There are many reasons why business magnate Jeff Bezos, among others who have come before him, has become a widely known name that’s synonymous with success. One of them is the notoriously high standards he sets and expects of his employees, which supporters say paves the way for employees to outperform their own expectations.
Whether it’s his obsession with speed – routinely asking workers to complete tasks in about one-third of the time most competent people would be able to, or his almost prophetic wisdom in ignoring the wrong advice, the entrepreneur possesses an edge that has paved the way for the immense success he has built through Amazon. But what qualities constitute having that edge? We’ve done some digging – here’s what we think.
Many make it to the top taking the conventional route – University, followed by work experience, and working their way up the career ladder. But having an alternative background, such as qualifications unrelated to the field or work experience that contributed to self-development and not just professional growth, is considered an asset.
Until women and individuals of varying ethnicities start diversifying boards and occupying more leadership roles, then being so inherently makes one different to the majority of (male) business leaders, bringing fresh perspectives to the table that make them naturally stand out.
Be it strong family roots or a deep connection to one’s birthplace, owning one’s identity gives perspective and keeps one humble, finding peace in the knowledge that success starting from nothing and it took facing lots of adversity to make it.
Throughout one’s teens and early twenties, hard work may take second place to fun and personal adventure. But some of the greatest entrepreneurs started young – Bill Gates wrote his first software programme aged 13. Having discipline means being able to be hyper focused on a goal – a valuable trait indeed.
In today’s world, being agile and making data-driven decisions are must-have qualities for any business leader.
Business leaders tend to focus too much on short-term objectives rather than long term ambitions.
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