I recently have completed a failed experiment in co-leadership of a team. Yeah--sounds complex? It is.
Let me define for a minute what I mean by co-leadership. This is a leadership situation where multiple people (in my case it was three) attempt to lead a team. Multiple people are recognized as the empowered and official leaders. In the case of the team I was involved in, I was convinced that this situation could/would/should work. The leaders knew each other and we thought we actually liked each other and that we could work together. The co-leadership situation existed for more than three years before becoming apparent that it was not the optimal approach for the team or the three leaders.
Co-leadership is different than delegating tasks to individuals to accomplish, or empowering people to oversee specific areas. It is also different than having a leadership team with a leader, co-leader, and assistants. In this case, the three leaders were responsible for the total oversight of the team, in all areas to include setting strategic direction and policy, as coequals. A better situation would have one leader and a small (two person) set of advisers who met and worked behind the scenes.
Now understand--this co-leadership situation had some great moments. But, ultimately the experiment failed because of fundamental flaws in the concept that co-leadership could work in an extended situation for a long time.
What are the problem areas? Strategic vision, lines of authority, decision making, a sense among the leadership that the other leaders are constraining the success of the overall team, and accountability.
The problems or pitfalls of co-leadership:
Strategic Vision. This is an area where it is critical to have a clear vision for the end state or destination of the team. It needs to be a single, clear vision. In a co-leadership situation there can never be a single clear strategic vision. The leaders may believe they have the same vision, but each interprets the vision differently and the natural differences in style will cause problems in implementing the vision. This is an area where a single leader is best suited to work collaboratively with the team to formulate the strategic vision, but implementation is essentially as interpreted by THE leader.
Lines of Authority. Or: Who is in charge. Or who do the team members believe is in charge. This will cripple a team if it is not clear. While three people may believe they can function as one, they can't. While we should be able to work in a situation where team members can adjust to a co-leadership situation, from my recent experience this is very difficult for people to embrace. Co-leadership creates a sense of unsettledness and, if communication between the co-leaders is not instantaneous, it can create information voids. Information voids ultimately are responsible for reduced productiveness which contributes to team under performance.
Decision Making. This was an incredibly difficult area--especially when dealing with innovation and new ideas. Normal day-to-day decision making seemed to work well--but when confronted with opportunities or innovation, the co-leadership process almost ground to a halt because of the different levels of expertise and understanding. Whereas in a single leadership position the leader can evaluate the opportunity and make a reasoned decision about implementation fairly quickly, in the co-leadership situation even a simple decision about what to include in or on a website can become and intense negotiating opportunity. Co-leaders want to have it their way and when dealing with an equal it is hard within the bounds of civility it is hard to say--please, let's just try to do this my way, this time! It sounds weak.
The other guys are standing in the way of success. Sadly, every time a concession is made to the other co-leaders in an approach or decision, a nagging thought may come--if only it could have been done my way, we would be more successful. That, over time, can create a sense of disillusionment with the entire process which leads to disengagement which will lead to the crumbling of the structure of the co-leadership situation. Situations develop where one of the leaders always feels they have to defend their position and rarely see their ideas implemented. Or another of the leaders becomes passive-aggressive when discussions of mundane team management issues drag on for extensive periods of time. Things that with a single leader would disposed of quickly become topics for lengthy discussions resulting in intense negotiation. Leaders generally are strong character and believe in themselves and their abilities. Experienced leaders know success based upon their experience--a co-leadership situation rather than improving the chances for success ultimately grinds the creativity and enthusiasm out of the leadership.
For instance--one leader may have a radical new and potentially innovative idea only to discover that the other leaders don't want to do the work or take the risk. What happens in the ensuing negotiations spells either the success or failure of the co-leadership experiment. And it usually isn't good. It is a no win situation. Someone is going to be unhappy about the outcome.
Accountability. Team success is based upon accountability. So who is accountable? For success? For less than success? And this is what it really all comes down to. A group of people cannot be accountable. Someone is accountable. Authority and responsibility are delegated to persons. When co-leaders are so busy trying to accommodate each others disparate views--they cannot each be individually accountable for the performance of the team. Even down to the hiring and removing of team members and enforcing performance standards on the team. The finger of blame gets pointed as soon as there is a problem: Well, it was YOUR idea! or Why didn't YOU take care of that?
