According to the Psychology Today blog post, “What is Intuition and How to Use It”, Intuition is a person’s innate response/behavior.  It is their “gut feeling”—ora hunch—that arises almost immediately in either mind or body (or both). The more a leader pays attention to this sensation, the more self-aware and, ultimately, self-managed they will be.  According to Cholle, a familiarity and comfort with acting intuitively will help to bridge“the gap between the conscious and nonconscious parts of our mind, and also between instinct and reason.” 

Ultimately, leaders need to practice leveraging both reason and instinct to make fast and effective decisions. Some leaders are afraid to “go with their gut,” however, leaders do not need to let go of logic and reason to benefit from intuition. Successful leaders learn to embrace both.High-performing CEOs acknowledge that forging ahead without all the information means that mistakes will be made, but they have the ability to course-correct when necessary.

Remember, even amidst ambiguity, unfamiliar places and incomplete information, high performing CEOs are still able to make decisions. According to The CEO Genome Project, “decisive” CEOs were 12 times more likely to be “high performing.” Only 1/3^rd of CEOs studied lost their jobs because they made poor decisions; the remaining 2/3^rdlost positions due to being indecisive. 

No matter what your business, if you are a leader, you are in the people business.  Successful CEOs know how to and the importance of building a power-house team. Believe it or not, team building is not about investing energy into being liked. This statement may seem like a contradiction to the idea of being in the “people business,” but successful CEOs simply know being liked is not their top priority.

Additionally, successful CEOs know how to leverage people’s strengths and put the right players in the right places, because being a strong CEO is not just about having the strongest work ethic within the organization. According to The CEO Gnome Project, 100% of low-performing CEOs scored high on work ethic, but a successful leader cannot individually work themselves into that success… it takes a tribe!Research recognizes that getting the right people into the right places quickly and efficiently seems to be key to effective team building, (HBR, What Sets A Successful CEO Apart), so choose the right talent, put them in the right places, then let them do their jobs. Steve Jobs may have said it best: “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”

Below are 9 additional tips for a CEO to take into consideration when empowering their team:

• • Take the time to understand how others tick
  • Listen
  • Inspire
  • Leverage other’s strengths
  • Get buy-in
  • Create loyalty
  • Embrace conflict
  • It is not always a democracy
  • Hold people accountable

Reliability and consistency are vital elements to build trust, and, according to Patrick Lencioni, the author of The Five Dysfunctions of a Team, trust is the foundation of a high-performance team. The CEO Genome Project noted that 94% of high performing CEOs scored high on consistency and follow-through on their commitments. 

Consistency is demonstrated not only through meeting tangible commitments, but also through being emotionally self-aware and self-managed. This means knowing your strengths, challenges, what drains you, and what energizes you. 

Self-awareness is a conscious knowledge of your own character, feelings, motives, desires, your strengths and your weaknesses. A leader can grow their self-awareness both formally and informally.  Different approaches such as a 360 Feedback tool, human behavior assessments, and coaching are meaningful, formal options to become more self-aware.

    Seeking out feedback, individual self-reflection and journaling are more informal ways to grow your self-awareness. Self-management, on the other hand, is putting into practice the management of physical and emotional self and your work based upon what you have learned through self-awareness. 

One thing is certain: the more we learn, the more we realize what we do not know.  It is great to have the natural ability or skill, and it is another thing to match that ability with learning.

About 30 years ago, Dr. Carol Dweck (Lewis and Virginia Eaton Professor of Psychology at Stanford University) and some of her colleagues began to study students’ attitudes regarding failure. From their research, they learned some students were able to rebound after failure, yet other students became “devastated by even the smallest setbacks” (https://www.mindsetworks.com/science/). After much research from thousands of children, Dr. Dweck authored the terms “fixed mindset” and “growth mindset” to describe “the underlying beliefs people have about learning and intelligence” (https://www.mindsetworks.com/science/).

Dr. Dweck learned that when a student believed they could learn, grow and “get smarter” they would take more effort to do so and put in the additional time to make it happen. This led to higher levels of achievement in these students. The same is true for successful CEOs.  Those who embrace a growth mindset (even in the midst of what may initially be called “failure”) will also move to higher levels of achievement, just as the students did. CEOs who embrace learning and a growth mindset can “sense the need for change earlier and make strategic moves to take advantage of it (HBR, What Sets Successful CEOs Apart, 2017).

Unfortunately, organizational and planning skills are not the most exciting topics; however, these skills are quite valuable for the CEO to achieve success. Fortunately, there are a variety of tools, resources and technology to aid all leaders especially those who do not have a natural talent for structure. 

When a CEO practices organization, they understand and stay focused on what is most important – rather than spreading themselves too thin. Organization allows the CEO’s mind to be free to focus on the bigger picture.