“It kind of sneaks up on you,” said a senior leader I was interviewing recently. “When I think about it,” he said, “it takes different forms depending on what I’m doing. But it’s really tough to stop and think, ‘Hey, I’ve suffering from decision fatigue. What can I do about it?’”
As I continue to interview those in senior positions about their challenges with overwhelm, this is a familiar theme. In a recent Wall Street Journal – Vistage study, 87% of CEOs said they suffer from burnout at least a portion of the time. You’ve probably seen similar results in the media and online. In other words, this is a big deal, not just for those on the front line and in the middle ranks, but those setting organizational direction.
In studying this for a LONG time, I’ve discovered the secret to managing burnout is to make fewer daily decisions. Of course, that is a heck of a lot easier said than done. But as with so many challenges, a good portion of it is in your head. In other words, mindset.
Now, you’re probably thinking, “Tell me something I don’t know.” But that’s not the point of this post. I try to be as practical as possible in what I teach. So that leaves us with the question of how. “How do I reduce the number of daily decisions I make and still maintain my productivity?” But is personal productivity really the most important thing a senior leader should be worried about? Shouldn’t the people around you be doing the producing while you set direction? And doesn’t setting direction require time to think and reflect without hustling from one task to another while bobbing and weaving between distractions? If you’re doing that, you’re managing, not leading.
Here’s one of the things I know about the senior leaders who don’t suffer from burnout. They don’t make anywhere near the number of daily decisions as those around them. If you don’t believe me, watch them. They have fewer conversations. They attend fewer meetings. They say a LOT less in those meetings. They spend a LOT less time managing email. They delegate EVERYTHING that can be delegated. And they are almost non-existent on social media.
I’ve been amused, for instance, that most don’t seem to be active on LinkedIn. You might think, “Wow, they’re a top dog. They must have thousands of connections. NOPE. I have searched the names of hundreds of senior leaders. Most have fewer than 100 connections and they haven’t posted anything on their account for a long time, if ever. I suspect that when LinkedIn became a “thing” 10 years ago, these people said to an assistant, “Build me a profile. I guess I should be on there.” And they haven’t check it since. If they want connect with someone, they send an email or call, which seems to be a lost art for many under 30. By the way, if they need the person’s phone number, they delegate the search to someone and have that person set the conversation up on their calendar.
So, how do you get to this point? Begin at the margins. You’re not going to overcome your overwhelm overnight. Make “No” your default rather than “Yes.” Delegate everything, and I do mean everything. Don’t rationalize by saying, “It’s just easier if I do it,” or “They’ve got enough on their plate,” or “They won’t do it the way I want it done.” Just do it and adjust over time.
Block more time on your calendar and keep it blocked. Don’t let, “Got a minute?” issues invade those times. Put the phone in a drawer. Leave the office and don’t tell them where you’re going. Or don’t come in in the first place. Those who manage these pressures and distractions the best ignore the urgent and focus on the important.
Want more practical ideas like these? I’ve got a bunch of them. They’re in my book Overcoming Overwhelm. Shoot me an email at bobw@commonsenseenterprises.net and I’ll send you a copy, no charge.
A wise man once told me, “Leaders build roads. Managers fix the potholes.” Kind of sums it up nicely doesn’t it? So, which are you? I’m Bob Wendover.