It has taken me a couple months to finally wrap my thoughts around the whole idea of co-leadership. I admit--there is a bit of emotion still in the writing because, well, I'm a passionate person and take leadership situations seriously. And when a vision becomes clear for direction, it is very hard for me as a leader to accept, in the absence of empirical data to the contrary, that the direction and the vision laid out are not the best ones.
Advice? When asked to be a co-leader or if you are considering a co-leader situation for a team with a lifespan of more than about three months--avoid it. Address the underlying reasons that a single leader situation is not being considered. Don't believe it's best not to hurt someone else's feelings and agree to the co-leader situation. If they don't want to lead--then you lead, but don't accommodate their insecurity and agree to a co-leadership situation. Their feelings are going to be hurt anyway--just later in the process.
I would hope that there are ways to implement a co-leader structure for an enduring team situation, but based upon my recent experience I cannot conceive that the team or the leadership will be well served.
What to do if you are in a dysfunctional co-leadership situation? Get out. Resign, walk away! Swallow your pride and your vision and your passion whatever is keeping you there.
Because of an inherently flawed design, a co-leadership arrangement is not "fixable." The only viable approach is to terminate co-leadership. Either the co-leaders must step down or you must be willing to resign your leadership. In my view, if I'm not willing to do something, then I probably shouldn't ask someone else to do it for me--so I must be willing and comfortable with leaving the flawed leadership situation before I ask others to do the same.
If you can leave--and are willing to accept that the team will be better off without your input complicating the leadership situation, then the best advise is to leave. Is it hard? You bet. Do people get hurt? Yeah--but look at yourself, you are probably carrying a lot of hurt about the situation anyway and you will show compassion on the other leaders by reducing their stress at the situation and allowing them the opportunity to lead and follow their vision.
Monday, June 16, 2008
Sunday, June 15, 2008
Father's Day - 2008
A day to celebrate Fathers. And my family really knows how to celebrate.
My Father's Day celebration began on Saturday night at the O's game with Jeremy. He bought everything that evening to make me happy. Beer and meat! What more do I need to say.
The celebration continued Sunday when my lovely wife made me breakfast in my favorite chair (I hate eating in bed--you sleep with the crumbs for days). She also bought me a beautiful, and manly watch. It has palm trees on it. You get the message. She also made my favorite cake--pineapple upside down.
After church the real celebration began. Tina and Patrick cleaned, waxed, and detailed the Jaguar (formerly known as Kitty). That was a very appreciated and unexpected gift.
Nicole and Mike bought me a cool, new O's T-shirt--which is really important since most of mine are old and I've used them to work on the cars. You get the picture.
The family assembled for the day--everyone was there, excepting Jeremy who works Sundays (he sent Ben as a stand-in). The grandsons were both in good moods for the day and Mike and I watched the O's lose--another heartbreaking Sunday loss. Patrick, Tina, and I build a hood for their fish tank and Chris--she cooked all day to make everyone happy. Nicole and Nicole watched the boys and helped out.
The pool was awesome and we all had a great time in the fantastic weather.
Thanks everyone--you made the day special.
Monday, June 9, 2008
Last Week - One to Remember!
The first week of June proved to be a very trying week. It was busy at work and in my home life as well. In fact, the roller coaster never ended until Sunday--June 8th.
First off, I was hosting a conference for work with about 140 attendees. No small task that required endless planning and activity associated with that. I was also working to ensure the presentations were in place and ready to go on time AND acting as the on stage coordinator and part-time joke teller. The good news is the conference went very well. It was my second year and i learned a lot about how to make a conference run smoothly. So all of that happened for Tuesday, Wednesday, and Thursday.
Wednesday, June 4th was an especially unique day. For the conference I was hosting a social gathering at The Greene Turtle in Columbia starting at 5 PM. Severe thunderstorms blew through about 3:30 PM and took out the power, so on my way to the Turtle about 4:15, Chris called to tell me the house had been burglarized. So instead of going to the Turtle, I went home to make a police report and assess the storm damage. We lost a huge walnut tree which took out an elm and a tulip poplar tree when it fell. Although there was not damage, the pool was thoroughly trashed from all of the junk being blown off the trees. The loss in the house was not huge--it was just very disturbing that we were the first burglary in our neighborhood in many years--and we really don't know why.
