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There is an X-Factor in becoming a successful founder.

There is an X-Factor in becoming a successful founder.

Whether it’s a brand-new start-up, an emerging small business, or a mid-sized company on the way up, this X-factor is usually there, hiding in plain sight.

Successful founders already see themselves leading a bigger business.

This mindset plays a critical role in their capacity to handle challenges and opportunities. 

When you change your thinking from, “This may be possible” to “How do I accomplish it?” your mind immediately begins to work on finding a way to accomplish your mission.

Over the years, I’ve found that successful people exercise a pattern of thinking as though they are already in charge of a bigger business.  It changes their daily thought process, how they approach their role as a leader and how they view responsibility.

It plays a vital role in their capacity to handle challenges and pursue the right opportunities — as well as rebound and learn from setbacks.

Make no mistake: that doesn’t mean simply daydreaming of overnight success or imagining themselves into outsized premises, but practical day-to-day application of the habits that drive larger results.

It’s the consistent application of a growth mindset, and the habits to support it, that drives their progress and builds these businesses.

Thinking like a leader of a bigger business encourages investment in hiring, developing the right people and team structures, and committing to a program of continual professional development. 

Investing in people beyond the immediate on-the-job training takes a future view of their growth and ability to make positive contributions down the track.

And carrying that vision into your organisation attracts, inspires and motivates stronger teams, improves retention, and is often the difference between scaling or getting stuck in the weeds.

If you’re still trying to do everything yourself, you’re thinking too small.  

It’s one thing to keep a tight rein on quality and output, and another to be constantly working late nights while taking on more than you can handle.

Thinking like a bigger business owner requires you to investigate economies of scale, to look for efficiencies and opportunities to smartly outsource. 

Relinquishing the micro-level of control required by very small businesses, allows you to expand your capacity for growth.

Building systems, delegating, surrounding yourself with an all-star team and carving out time to work on your business, puts you on the right track. 

Which scenario resonates most with you?

I’d love to hear your thoughts.