Want to be a CEO? Do not let ego determine your vision

Every interviewee looks at their boss with a hint of envy. Often that envy is also laced with, “What have you done to deserve this position?” Secretly, we all would like to be at the senior most position and undo every wrong that has been done in the company since its inception. 

As we rise through ranks, we are bestowed with more power. One thing that people respect, mostly in the corporate world, is powerful positions. People are ought to please you. They laugh at your silly jokes, even appreciate if you lack basic sense and put up with a lot more ego of yours than they possibly can. In that blindsiding wind, most managers develop a hidden enemy – ego, which becomes a package deal with growth in ranks.

A false sense of ego is a dangerous enemy for those who want the centre office on a higher floor. Managing ego and its battles are crucial and foremost for any CEO in the making. Ego, once nurtured well, will get you self-esteem but with unleashed cravings, it is pride, prejudice and lust for more power. Unfortunately, that is exactly where people lose control. 

First, see what an uncontrolled and inflated ego does for a person. It opens an individual up for manipulation of others. It also narrows vision as a team member and gives way to corrupt people to sideline you for their benefit. Somewhere, a person begins to believe that they control everything in the workplace and in the hindsight, people’s lives too. It reduces and slowly diminishes the ability to handle setbacks and criticisms. The biggest scary point about inflated ego is, one does not even realise when it is spreading inside your head and taking reins of thought process. 

Breaking free from this biased situation, opening self to others' perspectives and understanding personal failures is a win. Here are some tips to help you walk into high offices with head held high yet eyes and heart open. 

Powered Privileges: In 2007, Rishad Premji joined Wipro as business manager. Insiders mention that Rishad was clearly told if he did not prove himself, he may not be Ajim Premji’s successor and a possibility of outsider CEO could not be ruled out. Rishad sat with his peer-level people and rose through ranks eventually.

The perks given with higher positions are actually, at times, pure a massage to the ego. A separate, controlled entry elevator or even an executive assistant may not always be a help. Just filter out on what are real advantages and which are those perks that may alienate you to meet more people and be in touch with the ground reality. 

Say thanks often: No need to say sorry always when you have a failure at the workplace. But saying thank you and appreciating people for good show is sure to keep you in a good position in people’s mind. Gratitude is a powerful soul soother. It makes the team feel that they are noticed. Over a period of time, it also helps you develop a sense of gratitude and humility - two major ingredients each leader boasts of. 

Hire confident people: In my 26 years of career span, this one quality has overtaken everything. The world is full of talent but miserable action takers because they lack confidence. Organisational policy decisions go wrong, costing a lot of money because someone did not raise their voice when they could. If you are serious about CEO-ship, then learn to hire, develop and support people who are confident of speaking up. They may not agree with you always and that is first quality they should be hired for. 

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Misguided ego gives a false sense of arrival. Company-sponsored cars, big houses, five-star hotel stays and jet-setting lifestyle is blinding. It inculcates a feel that you are eternal. Truth is, you can become and remain a CEO based on how you lead people. The most volatile and ever-changing asset of humankind is the mind of a person. It changes in a fraction of a second. To safeguard against failing, manage people and keep your ego in check. Do not let it determine your vision. 

By: Rama Moondra

(The writer is strategic advisor and premium educator with Harvard Business Publishing)

This story first appeared in DNA Money: Do you have what it takes to be a CEO?