Friday--was a highlight day. The weather was HOT! But I did a staff ride (as it is called) to Antietam (or Sharpsburg as the Southerners call the battle). We were sponsored by work and a historian went with us as well as two reenactors--both a federal soldier and a confederate soldier. It was a great and long day--but I learned a lot about the battle as well as the leadership styles of the various commanders, especially Lee and McClellan. We also focused upon the intelligence support that each of the commanders received. I was left with the appreciation that despite his best efforts, Gen McClellan of the North commanding the Army of the Potomac, almost ended the Civil War in 1862. For the South, Gen Lee was lucky and had good control of his forces with Gen A.P. Hill arriving from Harpers Ferry just in time to save the day, literally for the South and the Army of Northern Virginia. We went all over the battlefield and were treated to very insightful discussions and gained a much fuller appreciation of how the two opposing forces were different. I really urge everyone to take a look at this battle--which is still the bloodiest day in the history of America.
Saturday evening was also a new experience. We went to the Comedy Factory in Baltimore. We went with friends and had a good time. Some of the comedy was really funny--but some was just a routine. Either way, it was an entertaining evening and a new experience.
First off, I was hosting a conference for work with about 140 attendees. No small task that required endless planning and activity associated with that. I was also working to ensure the presentations were in place and ready to go on time AND acting as the on stage coordinator and part-time joke teller. The good news is the conference went very well. It was my second year and i learned a lot about how to make a conference run smoothly. So all of that happened for Tuesday, Wednesday, and Thursday.
Wednesday, June 4th was an especially unique day. For the conference I was hosting a social gathering at The Greene Turtle in Columbia starting at 5 PM. Severe thunderstorms blew through about 3:30 PM and took out the power, so on my way to the Turtle about 4:15, Chris called to tell me the house had been burglarized. So instead of going to the Turtle, I went home to make a police report and assess the storm damage. We lost a huge walnut tree which took out an elm and a tulip poplar tree when it fell. Although there was not damage, the pool was thoroughly trashed from all of the junk being blown off the trees. The loss in the house was not huge--it was just very disturbing that we were the first burglary in our neighborhood in many years--and we really don't know why.
Friday--was a highlight day. The weather was HOT! But I did a staff ride (as it is called) to Antietam (or Sharpsburg as the Southerners call the battle). We were sponsored by work and a historian went with us as well as two reenactors--both a federal soldier and a confederate soldier. It was a great and long day--but I learned a lot about the battle as well as the leadership styles of the various commanders, especially Lee and McClellan. We also focused upon the intelligence support that each of the commanders received. I was left with the appreciation that despite his best efforts, Gen McClellan of the North commanding the Army of the Potomac, almost ended the Civil War in 1862. For the South, Gen Lee was lucky and had good control of his forces with Gen A.P. Hill arriving from Harpers Ferry just in time to save the day, literally for the South and the Army of Northern Virginia. We went all over the battlefield and were treated to very insightful discussions and gained a much fuller appreciation of how the two opposing forces were different. I really urge everyone to take a look at this battle--which is still the bloodiest day in the history of America.
Saturday evening was also a new experience. We went to the Comedy Factory in Baltimore. We went with friends and had a good time. Some of the comedy was really funny--but some was just a routine. Either way, it was an entertaining evening and a new experience.
Friday, May 30, 2008
Leadership--Getting to the Why
How many times have you been in a situation where it seems everyone is discussing the symptoms of a situation or problem but not getting to the root cause? In my business it seems to happen all the time. We can fairly easily characterize the "What is Happening" but have a much harder time trying to discover the "Why is it Happening."
In team situations, sometimes we face a situation where a question is asked and an answer provided--seemingly the action is completed. But in digging deeper, very often the question that was asked doesn't provide the real answer to the root question because the questioner does not have enough information to ask the right question. It is up to the leader to intervene and try to determine--what the real question is. Or, get to the why!
In group/team situations it is up to the leader to keep questioning until the collective of the team is finally able to move from identifying symptoms to understanding the root cause, or the why. This may require understanding a process or a function which normally just operates without much thought being given to it.
"Getting to the Why" is the finding root of understanding.
It is like trying to understand an accident. There may be a lot of symptoms to consider and a lot of actions to understand (for example: skid marks, late turning, broken brake lines), but it all comes back to a root cause of some type: improperly trained people, or inattention to the task at hand caused by staying up too late to watch a sporting event, or excessive speed caused by being late to an appointment (of course that too may be a symptom of a larger problem).
