On the mind.

I’ve mentioned a couple of times in my newsletters that I interview people and often share the questions I ask.

This time, I’m turning the tables on myself by answering one of the top questions potential hires ask me:

“What kind of leader are you?”

It’s a great question, but for the longest time, I wasn’t fully satisfied with my answer. That’s because I never analyzed myself with this exact questions. I simply operated each day as who I was, without much thought about categorizing my leadership style. Recently though, I’ve honed in on what kind of leader I am. It’s important for me to know and of course, for our entire team to understand.

Before I dive in, I prefer the word "operator" over "leader" or "boss." I don’t really see myself as either, and “boss” is one of my least favorite words to be called. It’s not that it offends me; I just don’t see myself as a “boss”. So, what kind of operator am I, and what’s it like to work with me?

From my perspective, here’s a quick-hit list of what it’s like to work with me:

• Clear vision. I always ask and make sure our team knows what we’re doing now and what we’re working towards in the years to come.

• I question to learn. I thrive on inquiry-based learning and may even ask questions I don’t personally believe in, just to learn more or see how someone responds.

• It can take me time to understand a concept. My brain wants to grasp all angles, and it doesn’t always click immediately.

• Tunnel vision. I completely operate in tunnel vision and cannot multitask for the life of me.

• Autonomy. I like to set high-level goals and let my team figure out the rest. I believe teams perform better when they are empowered to own their work without someone looking over their shoulder. Plus, I just think it’s a better way to live life: have fun and take ownership of your work.

• Collective decision making. I gather information and get feedback from my entire team before making a decision. I’ll even give my team the chance to prove me wrong if I disagree.

• I operate with pure integrity. Open and honest communication is the only way.

• I overcommunicate. I might write or say the same point twice in one statement.

• I’m direct, with respect. The respect part took me years to learn, and I’m still perfecting it.

• I look for people to come to me for questions and help—not the other way around. I typically only jump in when I see or hear about problems. I support through leadership calls and meaningful one-on-ones.

• I’m stubborn. I know it. And while being stubborn has its weaknesses (and can be frustrating for my team), I believe any argument just needs to be highly thought out and convincing. You can’t move me easily, and I think this kind of operator is more powerful than one who is easily swayed.

• I embrace change. Change is growth, and growth is how you get better. I’m okay with saying one thing last month and feeling differently about it the next. “Stagnation is something worse than death.”

I’m the kind of operator who tries to empower my team, give them high-level objectives, and let them figure out the rest. I set the vision, ensure it’s clear, and continue to support through group leadership calls and one-on-ones.

This is my personal brain dump. Over the years, I’ve asked my teammates what their favorite thing about working with me is. The biggest feedback I continue to get is that they love the freedom they have when working with me. They appreciate the autonomy in their roles and feel empowered in what they do.

Weekly moments.

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The Weekly is a newsletter that goes out each week written by Greg Bellinger, currently building and CEO of White Rabbit Group and The Labs.

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