Professional development often focuses on improving yourself and your skills to help you advance in your career. The better you are at something and the more skills you have, the higher up the ladder you can climb. But no one really achieves perfection—not even leaders. Learning doesn’t stop once you become a boss. In fact, it’s even more important that you continue to learn as a leader if you want to grow, innovate and succeed as a business.
So what are some of the things you can learn? Here, 12 business leaders from the Rolling Stone Cultural Council discuss the things about themselves that they’ve had to work on improving over the years, and why it’s so important that other leaders do the same.
To follow my gut more
Despite many years of success, I still need to learn to follow my gut more. It’s okay to believe in others, like investors, mentors, colleagues or clients, but never more than yourself. Take moments to listen to your inner voice and follow your gut—less strategically, but more in the spirit of returning to your true instincts to regain inspiration, strengthening confidence and creativity. – Andy Hale, Hale & Monico
I delegate instead of doing everything myself
One thing I’ve had to work on improving over the years is my tendency to take too much on myself instead of delegating tasks effectively. From the beginning, I felt that being a strong leader meant being involved in every detail, but I realized that this led to burnout. Leaders must recognize that delegation builds trust and develops a stronger team. – Kristin Marquet, Marquet Media, LLC
To give yourself grace in moments of failure
No one is harder on themselves than themselves. If we can extend grace and gROW through negative experiences instead of going through them, then we allow a fluid attitude of strength in our victories and defeats. Grace is received when we are able to give it first. – Josiah Corbin, Elite Multimedia Productions
To focus on fewer opportunities, with higher impact
As a business leader, I have learned that “less is more.” Trying to grab every opportunity led to overstretching and diluted focus. Focusing on fewer high-impact initiatives yields better results than spreading scarce resources. It is essential to say “no” to good opportunities for great ones. This enables deeper engagement, clearer vision and more meaningful results in the areas that really matter. – Dylan Fusco, Camoti
To better communicate my long-term vision
I’ve had to work to take what I have in my brain and on my whiteboard and synthesize it for the benefit of the team. Historically, I did not know them in my long-term vision. This created short-term focuses that sometimes moved in a different direction from my overall vision. Having it up on the wall helps everyone create with that direction in mind. – Sam Saideman, Innovo Management
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To allow meaningful progress to take time
As a business leader, I have had to work on developing patience. I always want everything to move quickly – results, growth, innovation – but I realized that sometimes meaningful progress takes time. I’m still working on it though – as anyone who knows me will attest! – Francis Hellyer, tickadoo
To let other people’s ideas lead the way
When you’re passionate, it’s easy to assume that your path is the right path. But some of the greatest breakthroughs come from stepping back and letting others bring their ideas to the table. I had to learn to actively listen, collaborate, and sometimes change course based on input. It wasn’t easy to release that control, but it has made me a better leader. – Red Rodriguez, GRAV
To listen more and talk less
I have had to work on listening more and talking less. It is important because real knowledge and solutions often come from others. Leaders who listen foster better collaboration and make more informed decisions. – Jessica Billingsley, Sona Capital
To lead with a gentler, more empathetic hand
I have worked hard to evolve my leadership style as the macro conditions in which we work have changed dramatically. With a fully remote team, I no longer interpret hours spent in the office as indicators of productivity. I lead with a softer hand and meet employees where they are, as opposed to a slightly firmer approach when we were all together in the office. More empathy, less judgment. – Dan Giuliani, Volt Athletics
To prioritize the overall health of employees
For a long time, my focus was on productivity and business results. But over time, I’ve learned to improve and focus not only on my own emotional and mental well-being, but on that of every employee. Our company is only as healthy as the people within it, physically and mentally, and the same is true for every other business leader and their teams. Financial results improve with healthier and happier employees. – Jason Peterson, GoDigital Media Group
To better connect with different employee personalities
I have improved my communication skills and the way I relate to different personalities within our organization. I began studying the Enneagram and Myers-Briggs personality tests to improve company culture and overall company efficiency. If leaders don’t take the time to focus on communication, it will not only affect the culture, but it can also have negative consequences weeks, months and sometimes years down the line. – Matthew Forster, CMS Nashville
To become a coach and mentor
When we were young, our academic and athletic training taught us that we needed to improve ourselves mentally, physically, spiritually, and other qualities. This is because we were competing against others and wanted to stay ahead. But as I’ve grown and become more determined in my own success, I’ve found that I’ve had to transition to becoming more of a coach and mentor to others. – Zain Jaffer, Zain Jaffer Foundation