In the business world, symptoms may be lower sales, declining profits, or reduced action on the web site. The root cause may be global economic downturn or may be that a competitor has introduced a superior product and innovation is needed to recover lost market share.
In our personal lives--we see symptoms of larger problems: sleeplessness, sickness, stress, a sense of not having enough time, burn out. Sometimes we try to address the symptom--with medicines (and in the case of a disease or sickness--that may be the root cause) , or through strict exercise regimens, or vitamin supplements. But do we need to look deeper into our lives to discover the real "why?"
- Are we out of control by trying to be everything to everyone?
- Have we set unreal and unattainable expectations for ourselves and our relationships?
- Are we searching for happiness and the meaning of life in the collection of material goods and creature comforts?
- Do we need to learn to be where we are and not always looking for where we want to be?
There are no easy answers--but the leader needs to keep asking --why? Like what my children used to do--ask a continual series of why questions only to see how far I could go in providing reasons for why things were connected. And amazingly enough--we could go pretty deep.
The leader needs to take their team deep into the "why?" Do not be content with simple solutions to shallow symptoms. Solving symptoms may make you feel good, for a while, but the underlying issue may never be resolved.
In team situations, sometimes we face a situation where a question is asked and an answer provided--seemingly the action is completed. But in digging deeper, very often the question that was asked doesn't provide the real answer to the root question because the questioner does not have enough information to ask the right question. It is up to the leader to intervene and try to determine--what the real question is. Or, get to the why!
In group/team situations it is up to the leader to keep questioning until the collective of the team is finally able to move from identifying symptoms to understanding the root cause, or the why. This may require understanding a process or a function which normally just operates without much thought being given to it.
"Getting to the Why" is the finding root of understanding.
It is like trying to understand an accident. There may be a lot of symptoms to consider and a lot of actions to understand (for example: skid marks, late turning, broken brake lines), but it all comes back to a root cause of some type: improperly trained people, or inattention to the task at hand caused by staying up too late to watch a sporting event, or excessive speed caused by being late to an appointment (of course that too may be a symptom of a larger problem).
In the business world, symptoms may be lower sales, declining profits, or reduced action on the web site. The root cause may be global economic downturn or may be that a competitor has introduced a superior product and innovation is needed to recover lost market share.
In our personal lives--we see symptoms of larger problems: sleeplessness, sickness, stress, a sense of not having enough time, burn out. Sometimes we try to address the symptom--with medicines (and in the case of a disease or sickness--that may be the root cause) , or through strict exercise regimens, or vitamin supplements. But do we need to look deeper into our lives to discover the real "why?"
- Are we out of control by trying to be everything to everyone?
- Have we set unreal and unattainable expectations for ourselves and our relationships?
- Are we searching for happiness and the meaning of life in the collection of material goods and creature comforts?
- Do we need to learn to be where we are and not always looking for where we want to be?
There are no easy answers--but the leader needs to keep asking --why? Like what my children used to do--ask a continual series of why questions only to see how far I could go in providing reasons for why things were connected. And amazingly enough--we could go pretty deep.
The leader needs to take their team deep into the "why?" Do not be content with simple solutions to shallow symptoms. Solving symptoms may make you feel good, for a while, but the underlying issue may never be resolved.
Wednesday, May 28, 2008
Memorial Day 2008
What a day to remember. A complete gathering of the clan at the house. As always, it was a great day and the weather was awesome. It was 84 degrees air temp and by about 3PM it was 81 degrees in the pool!
It don't get no better than this.
We spent the entire day enjoying each other's company and eating. And eating and drinking and watching the grand kids as they enjoyed the sun. The day was a great prelude to the summer ahead.
Nicole really documented the weekend in her blog, so I recommend checking it out.
From my standpoint--the pool was warm and crystal clear so it was the center of the fun. The Orioles beat the Yankees in baseball and everyone at the picnic had a real great time.
Chris cooked her heart out with salads and fixings--and one really super coffee cake she made me for breakfast.
