I am Drowning! Navigating the Transition to Leadership.
Quick Breakdown
In my coaching and mentoring work with leaders, I often encounter individuals who feel overwhelmed by their daily responsibilities and struggle to focus on meaningful work. This article aims to provide guidance and support for leaders facing this common challenge. The concept of "Deep Work" is introduced as a strategy for achieving high-quality, creative work. Practical tips are given for incorporating deep work into busy schedules, as well as advice on analyzing and prioritizing tasks. Ultimately, the article encourages leaders to create an environment where both they and their teams can thrive.
Many leaders I work with find themselves caught in a never-ending cycle of work, constantly juggling tasks and feeling overwhelmed. They struggle to find the time to think critically and make meaningful contributions, often describing their daily lives as a constant firefighting exercise. I can very much empathize with this struggle. I vividly remember the sinking feeling I experienced when reviewing my packed schedule on a Sunday evening, realizing just how little time I had for meaningful work.
What I have come to realize is that this feeling of being overwhelmed as a leader stems from a lack of preparation and understanding of the unique demands and responsibilities of a leadership position. Moving from an individual contributor to a leader requires a shift in mindset, skillset, and even lifestyle. Allow me to share with you the lessons I have learned throughout my journey, in hopes of providing guidance and support.
First and foremost, it is crucial to acknowledge a fundamental truth: the effectiveness of your leadership is not measured by the sheer amount of work you complete. As Jack Welch aptly phrased it, "Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." The success of your team becomes your success. This realization can bring a sense of relief and pride, as you have successfully scaled yourself as a leader. However, it also means that your focus should shift towards facilitating the success of your team.
One powerful strategy I often recommend to leaders is the concept of "Deep Work" introduced by Cal Newport in his book of the same title. Deep work refers to the ability to fully concentrate on demanding tasks without distractions. Cultivating deep work is essential for producing high-quality work, fostering creativity, and achieving professional success. But how do you incorporate deep work into your busy schedule?
I suggest carving out a dedicated block of two to three hours each week where you can engage in uninterrupted deep work. Ideally, schedule this block in the morning when your cognitive capacities are at their peak. Reflect on how and where you can create an environment conducive to deep work, minimizing interruptions and distractions. Commit to this habit for at least thirteen weeks, as research suggests it takes this long to solidify a new habit.
It's important to approach this practice with both discipline and gentleness towards yourself. Life happens, and you may occasionally miss a deep work session or face interruptions. If that happens, try to find another slot later in the week to make up for it, or simply resume the habit the following week. Remember, you have the opportunity to start anew every week!
When it comes to deciding how to allocate your precious deep work time, I highly recommend making your first topic to analyze your workweek. There are various ways to approach this exercise, such as color-coding your meetings in advance or categorizing them once they're completed. The objective is to develop an understanding of how much time is truly contributing to facilitating your team's ability to deliver its best work. A useful framework to guide your analysis is distinguishing between the "why" and "what" versus the "how".
"The why" entails providing a clear sense of purpose and direction, while "the what" refers to the specific tasks and objectives necessary for achieving goals. As a leader, it is crucial to engage deeply with the why and what of your team and the broader organization. Challenge, understand and ensure thorough communication of these aspects vertically and horizontally. However, it is best to distance yourself from entangling in the how. If you have assembled a competent team, you should trust them with the how, as that is precisely why you hired them.
Moreover, if you regularly find yourself meddling in their how, you are likely frustrating your team and undermining their sense of agency, bit by bit. This behavior can erode their feeling of responsibility and contribute to a disempowered mindset. Ultimately, you may unintentionally impede their growth and potential. Instead, focus on reshaping your weekly schedule so that most of your time is dedicated to engaging with your team and stakeholders, working on the why and what. By doing so, you not only free up time for yourself but also empower your team to deliver their best work, while reassuring your lateral and vertical stakeholders that you are in control.
And before I conclude, as you find yourself regaining more time in your schedule, consider adding a second and third block for deep work. Investing in uninterrupted focus and reflection can lead to transformative insights and innovative solutions. By prioritizing deep work and creating a balance between engaging with your team and leading strategically, you can navigate the leadership transition more effectively and find the necessary balance to thrive. Remember, it's not about doing it all alone but creating an environment where others can grow and flourish alongside you.
