As leaders, we need time to think, to plan, to visualise the future, to strategise.
If we have delegated to our people and keep them accountable then we should have ample time to focus on the future.
Steven Covey would identify this as a quadrant 2 activity – not urgent, but vitally important. If we don’t get to it, we will be fighting fires forever and not figuring out what matters most. Fighting fires might give you a buzz, but it’s not sustainable in the long run and it’ll be draining for all those around you as well.
I plan my year before the start of the year. I always plan weekly as well. And now, I have started to set time aside in my calendar to plan each quarter. It helps me to feel more in control, to focus on the most important things to me, to make course corrections before my calendar gets booked with less important stuff. Strategy planning helps me to keep on track.
I also need to have a handle on my business operations, so each Friday, I set aside another piece of time for invoicing, expenses, record-keeping, filing, keeping up with my inbox. Those are my operational tasks – yours may be quite different.
What I am noticing is that this yin and yang misses out on a vital third – people. In the organisation I used to work for, we had three priorities: value creation, business operation and people development. You can’t be a great leader without all three of these. So refer back to previous posts!
If you are good at strategic thinking, but not so good at operations, who could be your wing person? If you are good at ops, but not so good at strategy, ask yourself the same question. Your team needs both, but it doesn’t have to be you. Play to your strength and plug your weakness/dislike.
So, we’ve explored all of the original yins and yangs of leadership.
- Support and Challenge
- Task focus and Relationship focus
- Vulnerability and Strength
- Give and Receive
- Advocacy and Inquiry
- Hold accountable and Trust
- Informal communication and Formal communication
- Unified team and Diverse individuals
- Flexible schedule and Structured schedule
- Strategy and Operations
I’ve thought of some more in the meantime. So this series will continue with:
- Self-confidence and confidence in others
- Deep business acumen and deep personal acumen
- Risk-taking and caution
- Transparency and confidentiality
- Humility and pride
- Lack of certainty and consistency/predictability
Watch this space. And please do join in the conversation in the blog or on LinkedIn with your observations about what this year has taught you about working virtually…and how all of these best practices of leadership are possible in this altered world of work.
