The first thing I do when I sit at my desk is…
Look at Monday.com. The day before, I will have written down what I need to get done the following day, so I’ll look at that list again and make a mental note of everything before I go and check through my emails. I used to be in the habit of answering emails as soon as I saw them, but now I just scan through everything first.
I have quite a strict schedule...
As in, I know what I’m doing this time next week. I don’t have a PA but I use Calendly as well as Monday.com. I also have regular calls with my team, which help structure my day as my one-to-ones always take place at the same time, so everything else falls around that. I manage five people day-to-day, but by May my team will total 30 in all.
I set boundaries because…
They are important to me for preserving my mental health. Passion is a good thing. It’s a great gift to have. But it’s important to erect your boundaries, because otherwise you become too consumed by the thing you’re doing, and then you don’t give yourself the space to love it, so you end up becoming quite resentful towards it and not honouring yourself in the process. It’s important to recharge.
I don’t think about being a CEO at 24...
Age – it’s not what I see. I don’t feel like wisdom or experience necessarily comes with age. I respect people on my team who are older than me because of the skills they have. But if I’m wrong about something, I do expect the team to challenge me whether they’re older or younger.
I’m currently reading Rising to Power by Ron A Carucci and Eric C Hansen, which looks at the experiences of CEOs in the past: their failures and the things that have made them really good. Reading this book has made me realise that I hadn’t really grasped I was a CEO, I’d just done it. But this book has made the reality of what I’m doing more apparent to me. It’s good, but it’s tough. I’ve disseminated this book to everyone in my team.