Last night I had dinner with Don Buler, former CEO of EqualLogic, which rose from a small tech start-up in New Hampshire to the largest cash acquisition ever a few years ago–$1.4b from Dell.
Buler is a fascinating guy, with lots of stories about management, dealing with investors, challenging large competitors. But what struck me most was his emphasis on self-awareness, both in himself and his employees. He mentioned that in his case, he was very clear on his strengths and also his weaknesses.
I think this ability to be self-aware is extremely valuable, yet it takes work to cultivate. Many MBAs (and Tuck is not alone in this) probably think that with brains and hardwork they can get anything done. While this is true, once you start scaling a business it becomes essential to delegate, figure out what you do best, and leverage the team as a whole. To do this requires a critical eye towards yourself.
And this is quite hard to do. How do you know you don’t like something, or aren’t good at it, until you try? Buler talked about the many endeavors he’s had–both in the profit and nonprofit world–and I think what makes him self-aware, and a good leader, is that he quickly realized when something wasn’t a good fit. Note he didn’t not try something and make an opinion based on assumptions. He went out there, gave it a go, but quickly recognized what he did and did not enjoy doing. Rather than try to mould himself to fit the box, he found another one–or in the case of working with start-ups, he helped create a new box to play in.
As a student at Tuck, the opportunity to meet with CEOs on a regular basis provides a solid basis for analyzing yourself. Every executive–every person for that matter–has their own style, interests, passions, and point of view. By interacting on a daily basis with a wide variety of executives, it helps all of us narrow in on what we’re passionate about, what we’re good at, and determine what areas we’re always going to need a team to help us achieve.
Read the full article: On Self-Awareness