Leaders have an array of specific issues that the average person does not face.
We literally have different biology.
For the past 4 years, I’ve been working with Alex Giorgio, the founder of Type E Personality. He spent 20 years researching high performing CEOs, entertainers, scientists, and artists. In his research, he found that these high performing individuals, an estimated 5–10% of the population, have a much higher biological capacity to handle stress.
With our highly creative and adaptive psychology and ability to handle massive amounts of stress, we can take bigger risks and accept more mistakes.
But this comes with a price.
The truth is, gifted leaders have special needs.
In order to get those needs met, we have to be able to see them and communicate them. Many of us have been shamed for having these needs and been labeled as dyslexic or bi-polar, narcissistic, selfish, or even stupid and incapable. Depending on your relationship to the needs that you have, it can be an emotional hurdle just to admit them to ourselves.
We can’t get everything done by ourselves, things need to be delegated. For many of us, that can include our basic needs such as food, cleaning, and administration.
One of the needs I’ve observed in myself and my peer group is the need for collaboration, co-creation, and critical feedback from others who have a real understanding of the struggles we’re facing.
In my inner circle, we refer to this as “process support”.
Support for the creative process of building and optimizing organizations, families, or products is so important to any successful leader because we are always under heavy amounts of stress.
Real process support requires intimacy and honesty between yourself and your team. This can be really hard to come by because as alphas, we tend to isolate the deepest parts of ourselves in order to always be showing up for the needs of everyone around us and to maintain our position of authority.
When someone is heavily gifted at something, they are usually just as handicapped in something else.
Many mystic entrepreneurs are not strong delegators or organized managers.
Usually, entrepreneurs are polymaths, meaning we are very talented in a wide array of skills. We can, if it’s necessary, perform almost any function of operating our business ourselves if need be.
The thing that is absolutely impossible to do for ourselves, however, is mirroring.
We need partners in our evolution to self actualize as entrepreneurs and build a congruent, linear reputation as a leader in our space.
What are the ways you get process support from your team, your family, or your community? Do you do this intentionally on a regular basis or are you trying to do all the internal heavy lifting yourself?
I’d love to hear what your biggest challenges have been in creating intimacy as a leader, and how you struggle with them or have overcome them.