Ravin Gandhi is a successful CEO who sold his company to a multibillion-dollar Japanese conglomerate.
Over the years, many prospective CEOs have confided in me about what scares them, and I always find that by looking at these fears in a new light, you can defang them. Below are the most common fears I hear about, and ways to transform them into advantages:It was terrifying to look at the entrenched competition when I started GMM, because a few of the players were multibillion-dollar behemoths with thousands of employees.
After a few years this client became fairly profitable for us, even though GMM's prices are still significantly lower than our rivals. Low margins can be your friend if you have a credible path to increasing them in ways that do not affect your quality.In order to scale, you will need a superstar team, but these types of employees are usually quite pricey. Many entrepreneurs are frightened to invest in sales and technical talent who can bring in large accounts.
like "Sorry, you lost the account for XYZ reason," or "We are calling in the loan immediately," or "I quit, and have accepted a job with the competition." I stare at that, and if I am willing to suffer that consequence, I move forward with the calculated risk. By embracing uncertainty, you will become naturally confident because you realize that nobody has all the answers, and decisiveness usually wins.
'Yet people seem to listen, because optimism is gasoline for leadership — without it, you are going absolutely nowhere. Do not be afraid to believe that things will work out, because if you work your tail off your chances of success skyrocket.'
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