Jax was wide awake for part of the afternoon looking all around and really becoming part of the family. Jeremy was fixated on getting Ben--the Keeshond, into the pool and finally did get him in. Shortly thereafter I noticed a fine layer of dog hair on the surface of the water. I was reminded of Megan, our departed golden, who we used to shave for summer so she could swim in the pool without depositing a layer of fur across the water.
It don't get no better than this.
We spent the entire day enjoying each other's company and eating. And eating and drinking and watching the grand kids as they enjoyed the sun. The day was a great prelude to the summer ahead.
Nicole really documented the weekend in her blog, so I recommend checking it out.
From my standpoint--the pool was warm and crystal clear so it was the center of the fun. The Orioles beat the Yankees in baseball and everyone at the picnic had a real great time.
Chris cooked her heart out with salads and fixings--and one really super coffee cake she made me for breakfast.
Jax was wide awake for part of the afternoon looking all around and really becoming part of the family. Jeremy was fixated on getting Ben--the Keeshond, into the pool and finally did get him in. Shortly thereafter I noticed a fine layer of dog hair on the surface of the water. I was reminded of Megan, our departed golden, who we used to shave for summer so she could swim in the pool without depositing a layer of fur across the water.
Families are great. They keep us in touch with each other and help us to learn to appreciate each other. Patrick and Tina were there too--earlier in the day we helped them get a dresser and delivered it to College Park, and they were fully part of the action.
Well, it is safe to say--on to summer!
Tuesday, May 27, 2008
Truck Update - Delivery at last!
For those of you following the saga of the 2000 GMC Sonoma--I have good news to report. I actually received the truck on Thursday and had a chance to rummage through the parts they took off it. Now, with new tires and shocks (still to come) it will be an almost new truck. With 113,000 miles on it.
But, having the truck back was good, too. We already used it to move furniture. All of those things that we need a truck for and which have been on hold can now be done. I think we already have it scheduled for a trip to Ithaca in June to haul some heavy equipment around and do some work at Mom and Dad's hacienda.
But, having the truck back was good, too. We already used it to move furniture. All of those things that we need a truck for and which have been on hold can now be done. I think we already have it scheduled for a trip to Ithaca in June to haul some heavy equipment around and do some work at Mom and Dad's hacienda.
Monday, May 26, 2008
Indiana Jones and the Kingdom of the Crystal Skull
Indiana Jones and the Kingdom of the Crystal Skull. Went to see this movie this weekend, which is opening weekend. The movie grossed $101 million, but really it isn't a great movie. I expect the take to dwindle next week.The movie had the great Indiana Jones lines and action. The action though is not non-stop and there were a couple points where I actually looked at my watch. The old characters are back and the film does a nice job of catching us up. Some of the relationships are trite and very predictable.
The ending of the movie is weak. It could have been a lot better.
Here is what Roger Ebert wrote: ""Indiana Jones and the Kingdom of the Crystal Skull." Say it aloud. The very title causes the pulse to quicken, if you, like me, are a lover of pulp fiction. What I want is goofy action--lots of it. I want man-eating ants, swordfights between two people balanced on the backs of speeding jeeps, subterranean caverns of gold, vicious femme fatales, plunges down three waterfalls in a row, and the explanation for flying saucers. And throw in lots of monkeys."
Rating: OK entertainment. Go see it because everyone else is. If you loved the earlier movies, this will be enjoyable. If you never saw the earlier movies, you'll wonder what all the fuss is about. Rating the three blockbusters of the month? Best: Iron Man, Next best: Narnia, and the bottom: Indiana Jones.
Thursday, May 22, 2008
My Truck--the story continues
Guess what? No truck.
I am told at least the engine is installed and running. It was out for a road test yesterday. So, hopefully we are getting close to having a truck.
This has been especially painful. My engine broke down on April 29th. Twenty-four long days ago. That seems a bit long to me to get a repair done--but the almost two weeks that the insurance company took to process and accept the claim, then the almost week it took to ship the engine really added a lot to the timeline.
I was supposed to have an emissions inspection done by May 21st--fortunately, I remembered and had the State of Maryland grant an extension. It is hard to get an inspection done when there is no truck to take to the inspection station. Ugh!
But I am told that today will be the day--barring any other unforseen problems. At the end of it all I think the truck will be better than it was when I got it to replace my other truck.
I am told at least the engine is installed and running. It was out for a road test yesterday. So, hopefully we are getting close to having a truck.
