Who's The Boss?
Transforming yourself into the boss
Many CEO qualities are a given for BIZ Experiencess, liketenacity,self-confidence and continuous improvement of your skills,but your appearancemay still scream "first year inbusiness" rather than "seasoned CEO." So how doyoutransform yourself into a powerful CEO? Develop the traits below,says D.A.Benton, author of Secrets of a CEO Coach: Your PersonalTraining Guide toThinking Like a Leader and Acting Like a CEO(McGraw-Hill, $21.95,800-338-3987), and practice, practice,practice--even if it's just on yourneighbor while handing outyour first business card.
Think before you speak. "Because you're theboss, you can pretty much door say what you want," Bentonexplains, "so it's very important that you slowdown fromday one. Think of the ramifications, the effect you want, andthenchoose your words wisely."
Be a bit theatrical. When you enter a room, you wantpeople to notice."As you start getting customers andinvestors, and the media begins to look atyou, you'd better beable to look and act like a leader," Benton says. Sheadvisesyou to pause after walking into a room to nonverballyannounce,´I'm here.' When you shake hands, hold thegrip for two seconds longerthan you normally would.
Strive for modesty in public. You can be theatrical andtalk about youraccomplishments with pride, but don't forget tomention the people who helpedyou get where you are. Give creditwhere credit is due--to your partners,family, friends, employees,customers, investors and mentors.
Become a storyteller. Whether you're relating yourlatest accomplishmentto a group of colleagues, explaining yourbusiness plan to venture capitalists,or publicizing yourcutting-edge product to a journalist, you need to tell yourstorywith clarity and succinctness. "The best way [to talk aboutyour productor service] is to tell a story, paint a picture, givean analogy," says Benton."[The story] should be thesituation you faced, what you did and whatresulted."
Excel at your job and be willing to lead. Mostentrepreneurs are good atwhat they do--it's a requirement forsuccess--but they may not know how to beleaders. "You have tolearn how to get along with people, affect people, sell,influence,persuade," Benton says. "[A start-up's] employeesoften aren't paidmuch, but they're there because they lovethe idea and they're invested in itemotionally. They'dbetter feel you're supporting them and giving themcredit."
