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For years, I allow fear, ego and loyalty to affect my biggest decisions. He felt good. Man, even. But turning back, I can see how much he put us behind.
Once I learned to stop, I recognize what I feel and work with clarity – not emotions – everything changed. I became a better CEO. Business increased rapidly, smooth and became more profitable. And I showed a level of calm and confidence that changed what others responded to me.
Now I guide with clarification, not chaos. And the difference is made by everyone around me – my team, our client, our partner and ourselves.
Related: 4 Emotional Struggle You have to compete as a business
The actual value of the emotion -driven led
As CEO, we are responsible for making decisions that serve the company’s long -term health. This does not mean that we stop feeling – that means we stop letting our emotions final call.
I have made decisions that I thought were sympathetic, just to realize that they were driven by fear or ego. I performed less than the team members because I was afraid of confrontation. I assembled a demanding client more and more because I did not want to lose the deal. I held the outdated systems because I made them and was very connected. Even I took strategic advice that I did not fully believe, just because it came from someone I respect.
Each time, the result was the same: confusion, drag and unnecessary shock. The team felt it. Our clients felt it. And I felt the most.
Three emotional stimulations behind the evil decisions
I detected almost every faulty decision that detects one of the three emotional defects: fear, fear of abandoning and ego. Whether it was a fear of failure, losing key people, or looking wrong or weak, these emotions clearly cloud my ability to guide them. Anna, in particular, was a timid form of fear in disguise of confidence.
The shift that changed everything
Today, I use an easy internal check. If I don’t feel calm, comfortable and confident, I don’t move forward. I pause I name emotions – whether it be fear, defense or discomfort – and I show it not behind the wheel but sitting on the seat of passengers. Then I work better for the company, not safe or watching myself.
This mental habit has changed how I talk, make decisions, and stay under pressure.
What happened when I started guidance with clarity
I started to prefer performance more than loyalty. I no longer allow clients to go on terms that did not work for the team. I stopped stopping systems that no longer serve us. I made harsh financial calls fast and told them more clearly. And I started relying on my strategic vision on the noise outside.
The business replied. We moved fast, hanged better, and gained more confidence than clients. Internally, the culture became more open and flexible. The team knew that I was ahead of stability, not stress.
Related: emotionally ignorant businessmen sabotage their teams
The habit that made me a better CEO
Of all the things I have learned from great coaches, books and colleagues, this was the most change: Pause and examine emotional interference. When there is doubt, get slow. Consider what you are feeling. Then guide anyway – from a place of ground explanation, no reaction.
Similarly, I stopped being the biggest obstacle to my business.
And so I became a leader in which I always wanted to be.
For years, I allow fear, ego and loyalty to affect my biggest decisions. He felt good. Man, even. But turning back, I can see how much he put us behind.
Once I learned to stop, I recognize what I feel and work with clarity – not emotions – everything changed. I became a better CEO. Business increased rapidly, smooth and became more profitable. And I showed a level of calm and confidence that changed what others responded to me.
Now I guide with clarification, not chaos. And the difference is made by everyone around me – my team, our client, our partner and ourselves.
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