A private equity professional asked me, “Robin, I’ve observed that most leaders of private companies we evaluate don’t have a true confidant? Some don’t even have a board of directors. They’re missing objective outside insight and collaboration. They’re lonely too.” Great point! Let’s explore… 

This Week’s Edition

As the leader of the organization, who have you invited to be your co-pilot to keep you flying high?

Clarify Your Thinking

Screen writers seem to recognize that great stories require the hero have a co-pilot, someone to talk to, confide in, hash things out, offer new ideas and generally keep them grounded.

Maverick’s got Goose. Sherlock Holmes has Watson. Han Solo has Chewbacca. Woody’s got Buzz. 

In thinking about your great story as a leader, who’s your co-pilot?

A cliché leaders hear often is that it’s lonely at the top. There is no one to talk to, especially regarding the tough issues. Leaders in our coaching sessions routinely confess, “Robin, I just have no one else I can talk to about this stuff.” 

CEO’s claim the biggest issue they face is not having anyone to confide in. 

• 50% of CEOs experience loneliness

• 61% say loneliness hinders their performance

• 70% of first time CEOs say loneliness negatively affects their performance

In addition to loneliness, leaders get caught in the echo chamber of their own thinking. Their thoughts are rattling around in their heads, and they have no one to help them process. This leads to serious thinking issues:

• Confirmation Bias: Leaders think they are right and prove they are right by finding evidence to support their thinking.

• Negative Self-Appraisal Bias: The glass is half empty, leaders thinking the worst. With no one to counter their pessimism they may miss opportunities.

Old Thinking: I’ve got this. I’ve been doing it this way for years. I can manage being lonely. 

New Thinking: I need someone to process with, gain a wider perspective and get more info on the table. What am I not thinking of? 

Thoughts Lead to Actions

What’s the benefit of a co-pilot (a coach, mentor, chief of staff, etc…)? 

A co-pilot is your reliable support system. Someone you can lean on to think through things confidentially and without judgment.  Someone who’s got your back, your front and your side. 

CEOs who rely on a “co-pilot” report that:

• 71% were certain the company performance had improved

• 69% were making better decisions

• 76% were more capable of fulfilling stakeholder expectations

• 84% avoided costly mistakes and became more proficient in their role faster

How do you get a co-pilot?

1. Find a mentor. Someone who has been at the leadership game longer than you have. Ask them to be your mentor.

2. Establish a board of directors or an advisory board. A group of confidants who are enrolled to support your leadership, challenge you and widen your perspective.

3. Hire a coach. Someone whose sole mission is to help improve your leadership and push/coach you to achieve your vision. Even the coach needs a coach. I meet with mine weekly!

4. Appoint someone to be your Chief of Staff. Someone who can extend you strategically and be a sounding board inside the inner sanctum of your leadership thinking.

Even a headstrong maverick, still finds themselves saying, “Talk to me Goose.” We crave input from that confidential co-pilot. It makes flying a little less lonely.

Boost Your Performance

In this week’s video, find out who has benefitted from a co-pilot and the benefit that role brings to fulfilling your greatest professional vision. 

What’s Your Opinion?

Who’s your co-pilot? Share with me at: robin.pou@robinpou.com.

Don’t let doubt count you out. Have a confident week!

Robin Pou, Chief Advisor and Strategist

If this was helpful, feel free to share it with another leader who needs to defeat doubt and complete their confidence.

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What is “The Confident Leader”?

During the Covid-19 Pandemic, I began a video series called “Panic or Plan?” It was designed to equip leaders to navigate the doubt they experienced and to rise in the confidence they needed to lead during turbulent times. It took off. I then started this newsletter to equip leaders in the same fashion each week for the doubt that crashes across the bow of their leaderSHIP.