The Learning Curve in Becoming a CEO Explained
Do you have what it takes to be a CEO?
While Kyle’s learning curve was steep, his life is littered with businesses and ideas that challenged him to work harder and contribute more to the world around him.
I absolutely love people that choose the route of entrepreneurialism or business ownership. This professional route has always been something that has fascinated me to my core. The idea that you can control your financial outcome with a business that you own is incredible.
In fact, for me, that inspiration started when I was 13 years old. I started mowing grass as a kid, and I realized that the more yards I mowed and the harder I worked, the more money I made, which has always appealed to me.
Eventually, that small job ended up growing into a massive lawn maintenance company. Then, I started an auctioning company and received my auctioneer’s license, which helped pay for my first year of college. Later, I got into real estate.
The more you serve, the more you give, and the more value you create, the more you are rewarded for your efforts.
I remember when I started my software company in 1997. I had just hired one developer, and he and I sat in a little office in a marginal part of town. We started cranking out code and figuring out how we were going to design my dream. At the time, I had never really thought of myself as a CEO. It was not really a dream of mine. The first time I made a business card and put the word ‘CEO’ on it, I thought, “What does a CEO do exactly?” You do not just have an idea, hire some people, and run a company.
It was quite a learning process.
As that company grew, we ended up having around 60 employees in a 14,000 square foot office while serving thousands of customers around the world. I realized that the leadership of the CEO is much more complicated, and I ended up getting pulled in all different directions. Because being a CEO is all about visionary stuff, inspiration, communicating to the team, I had to set the agenda of what I wanted my executives to do. The process of learning how to be an effective CEO took me decades to learn, and it was quite a learning curve, especially for a guy like me who was bootstrapping my own companies.
For me, it was really always about the freedom to innovate, inspire, and get people excited about what I see about the future.
Personally, I have always been drawn to concepts that improve people’s lives. I am the type of person that will not get out of bed in the morning if I do not feel like what I do is contributing to the world.
I cannot think of anything I would rather do than lead a company that helps people and impacts the world like OsteoStrong does.
That is why I am a CEO.