As a CXO, you are at a level where you have tough contenders and practical challenges. What could separate you from the rest? Here are a few tips I learnt on the battlefield, beyond the book.
You Never Recruit an Employee. You Always Choose a Team Member
There is a fine line between treating your colleagues as your employees and having them as your team members. When recruiting, you must ensure that candidates fit your organisation’s culture, can work in tandem, watch each other’s backs, and complement each other’s skill sets. Give your team a single purpose, set the do’s and don’ts, and let them be on their own. Yes, they’ll make mistakes, but, as a CXO, you should allow and defend them. Without mistakes, your team members cannot take ownership and make the next big move.
Give Your Team a Purpose
One of the most important things I’ve learnt is that people live and die for a purpose. Purpose drives stronger than any monetary rewards. It brings the team together, makes it cohesive, and gives members a sense of ‘ownership’.
At smaller organisations and newer ventures, visions and missions may seem neither relevant nor necessary. But that is wrong. At sindabad.com, for instance, we first wanted to disrupt the supply chain of tail-end purchases at business houses. Later, we pivoted towards taking this disruption to grocery levels, wanting to make sure more and more retailers were enabled and empowered out of the shackles of wholesalers and middlemen. This very purpose of disrupting the supply chain led the team into a single, clear journey. When we saw the number of retailers increase or launch into new territory or win against the competition, the team would roar in victory.
Managing the Board Is Crucial
The board is the one that appoints the CXO, and it expects that interests are aligned. That is why managing the board is crucial for a CXO. It is not easy. You need to understand the underlying connections between various board members and find a balance between the customer preferences of your company, your CEO’s and management’s agenda and the board’s interests. Sadly, there is no one-size-fits-all solution. Some boards will ask for micro-updates, some will ask for updates on soft issues, and some might even ask for social updates.
A few things that worked for me – put your honest efforts into ensuring what is best for the customers and the company and create a buy-in for your plan of action. While doing so, make sure it doesn’t hurt any board member’s agenda, and finally, keep the board informed through periodic meetings, WhatsApp groups and one-to-one chats at least once a week. Listen to their feedback, and circle back to them once you’ve complied, or decided not to, if there’s a logical reason for it.
Continuous Learning
Looking back at my more than 15 years of experience as a CXO and an entrepreneur, I see that I have continuously evolved. Continuous learning has given me the strength of presence across 11 industries, 8 functional areas and a wealth of experience.
When I joined a healthcare startup as a senior advisor, for instance, I needed to learn biochemistry, refresh my knowledge of biology, and most importantly, adapt to how doctors treat health workers or marketers; vis-a-vis patients. Learning things fast helps you stay ahead of the curve.
Becoming digital-adaptive is a large part of this continuous learning. CXOs can spearhead digital transformations within their companies if they are tech-adaptive. If you don’t understand technology, bring someone who does into the team and keep them close to you to help demystify it for you.
Walk that Talk
Talking tall but not standing up to your words is damaging. This might not only lose your credibility but also dampen the spirit and culture within your team. You need to be honest in walking that talk. I have seen foreign CXOs riding a three-wheeler to a remote place in Keraniganj just to understand the local SME market before preaching about it to the sales team. I myself have owned up to my mistakes many times, have driven the delivery van during COVID-19 lockdowns, and sat for iftar at my warehouse. Remember, your actions will eventually speak louder than your words.
The Value of Mentorship
We are human beings; we are not flawless, not all-knowing. There are moments when we need someone to go to. That is when you need mentors. Think of mentors as your board of advisors. I have been fortunate to have a number of mentors throughout my life – from bosses and ex-bosses to founders in the industry, to my dearest friends and family members. While it won’t be the same for you it is necessary to have a mentor to whom you can submit yourself, open up, and seek feedback.
On a side note: as a C-suite executive myself, seeing how much mentorships have helped me, I have been mentoring a few leaders as I plan to pay it forward and help others achieve their goals.
Leave a Legacy
A CXO is a large role. You have great power and you should deploy that power to initiate and accomplish a difference that is large in scale and with a long-term impact. This could be an annual award program, a CSR initiative, a change in performance evaluation that brings a fundamental approach to happiness among employees, or a new initiative that brings more customers into the benefit net. Do something that is revered and remembered even when you are not there.
Remember, you are never too small to make a difference. Best of luck!
Zeeshan Kingshuk Huq is an eCommerce founder, CXO, and Career Coach. He can be reached at zeeshan.huq@gmail.com
