Instead, the typical response is to double down and put in more effort doing the wrong work. If the way you are working isn’t working for you it’s common sense to stop working that way. But as we looked at where their time was spent – it was mostly spent on things that felt like work, could be called work, might look like work – but it wasn’t helping to get their work done. They complained (and genuinely felt the stress and pressure) of not having enough time to get everything done. There is no critique deserved or needed about their effort.Īs an old Air Force veteran once told me, they were, “all thrust and no vector.” They were allowing the events and urgencies of the day to lead them. Not working – but socializing, running errands, etc.Įssentially, these leaders weren’t leading themselves through their day.Not planning for foreseeable “crunch times”.Waiting for the most demanding issue to direct their day for them.Starting the work-day focusing on “busy” work – not important work.In no time flat, we discovered the following patterns: We dug into what was taking up their time and attention. ![]() I now know not to accept that statement at face value. In every single conversation, the same issue came up: “I was too busy last week to (work on the things that would really make a difference).” ![]() But they aren’t experiencing the kind of success that they would like and, in fact, should be experiencing. Every one of these leaders is respected, dedicated, and hard-working. Yesterday, I had a busy schedule of coaching conversations. The Underdeveloped Skill of Focusing On What Is Important I was afraid that if I didn’t keep trying to just work harder, everything would come crashing down. But instead of digging my way out from under the mountain, I was just digging a deeper hole. I knew if I just dug my way out from under this one mountain, everything would finally get easier. ![]() The thing that most leaders do: I stepped on the gas and pushed harder. I was so stressed, it actually became a medical condition. I had so much to get done, so much that I needed to accomplish, and so little time or resources to get it all done. This article begins a four-part series helping leaders accomplish more without needing to work more.įifteen years ago, I was maxed out.
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