The views expressed by Entrepreneur contributors are their own.
Growing up, I often heard the motto “work hard.” My parents believed that skilled success was achieved by demonstrating unwavering commitment to whatever organization or company I used to be fortunate enough to work for. I used to be often told that I’d rise to the top by putting in long hours and doing whatever was asked of me.
When I became COO at age 36, my parents were proud, but they’d a hard time understanding that my work ethic wasn’t what got me there. Instead, I attribute my profession success to a series of choices I started to make consistently years earlier. If you’re looking to change your profession, here are 4 ways to get began, especially if you’re already in management and want to turn out to be a senior leader or executive.
1. Don’t do what you may delegate to others.
Early in my profession, I used to be hesitant to delegate difficult tasks because I used to be a perfectionist. I wanted things done well (and quickly), and if I couldn’t immediately discover someone who would do a demanding job thoroughly and quickly, I’d simply do it myself.
It was a colossal mistake. It meant the people around me weren’t getting stronger and higher. It meant I wasn’t developing and growing my team into something more. It meant I didn’t have a real bench or succession plan. Ultimately, it meant I used to be more of a manager than a real leader.
At some point I noticed that leadership is not about We we are able to do; it’s about what we may help with others do—so I made a change. I ended prioritizing efficiency and began prioritizing effectiveness. I ended prioritizing how well and quickly the work got done and began prioritizing opportunities that will stretch and challenge everyone around me (in a great way). When I did that, all the things modified. I built a popularity not only for nurturing top talent, but also for being willing to give that talent up so they might pursue latest and exciting opportunities elsewhere in the organization. When I did that, I simply nurtured more talent. That turned out to be very precious.
2. Be 110% direct and honest
When I first became a manager, I often sugarcoated the truth. With my employees, I used to be terrified that if I used to be too hard, they might talk behind my back, lose commitment, and still not get results. With my boss, I often held back when I disagreed because I didn’t want to (*4*) or be seen as a naysayer.
Later, I noticed that I became a leader because my own insights and observations were considered highly precious. I wasn’t living up to my potential or the role I used to be hired for, holding myself back, trying to be “nice” or “play well” with others in the sandbox. Instead, I used to be there to help the organization turn out to be higher. That meant I had to develop and grow others. That also meant I had to challenge convention and the establishment—so I became braver and began (respectfully) saying so Exactly as I saw it. I made a decision to be honest in every situation. When I did that, I developed a popularity for being transparent, authentic, and able to resolve conflicts. It turned out that it was mandatory.
3. Set boundaries and say no
When I began in corporate America, I used to be a pleaser and worked hard to say yes to everyone and all the things. At some point, I noticed that this was draining my time and my self-esteem. I couldn’t take on special projects or develop my own vision because I used to be always developing the vision of others. Constantly saying yes to everyone else kept me reactive as a substitute of proactive and prevented me from truly standing for something.
Stephen Covey apparently wrote this in his book The (*36*) Habits of Highly Effective People“To act or be acted upon.” At some point, I began planning my days and weeks in advance, taking into account the activities I had to perform. AND considered most vital. This allowed me to address future requests from others from a position of strength. If others asked me if I could help them, I’d first check my calendar and only say yes if my other competing priorities could accommodate it. I’d politely say that it was not that I didn’t to want to help them; I simply had other things on my mind that were more urgent and planned ahead. This allowed me to act and lead in the way I actually wanted to. In short, it allowed me to present my true self. Ultimately, it got me noticed.
4. Anticipate change and be ready for it
As a child, I used to be taught to have a great respect for authority. At some point, I noticed that I saw myself as nothing greater than an worker or deputy to my boss whose sole responsibility was to follow orders from above—so I started to think of myself more as a partner or ally to my boss.
Instead of waiting for someone to ask me to do the next big “thing,” I worked hard to understand the business and the environment enough to anticipate what the next big “thing” is likely to be. I built solutions around my predictions, asked my boss for time on his calendar, and pushed them on my ideas. I asked for permission to experiment and make some changes. Then I’d execute my vision and come back with a report on my findings. Sometimes this led to broader changes that affected greater than just my department. This earned me a popularity for agility and flexibility. Because many organizations focus on change, this skill is often valued. It later provided me with opportunities to launch or pilot latest initiatives, and this experience proved incredibly precious.
In all of those examples, the key was to focus less on “fitting in” and more on “standing out.” It’s amazing how many of us might be perceived as senior leaders when we simply start acting like senior leaders. Instead of waiting to be “asked” to do something, be proactive and determine how to get involved first. While sometimes scary, taking these risks often helps you stand out.