I have this habit to wonder if there’s something wrong with me. Perhaps I’ve spent too much time alone in running the business in its first few years. As a young entrepreneur, my ego was fed with the idea of having a business of my own. The unwelcome, small voice of my subconscious whispers that I am the man and I made it but in reality, I have not.
Back then when I was managing the company in full speed and full control, I set my perks and spent things that benefit my needs and not the company. I was doing it without carefully assessing the performance of the business.
I wonder, maybe this ego was one of the major reasons why I failed several times. That ego blocked my creativity. I was too full of myself and the know-it-all. I don’t show it though but deep inside I know.
But the failures showed me the way. They shook my head so I gathered my wits. The thing is, these are impulses. You have to have a strong sense of being emotionally mindful with massive actions to stay humble and be creative.
It was 2011 when I welcomed the idea that for me to be able to grow, I need a high-performing team.
I need to let go of the big ego so I can perform and be creative.
I have to go back as a student and be willing to learn.
I then welcomed a partner to help me out in sales. A met a guy in his 60s, a little aggressive and big-headed but he makes sense. I learned a lot from him, especially in a sales negotiation.
With him, we were able to grow our revenue by 100% year-on-year. We were the A-Team in sales. But I had to allow myself to be in his wing, follow his calendar, be his driver and enable him to dictate the pace in sales. I even titled him as the Managing Director of the company. I forget entitlement.
By 2015 when I allowed the company to try one more notch of a challenge. I met a foreign angel investor that I have always been grateful for. I used the investment to grow further in sales and product. But one of the major moves that I made was to hire a CFO.
I had to let go of a big chunk of ego again by allowing an outsider to manage and control the expenses. I had to place the company’s mission above me. I let go of the perks as I was questioned with almost every business decision that I make. I knew I have to empower them and be professional.
It’s not about me anymore, it is about the company, its clients and its employees.
The growth momentum becomes inevitable that eventually, we hired a COO, department managers, and groomed team leaders. I even gave up my own office at one time to accommodate them.
Accountability as a leader becomes higher that I need to keep my own KPI and find myself responsible for transferring my knowledge to the team.
To this day, I keep myself in check of my ego on my actions and every communication that I do to our team and our clients. Because if not, then the ego narrows vision, makes us vulnerable and corrupts our behavior.
Strengthen your self-esteem and stay humble.