You’re probably good at what you do. That’s why you’re in the position that you’re in. But now you’ve become the bottleneck. How can you possibly find time to do the tasks you’re expert at and lead others?
The answer is…You can’t!
Something Has to Give
As your organization grows, the demands on you also grow. If you want to model the Peter Principle and “rise to your highest level of incompetence” just try doing it all yourself.
Good leadership takes time. Time you don’t have. Higher pressure demands leave no time to invest in helping others be successful. That, by the way, is leadership: Investing in the success of others.
How to Grow Your Organization
Growth isn’t the only goal worth pursuing, but most organizations want to grow so let’s frame our discussion of leadership in that context.
You want to grow, and growth keeps you busy. Being good at your craft is what got you where you are. The more you grow, the more of what you’re good at there is to do. The bigger you get, the busier you get. We’ll assume you’ve successfully shed lower-level tasks so you can focus on your core skill. But eventually you become the bottleneck because your organization can’t grow past your ability to do what you’re good at. What’s the solution? Continue reading Too Busy to Lead
Excessive busy-ness is the most common complaint I hear from clients. Is it possible to manage our workload in a way that leaves us fulfilled but not burned out? Let’s scratch the surface of that question by shining a light on our motivations and suggesting some methods to deal with it.
Our first problem is that we often wear our busy-ness as a badge of honor. Important people are expected to be busy; we want to be important; so we don’t want to admit (to ourselves or others) that we’re not busy. We fill our plates to keep our importance badge. Continue reading Why Can’t I Say “No”?