Spending time on projects he does not consider trivial can make Mike crazy. Mike was an excellent leader, he turned every single one of his leadership and loyalty to the people he worked for and soon became a powerful leader under his guidance. He did very well, which is why it was too frustrating for him to waste his time.
This is not to say that his success is based on efficiency. In fact, he is not particularly efficient. His success is based on the target.
Mike is very good at seizing the opportunity. He takes note of and perseveres in the pursuit of unique opportunities that give the company tremendous victories or strategic advantages.
Spending time outside of his special talents, I am afraid will give Mike a double blow.
One thing he is doing is that he has to spend his time on something he does not excel at.
The two about fighting is about what he did not do: look for a unique opportunity to gain a big victory or strategic advantage. These opportunities are infrequent and may be missed. When Mike had this opinion, he felt very fortunate. If he is distracted, he worries that this insight will pass him.
I work with many chief executives and members of the leadership team. My experience is that Mike is not an exception; he’s the norm.
Most leaders – in fact, the most successful people – succeed with a very narrow but important and unusual skill.
We may be good at a lot of things, but we have only a handful of people who are really great. Being a chief executive has not changed that.
This is why Mike, like many of us, has a sense of desperation that is strengthened beyond its own advantages. We should all. Otherwise, we will fall into mediocrity, and we ourselves or our organization will not do anything well.
But deeper than this. People who are good at something often do not know where their greatness comes from. They have a feeling that it is bigger than them. In this sense, the magic is short-lived, and if it distracts it disappears. This fear is legal.
You have gifts that make you special. If you’re distracted – even if the board is asking you to be distracted – you and them will regret it.
So how can you avoid distraction? Realize what makes you special. Mike leads the race; he already knows where he is exceptional. Whether you are openly admitted or not, you can do the same. Surprisingly, however, most people tend to avoid their sweet spots. Emphasize their own merits feel too arrogant, exposing their weaknesses feel too fragile, standing in the crowd feel too precarious, focused on their passion feeling too indulgent. However, avoiding your greatness can not help you or work with you. Instead, clearly determine where your sweet spot goes.
Protect your time.
Mike needs to make sure he spends most of his time leveraging his narrow special skills. You too. Unfortunately, this is rare. Over 22,000 people conducted a distraction test, 73% agreed or strongly agreed that they did not spend enough time working at their sweet spot and doing what they really enjoyed. This is a waste of time and talent.
Great leaders stay focused. It may look like a senior because they lead a large group of organizations that need to excel in a variety of functions and disciplines. but it is not the truth.
In general, their success is tied to very narrow things. For the most successful, especially good. They protect their best position by ensuring that other senior officers (those with great gifts in different fields) gain their leadership role. Use your own narrow, extraordinary talent.
When Mike asked my opinion, I told him to do everything possible to get away from those projects that pulled him out of his best position.
I remind Mike: “It is your signature to see opportunities that give you great victories or strategic advantages.” “What makes you such a valuable asset to your business is that projects that keep you away may or may not waste time, but apparently this is a waste of your time.”