As a leader I'm stuck after taking on too much day-to-day/hands-on responsibilities and maintenance (meetings, training staff, compiling reports + managing up) - I went to far in on that part of my job. What are ways I can get back the time and energy I need to think strategically and in order to innovate?
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CEO in Services (non-Government)a year ago
A reflection for you, how many of those meetings/interactions you can skip/stop doing, the man repurpose that time to the strategic aspects you mentioned.Director of Other in Softwarea year ago
Why are you in the dealtails and get sucked into the day2day? Are you enabling your team to make decisions and do what is right/needed for the customer?
CPO in Softwarea year ago
Many days I feel exactly the same way. My strategic work gets pushed out further and further into the day to the point that many days I only arrive to it when I have no "decision energy" left. Or worse, I simply snooze it for another day. On days that I can make some "strategy" decision, it feels very good though. The only thing that has helped me so far is doing some analysis of which hands on thing has been taking the most time, and hiring for that role. After 2 hires in 2 different departments, and 1 change of role in the 3rd (effectively hiring internally), it feels that I may have cut the corner, but I think there is fair way to go.
All in all, I think I can relate with the problem more than I can offer a solution.
Director of Enablementa year ago
Sounds like you’ve built this team up from nothing, and you’re still stuck in the operational mindset This might sound harsh, but you may be in a situation where you’re not empowering your reports to make decisions without you, and that’s cool. Giving up your ‘baby’ to allow others to take the wheel is a really difficult thing to do, as there’s always fear that someone else won’t do as good a job as you.
I would recommend to start delegating some of these tasks to your team members. Give them the option of growth in the role by empowering them to do more without your input
What’s the worst that can happen?
CSO, CMOa year ago
Do you have a strategic roadmap that creates buy-in for the strategies, execution processes and tactics, and required resources? And, do you have support from your leadership for budget and resources to delegate and outsource the execution so you can elevate into more strategic and higher value activities that better serve the organization? Too many of us get bogged down in "firefighting" on a daily basis. Delegate or outsource the lower-value activities so you can reposition your time and resources into higher-value activities.