Make It Stop!
The 4th of July holiday stirs up childhood memories of carnivals hosted by our local volunteer fire department. While the memories of cotton candy and carnival games bring a smile to my face, those of rides with twists, turns, and jolts make my stomach weak.
I remember one such ride I climbed aboard called the Merry Mixer. My sister and two cousins joined me on the long bench seat. Fear crept up as soon as the worker locked the bar in front of us. Supposedly, this bar would keep us safe as the ride tossed us around from one side of the seat to the other. I shrieked in terror and yelled repeatedly, “Stop the ride; I want off!” After several demanding screams, the man controlling the ride begrudgingly got up, stopped the ride, and let not just me but everyone off. Needless to say, I wasn’t very popular among the ride goers that day.
And now, several decades later, I still hear the frightening message, “Stop the ride; I want off!” These days, however, I’m not screaming it from a carnival ride. Instead, I’m listening to my clients’ sentiments as I help those leaders and their teams stop hating Mondays through leadership/executive coaching and training programs.
Leaders I work with one-on-one share the ‘carnival ride’ they board with trepidation every day. Their rides include things like back-to-back meetings (On our coaching call last week, one client shared he had 15 scheduled meetings that day!); an average of 250-300 emails to weed through daily; and constant internal judgment of not making progress toward their most important priorities. It’s no wonder they want to stop the ride, right?
Strategies to Stop That Ride
Fortunately, there are ways to hop off this kind of ride, and the strategies shared here do not require the high-pitched squealing and screaming I thought were needed on that Merry Mixer many years ago.
A good starting point is to practice mindful prioritization. When you’re adept at identifying your most important tasks, you can more easily align your efforts and how you spend your time each day. This often involves distinguishing between urgent and important tasks, as shared in Stephen Covey’s time management matrix. Make a regular practice of reviewing your goals, assessing progress toward those goals, and adjusting your plans as needed. By focusing on tasks that align with strategic objectives, you ensure your efforts have the maximum impact.
Mindful prioritization logically flows right into the need to critically evaluate the necessity and structure of the meetings you have on your schedule. Too often, meetings consume significant portions of the day, leaving little time for deep, uninterrupted work. To combat this, consider reducing the number and frequency of meetings you have, and make those that remain more efficient. Create clear agendas, define objectives, and limit the duration. By ensuring that every meeting has a specific purpose and outcome, you’ll reclaim valuable time for your more critical tasks.
Next, effective delegation plays a huge role in helping you, the leader, concentrate on high-priority work that demands your unique skills and insights. Delegation also empowers your team members. Begin with clear communication of your expectations, and then provide the necessary resources and support to your team members so they can do the job well. By entrusting capable employees, you give yourself the gift of time to focus on strategic planning and decision-making, both crucial for your organization’s long-term success.
Another key strategy is the implementation of time-blocking techniques. Time-blocking involves scheduling specific blocks of time for particular tasks or activities, thus minimizing distractions and enhancing focus. This concept ties in with author Cal Newport’s idea of deep work. He defines deep work as professional activities performed in a state of distraction-free concentration, pushing cognitive capabilities to their limit. With that approach in place, you gain time for strategic thinking, project development, and other high-value tasks.
Finally, reflection and continuous improvement are vital in ensuring you’re in control of your day. Regularly assess your performance and seek feedback from others. This could involve setting time aside for self-reflection, conducting regular check-ins, and fostering an open feedback culture. By continually seeking ways to improve, you will refine your efficiency and effectiveness and enhance the quality of your contributions.
Leaders, Stop the Ride & Take Control Now
It’s likely no surprise to you that leadership is filled with a great deal of ‘hard’. What does come as a surprise to many, however, is the realization that as a leader, you can sometimes be your own worst enemy. Days quickly turn into weeks, months, quarters, and years, and you may rarely give yourself time to reflect on how you can take control of your days.
It’s time to stop the ride. And when you do, I guarantee you won’t be met with the dirty looks I received all those years ago when I- and my fellow ride goers- stepped off that Merry Mixer.
