Do you have your “Game Face” on?
Many CEOs feel a need to present a brave front. To have their ‘game face’ on. Especially during challenging times.
The thinking is that they need to shield their staff from the harsh reality. Perhaps a senior exec is about to leave. Perhaps fundraising isn’t going well and runway is getting tight. Whatever the reason, the CEO feels that she needs to shoulder this herself.
There are several problems with this approach. For one, it places a tremendous burden on the leader. Being CEO of a high growth company is hard enough when things are going well. It is a lonely, demanding and all-consuming role. Add to that, the isolating and heavy burden of not being able to show how you really feel and you might do yourself real damage.
Also, venture-backed startups tend to be populated by very smart people. They KNOW when something’s up. They can smell it. By not being open, you actually lower trust and have a negative impact on culture (in addition to adding massively to your own stress).
The day after my ex and I agreed to separate last year I told my entire team. I told them because I didn’t want the burden of having to fake like things were normal. I wanted the freedom to behave differently. If I needed to come in late because I didn’t sleep well the night before or I just wanted time to think, I didn’t want to have to make up a reason for it.
I knew the team could handle it. And it was freeing to just be honest.
Perhaps you are worried that if you tell your team members how bad things really are that they will leave. A legitimate concern in a competitive labour market full of well-funded companies.
My belief is that by being totally honest about the good, the bad and the ugly, the increase in trust more than makes up for the risk. Yes, some people will leave. Those that remain will be more bought in, more dedicated than they would otherwise have been.
A beautiful illustration of the power of true transparency is Buffer. They are as transparent as it comes. They publish their results every month. They share their salaries and their roadmap. Despite not being on the venture treadmill and raising more and more capital, their Glassdoor ratings are high with an 84% approval rating.
If you work at Buffer, you have no uncertainty. No fears or ‘what if’s. You know how the business is doing. You know what is on the CEO’s mind.
So get rid of your game face. It isn’t serving you. And it isn’t serving your team. Be open and authentic. It will free you and bring your team closer together.
Questions to consider
Am I open with my team about what is on my mind?
If not, what impact is this having on me?
What would happen if I opened up and shared? What are the risks? What are the potential advantages?
Do I think culture and performance would be enhanced if I opened up?
Do I think my energy and performance would increase if I opened up?
Photo by Chris Rhoads on Unsplash