So, quite literally, emotional fortitude is a requirement to maintain your competitive advantage and win in any walk of life. Each person on the team must have the fortitude and ability to take ownership of the customer relationship.
Emotional fortitude means you must be open to criticism from your coach, your employees, and your customers. Peter Drucker suggests that every leader engage in feedback analysis. “Every time you make a decision, write down what you expect will happen. Nine or 12 months later, compare the results with what you expected,” he says.
You should also be getting feedback from your employees, peers and customers. The more feedback you get, the better a leader you will be.
How do you know if you’re self-aware? How easy was it for you to list your failures and weaknesses? When was the last time you got criticism from your coach and acted on it? When was the last time you were criticized by your direct reports? If you have the emotional fortitude to open yourself up to criticism and to truly hear and act on it, you will gain self-awareness.
So, if you haven’t done a 360 review, why not?
In my family, we have a set of standards; we call them the “Lindberg Family Values.” They comprise the following:
I encourage you to have a similar list for yourself, both personally and professionally. Of course, there should be a high degree of crossover between the two, but your professional values should focus on the work and results you intend to deliver.
Some core behaviors that are essential in any successful group of people include:
These values are summed up in our Global Growth Code of Conduct:
At whatever stage you are in your career, it is important to regularly ask yourself the following questions. You might not tick all the boxes every time (remember, it’s important to fail often), but keeping these challenges in your sights helps you stay on track and keeps you close to reality.