Before Leading Others, Learn to Lead Yourself

Self-reverence, self-knowledge, self-control. These three alone lead life to sovereign power.

Alfred, Lord Tennyson

I have been thinking about this quote and how closely it relates to the experience of leading a company.

When you become a CEO, people expect you to have answers. They look to you for direction, especially when things become difficult. Yet much of the work happens before you give an answer: understanding the situation, questioning your own assumptions, and deciding how to respond.

Since taking on the role of CEO at El Zay Ready Wear Manufacturing Co., I have come to appreciate just how demanding that can be.

In manufacturing, decisions rarely remain on paper. They reach the factory floor. They affect delivery dates, supplier relationships, cash flow, and the people who rely on the company for their livelihoods. There is a human consequence behind almost every number.

That is what makes Tennyson’s words meaningful to me.

Self-reverence: Remembering what you stand for

“Self-reverence” may sound like an old-fashioned expression. I understand it as having enough respect for yourself—and for the responsibility entrusted to you—to remain faithful to your principles.

It is easy to speak about values when business is going well. The real test comes when you are under pressure to accept an order, make a concession, or promise something you are not certain you can deliver.

At El Zay, I want us to grow. I want us to win new customers, develop stronger partnerships, and show what Jordanian manufacturing can offer. But I also have to ask whether an opportunity is right for the company. Can we deliver it properly? Will it support the business financially? What will it require from our people?

Sometimes, the responsible answer is a difficult one.

I believe there is dignity in being honest about what we can do, what we need, and where we must improve. Our reputation depends on that honesty. So does my credibility with the team.

Self-knowledge: Being willing to see the whole picture

My background in finance has shaped the way I think. I naturally look at the numbers, the risks, and the assumptions behind a proposal.

But running a manufacturing company reminds me that numbers need context.

A delay in a report may have several causes. Understanding it means listening to the people handling production, materials, logistics, and the customer relationship. Each may hold a part of the picture that I cannot see from my desk.

That requires humility.

I cannot expect to know every technical detail or have the best answer to every problem. I need people around me who know their work well and feel comfortable telling me when my assumptions are wrong.

The same applies to understanding El Zay. We have capabilities and experience that deserve confidence. We also have constraints that require honest attention. Neither pride nor frustration should prevent us from seeing the business clearly.

For me, self-knowledge includes knowing when to push, when to reconsider, and when to let someone with deeper expertise lead the discussion.

Self-control: Managing your response when the pressure rises

This is perhaps the hardest of the three.

When several urgent issues arrive at once, patience can become thin. You want answers quickly. You want people to take ownership. You want the problem resolved.

Those expectations are reasonable. But the way I express them matters.

A CEO’s frustration can travel through an organization very quickly. It can make people defensive or reluctant to raise the next problem. That is something I have to remain conscious of.

Self-control does not mean avoiding difficult conversations. There are times when I need to be firm, challenge an explanation, or insist on accountability. The discipline lies in keeping the conversation useful: What happened? What needs to be done? Who is responsible? What support is required?

I will not pretend that this is effortless. It is something I have to practice, particularly on demanding days.

A daily responsibility

I do not read “sovereign power” as power over other people. I read it as the ability to govern yourself well enough to be trusted with responsibility for others.

There is much I cannot control in business. I can, however, take responsibility for my judgment, my conduct, and the example I set.

At El Zay, that responsibility is personal. Behind our plans and commitments are people working hard, customers placing their trust in us, and families depending on the company’s future.

Tennyson’s words remind me that being worthy of that trust starts with the work I do on myself.