and business models.

4. Tech-speaker:
Technology is now so pervasive in its impact and influence on how business is conducted that, as CEO, you need to be as well versed in technology as your staff and you need to ensure that your board of directors can comfortably converse in tech-speak.

You cannot rely on a CTO or CIO to translate technology and its impact to you. You need to embrace technology, immerse yourself in it – surround yourself with cutting edge information, visit startups, talk to experts and researchers.

5. Multi-focus:
You have a range of drivers that you need to focus on. You need to continue to deliver on core business. Yet you also need to transform so as to future-proof your company. How can you do both?

You may decide to do both for a period of time, which requires you to have multi-focus. It requires you to think in two ways at once – traditionally and disruptively. Listening both to your current customer needs and determining what their future needs are before they do. It also requires you to maintain your current revenue generators while exploring new forms of revenue. This is an exceptional balancing act and not undertaken lightly.

Multi-focus is to be distinguished from multi-tasking. It requires focus, not the ability to flit between many tasks and ultimately not completing any satisfactorily. This is what makes multi-focus so hard to achieve.

At some point you also need to flip the switch and shut down your existing business while ramping up future-focused opportunities. Getting the timing wrong will be disastrous. Getting it right will empower you to leapfrog your competition.

+++++

Explore how to obtain these super powers further in the SuperCEO Leadership Accelerator Program which commences on February 8th.