Against the headwinds, Leadership is a solo ride

Whether you’re riding single or in a group, you must take control of the journey. When going on a group ride, one person is designated as “Road Captain.” Your choices and actions have far-reaching ramifications.

A leader bears immense responsibility, not only for his or her own well-being, but also for the well-being of others around him or her. Simply put, you must “walk the walk,” “speak the talk,” and “do what you say you will do.” Part of your duty as a leader is to motivate those around you to push themselves – and, by extension, the company – to greater heights. To accomplish this, you must lead the way by example.

Pivoting and problem-solving are part of the job. Much like the book Thinking, Fast and Slow, you need to be able to think both fast and slow, instinctual and emotive and deliberate and rational. A leader needs a strong EQ in this area.

Leaders with a high Emotional Intelligence score have been demonstrated to be great. The idea is to avoid removing emotions from our decision-making process or striving for a robotic state of being. Instead, you must learn to manage your emotions in a constructive manner. This is more important than ever when dealing with crises or solving problems.

Consider your options when unexpected hurdles come in your path.

When it comes to motorcycle riding, riding switchbacks is one of the most exhilarating [white-knuckle] experiences. With each twist and turn, you’ll notice how the environment around you changes in surprising ways.

Switchbacks are an unavoidable part of leadership. A leader’s skill and agility to handle curves as they arise distinguishes him or her from the pack. Regardless of how many hours you’ve spent mapping and preparing, you won’t be able to foresee the outcome of your decisions.

The adrenaline rush that comes with handling the turns is a plus. It gives a natural high, a sense of accomplishment.

The current “winds” of business can have a significant impact on how much effort a company must put in to be successful. Market shifts such as the emergence of a new technology or the discovery of a new raw material can create a tailwind that companies can take advantage of (e.g., You Tube’s rapid rise was fueled by the democratisation of video-recording capabilities) — or they can threaten a company’s foundation, as when Kodak was blown away by how digital imaging transformed the use, value, and meaning of cameras and photography.

Headwinds and tailwinds are created by consumer trends.

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