The Diary of a CEO: The 33 Laws of Business and Life

Great leaders are fluid, flexible, and full of fluctuation. They are whatever shape they need to be, to complete your motivation.

For us as leaders, to become the complementary puzzle piece for each member of our team, we must be as inconsistent, emotionally variable and fluctuating as the people in our teams are.

To my surprise, every Manchester United player I’ve spoken to and interviewed said Sir Alex Ferguson didn’t care about tactics, strategies and formations. He cared primarily about getting the best out of each individual, the team’s culture and their attitude; he didn’t want them ever to become complacent.

The most professionally rewarding feeling in the world is a sense of forward motion.

He understood people. He wouldn’t treat two players the same. Blanket treatment isn’t the best way to treat a team. Everyone’s different, everyone takes advice differently. Everyone takes criticism differently. And that’s why the leader or manager needs to know the individuals. This was one of Sir Alex Ferguson’s greatest traits. He knew everything

In all my companies over the last ten years, one of the most valuable things we’ve done is put systems in place that make sure that every team member, in every department, feels the meaningful impact the work is having on the world. In one company we have an internal workplace channel called ‘Impact’, which is dedicated to sharing powerful stories,

To solve problems, encourage and celebrate small wins. This provides continuous forward momentum, which creates an atmosphere of success and a positive sense that a team is moving towards their bigger goals. Employees are most motivated when they are engaged with the work that they’re doing, and feel like they are making a difference.

CREATING MEANING

‘Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?’