As leaders, we often face unique challenges that can lead to what many call “CEO Disease” or “Founder Syndrome.” These conditions manifest through isolation, control issues, and blind spots in self-awareness that can significantly impact our effectiveness as leaders. In a recent conversation with Fuquan Bilal, a 26-year veteran in the real estate industry, we explored critical insights into overcoming these leadership pitfalls through systematic approaches and personal development strategies.

Journaling really helps me a lot because that’s where I get to talk to myself and see did I end up where I wanted to like the week?

The journey from being a one-man band to building an effective organization often begins with burnout. As Fuquan shared, many entrepreneurs reach a point where they simply cannot continue handling every aspect of their business alone. This realization typically comes after multiple cycles of exhaustion and frustration. The turning point arrives when leaders recognize the value of implementing systems that enhance efficiency and organization. By deliberately analysing how they spend their time and determining which tasks genuinely require their personal attention, leaders can break free from the cycle of burnout and micromanagement.

Delegation represents one of the most challenging aspects of leadership evolution. Many entrepreneurs struggle with trust issues when transferring responsibilities, thinking, “No one can do it like I do it.” This perfectionist mindset creates a bottleneck that prevents business growth. Fuquan suggests focusing on building proper systems, training protocols, and accepting 80% perfection rather than demanding 100%. This approach allows leaders to transition from micromanagement to macro-management – starting hands-on but gradually pulling back to let team members fulfil their roles. Regular check-ins through structured meetings (what he calls “rhythms”) ensure everyone stays aligned without requiring constant supervision. These weekly leadership team meetings and “15-5” employee check-ins (15 minutes to answer 5 questions) create accountability while fostering autonomy.

Time management emerges as another critical component of effective leadership. Beginning each day with personal development activities like journaling, reading, meditation, and exercise builds a foundation for success. Fuquan starts his days at 4 AM specifically to create this space before business demands take over. He also recommends time-blocking and prioritizing activities based on their importance rather than urgency. The “red-green exercise” helps leaders analyse how they spend their time by color-coding activities according to their appropriateness for the leader’s role. This visual representation highlights misallocations of attention and helps refocus on high-value activities.

Self-assessment forms the cornerstone of preventing CEO Disease. Daily journaling, enhanced by AI tools, allows leaders to evaluate their performance, interactions, and alignment with goals. This consistent practice of self-reflection helps identify blind spots and improves emotional intelligence over time. As Fuquan notes, understanding your personal strengths through assessments like Gallup’s Clifton Strengths Report or the Colby test provides valuable insights into how you function as a leader and how to complement your team with diverse capabilities. This self-knowledge prevents many of the isolation and awareness issues that typically characterize CEO Disease.

The ultimate marker of leadership maturity may be the ability to remain open to learning from everyone – including employees and even children. When leaders believe they have all the answers, they’ve taken a wrong turn. True leadership involves knowing when to follow, listen, and absorb wisdom from unexpected sources. This balanced approach to authority creates organizational cultures where innovation can flourish and people feel genuinely valued. As Fuquan wisely observed, “A business can’t be successful – the people can be successful, which makes the business have traction.”

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