Are you guilty of thinking?
Working remotely, away from the unplanned distractions of roaming the normal office space, should leave us more time to think.
Theoretically this should be true, yet our online meeting diaries get fuller and the gaps in between them to reflect and plan appear to get shorter.
Diaries full with online meetings is a common complaint from all levels of leadership that we support through coaching.
At the same time we see organisations wanting their leaders to be more strategic, innovative and entrepreneurial, all great aspirations, especially as we’re all having to reinvent business as the Covid dust settles. However, making them a reality is another matter.
The word cloud at the top of the article contains characteristics and activities attributed to being strategic and innovative. You don’t need to study it too hard to spot that the overriding attribute and activity is ‘Thinking’, the time to reflect, mull-over, research, read and explore etc.
The solution to not having enough time to think should be simple right? Make time! Just don’t attend so many meetings! If only the thinking to doing gap was that short and easy.
Here’s 7 things that we’ve identified that may be preventing us managing commitments to meetings, leaving us enough time to think and therefore be strategic.
7 steps to mental freedom:
- Poorly briefed gatekeepers: If someone else controls our diary, make sure they’re briefed about meetings we need to be in, the gaps in between them and any exception to the rules.
- Unrecognised emotions: Guilt about being seen sitting still and thinking; expectation of your own contribution; ego, as it’s always nice to be invited; anxiety caused by future uncertainty.
- Patterns and norms: “I/We have always had these meetings”. “We’ve long forgotten their real purpose, but we’re in the habit now so why change it” . . . syndrome
- Complex relationship map: Each relationship we have to maintain takes time and energy to get it right – stakeholders, customers, teams and bosses. Is it time to delegate or prioritise?
- Unclear roles and responsibilities: If those around you are not absolutely clear about what their role is and how they add value, the temptation is for them to involve you in everything.
- Unskilled reflector: We know that we should take time out to think and plan, but we’re not confident about how to go about it, so we don’t. Involvement in operational matters is easier.
- Subservience to customers: Customers! What would we do without them? When we signed that contract we promised to provide a service not our soul. Good relationships have respected boundaries. Customers benefit from strategic thinking and innovation.
Let’s not forget that we’re talking about the diaries of the people who lead business, the people who set the culture and tone of the organisation. The culture that determines the actions and behaviours of all others. If the people leading the business are attending every meeting of everyday . . . guess what everyone else is doing?
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By Colin Dulson – Managing Director at Culture Dynamics Ltd
