by Beth Armknecht Miller
One of my five top leadership mistakes is the vicious spiral many leaders get sucked into: the urgent taking over the important on a continual basis.
This spiral leads to goals that are unmet or have slipped past their deadline. It causes a lack of focus for the organization as people begin to question what the real priorities are for the company. And ultimately, the success of the organization is held back and performance is limited because employees are focused on putting out fires and not preparing for the future because the future is so unclear. And, often changes are taking place externally in the market that are missed providing competitors with the advantage in the long run.
So what are the important things a leader should be focused on? And when the urgent hits you in the face, which it does to us all, what process do you have to quickly get back to the important items, which will make the difference between your company surviving and thriving?
A leader’s ultimate job is to move her organization forward towards the company’s long-term vision. So the important things to a company are those projects, decisions, meetings, employees, and external influences that will impact a company in getting to their long -term vision.
And we all know the urgent, an employee crisis, a problem with a customer delivery, a vendor not meeting their commitment, a key prospect requiring a quick proposal turnaround, and the list goes on and on.
Over the years, I have had the opportunity to work with many business leaders who were very effective at managing the important versus the urgent and what I have found is three things that have made them effective…. delegation, time management, and emotional intelligence (the ability to be calm and not over react).
Effectively delegating urgent issues requires a level of trust that the person being delegated to, can be trusted to perform in a timely manner and has the necessary skills to deliver quality work. If you find yourself consistently taking on specific urgent issues, for example customer issues, then this probably means you either don’t have the right person managing customer relationships or you need to develop the person so that you can offload more customer issues. Or, it may be that you have trouble letting go of control. It this is the case, ask yourself “How will I be able to grow the business if I continue to fear letting go of the comfortable and non risky tasks?”
Coaching Tip: Start documenting the type of urgent issues that are derailing the important work and look for trends. Once the trends have been identified determine who and how you can offload the urgent.
Time Management is the next critical skill to stay out of the trap of being stuck in the urgent. Many of you have heard the story of the “big rocks”, I’m not sure where it originated but I first heard it from Verne Harnish of Gazelles Inc. The point of “big rocks” is that if you keep tackling the small things, the sand and pebbles, and not the important strategic items, then your pot will be full of sand and pebbles with no way of inserting a big rock. The urgent really aren’t the rocks; they are like pebbles, which get caught in a bicycle’s gears, which can derail a company. As a leader-manager your time should first be focused on the big rocks, and when the pebbles pop up and try to derail you spend time to reprioritize so that you can get quickly back on track to address your big rocks.
And finally, having the skill to manage your emotions in times of the urgent is critical to leadership success. Many leaders forget that they are “on stage”. Their employees are always looking to them for emotional and behavioral cues. So when something or someone becomes that pebble, you need to kick up your level of emotional intelligence. Step back and think before you react.
Coaching Tip: Explore your stress triggers, what causes you to react emotionally versus logically? Once you know your triggers you can learn to manage your approach and reaction to the triggers.
So if you are tired of spending all your time fighting fires and not focused on the future, take the tips from executives who have been able to free themselves of the vicious cycle: delegate, manage your time and your emotions. And, in turn have enjoy continued growth, success and less stress.
Training tip from Dan: For an effective time management training exercise, try demonstrating the “rocks and pebbles” concept to your participants. All you need is a large jar, 3-4 rocks, a cup of pebbles, cup of sand, and bottle of water. Or, you can animate the metaphor on a PowerPoint presentation.
Source: Great Leadership
Trust and emotional connection play a key role in attracting and retaining workers, particularly as the nature of work continues to change, according to a Sept. 20 report based on HP’s first Work Relationship Index. The report showed that employees want to work for an employer with empathetic and emotionally intelligent leaders, and they’d even be willing to take a pay cut for such a job.
To drive greater internal employee mobility, companies may need to address talent “hoarding,” according to the report, if managers attempt to retain their best people. Leaders may need to consider incentives to encourage internal hiring and cooperation across the organization.
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