Self-control is something we all need to be aware of. At GO, it is something we value and know that it proves to be essential in the long run. “Self-control is also something that people do not take use of. Having self-control means having the ability to control your actions and therefore, your outcomes,” says J Frausto, CEO of GO. In an article on success.com, In the article, “How to Build Self-Control” the writer, John Addison talks about how bigger roles depend on an a person’s ability to have self-control.
Addison also writes, “It takes time and effort for the bigger gear to make a full rotation. For that reason, the bigger gear needs to continue turning in the same direction. If it’s constantly changing directions, the little gears waste energy starting and stopping. Eventually the gear teeth wear down, and the machine doesn’t move as quickly or efficiently as it once did. The same goes for leadership. It takes self-control to stay consistent in your direction and focus. If you’re shifting based on that day’s mood or an enticing short-term solution, your team will waste precious time and energy that could lead to long-term growth.” “We agree with the idea that Addison is referring to. With consistency and hard work it make self-control become a part of you and it helps produce valuable outcomes,” says J Frausto, CEO of GO.
Addison also makes a valuable point: “I recently read an article about self-control in Harvard Business Review. It explained how many of us view self-control as a “gritting of the teeth” against temptation. Although self-control is a vital part of growth and development, the author wrote that we’re thinking about it the wrong way: If you’re struggling with self-control, don’t spend your energy pretending you’re not struggling. “Energy is the fuel for self-control. We each have one reservoir of energy to get things done. Each act that requires self-control progressively depletes this energy reservoir, whether it’s when you use it to resist a piece of cake, or focus single-mindedly on a difficult problem, or stay calm when you feel provoked.” When my fleeting emotions are in control, I’m stealing energy from more meaningful tasks, such as strategizing the organization’s next move or making time for an employee struggling with a difficult task. We must be careful to expend our limited energy resources on things that matter.”