But First, Lead Yourself

HBR Ascend
Sep 3, 2018 · 2 min read

If I were to choose one thing that leaders and managers complain about most, it would be lack of time. Time is a constant pressure, the silent stalker in busy lives. There is too little time to hit their targets, to manage their staff, to spend with their families, or to reflect on their lives.

It’s always interesting, then, to observe what happens when executives are forced to step back from day-to-day pressures, as I did on a recent residential program for 12 executives. Rushing in to dinner on the first evening, many looked tired and harassed, with mobile phones clenched to their ears or BlackBerrys in hand. A few managed to dispense with the technology over dinner, but most left their phones on the table and checked their emails throughout the evening. The conversation was stilted and uninspiring, yet no one seemed to mind the breach of social rules or the fact that none of the people seemed interested in their neighbors.

Time is a constant pressure, the silent stalker in busy lives.

The next day we got straight to the point. Yes, they were under pressure. Yes, it was difficult to take three days out of the office. Yes, things might go wrong while they were away — but what was actually going on here? Did they see the bigger picture? Were they effective? Were their teams happy? Did they enjoy their lives?

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Originally published at hbrascend.org.

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