This has been especially painful. My engine broke down on April 29th. Twenty-four long days ago. That seems a bit long to me to get a repair done--but the almost two weeks that the insurance company took to process and accept the claim, then the almost week it took to ship the engine really added a lot to the timeline.
I was supposed to have an emissions inspection done by May 21st--fortunately, I remembered and had the State of Maryland grant an extension. It is hard to get an inspection done when there is no truck to take to the inspection station. Ugh!
But I am told that today will be the day--barring any other unforseen problems. At the end of it all I think the truck will be better than it was when I got it to replace my other truck.
Wednesday, May 21, 2008
The Continuing Saga of my Truck
So--it has been a week! Do I have my truck? No. Do I think I will ever see my truck again--even with a new engine? Yeah--but it sure has been painful and required a lot of follow-up to pull it off. I thought I was getting it back on Monday. Then it was yesterday. Now, supposedly, I will see my truck today.
It is not that I mind driving, Kitty, my Jaguar. But, it is not an everyday car and I really need to do some work on the air handling system. I have hot air when its hot out and cold air when its cold. Hmmmmm. I will say the air conditioning works great with the sun roof open and the windows down, although I can't carry on a conversation on my cell phone because of the wind.
Well--good things come to those who wait--but this is getting a bit extreme. That written, I now know when I will be replacing my truck--May 2009 as my graduation gift to myself for Patrick finally getting out of college.
It should be a great day.
It is not that I mind driving, Kitty, my Jaguar. But, it is not an everyday car and I really need to do some work on the air handling system. I have hot air when its hot out and cold air when its cold. Hmmmmm. I will say the air conditioning works great with the sun roof open and the windows down, although I can't carry on a conversation on my cell phone because of the wind.
Well--good things come to those who wait--but this is getting a bit extreme. That written, I now know when I will be replacing my truck--May 2009 as my graduation gift to myself for Patrick finally getting out of college.
It should be a great day.
Tuesday, May 20, 2008
Managing a Leader's Time
Time. It seems that leaders never have enough time to get everything done that needs to get done. There is always something more to do, something new to check, some outstanding item to correct. It's kind of like the mule in the picture--a bit too much in the cart to handle. We wind up in a situation wondering who is in control--the leader or the tasks? As in the picture, if we allow ourselves to become saturated and over tasked--no one is going anywhere and that especially includes our team.
What to do?
Recognize that many our nature says we want to do it all. We want to have our hands in every aspect of what's happening and be fully engaged. Then, once we recognize that our tendency is to do it all, begin to develop an action plan to back it down a bit. Remove some of the bundles from the cart and put them in someone else's cart.
In church this past Sunday, we read a story about a famous leader, Moses, who had a similar problem. He wanted to do it all. And he was trying to do it all. He actually thought he was supposed to do it all and he was becoming ineffective at leading because he had not learned the magic of delegating.
You should read the story in Exodus 18, but I'll provide some of the important aspects. Moses' father-in-law, Jethro, came for a visit after Moses had led the people out of Egypt. In Exodus 18:13-16, Jethro observes what Moses is doing--judging the people and solving disputes. People are standing around and there is a lot of nothing getting done while Moses is diluting his ability to lead the people and be their representative before God. I love what Jethro says in verse 17: "What you are doing is not good!" Basically, Jethro pointed out that Moses was killing himself being involved in the small stuff. Sometimes it takes an outsider to slap us with the obvious.
Jethro reminds Moses what his role is to be--that of representative of the people before God, not solver of petty disputes. Moses has himself tied into a role that he need not do. Jethro advises Moses to appoint others to solve the disputes to free him up to have the relationship with God for the good of the people. And a funny thing happened, Moses listened to Jethro (even though he was his father-in-law!).
Leaders--listen to Jethro. What is the most important thing that you do and that only you can do? What are you doing that someone else is capable of doing or even more capable than you of doing? Give it to them. Use your team. Don't kill yourself by being so involved in minutiae. Focus on the big stuff and off load what you can onto others. They will appreciate being involved and if you match individual capabilities with tasks, the job will likely be done better than you were doing it.
Effectively using your team members is a ciritcal aspect of team success. Effectively using your personal resources is critical to your survival and happiness. You can't do it all and more importantly, you shouldn't do it all--so why try. Use your team. That's why leading is a team sport!
What to do?
Recognize that many our nature says we want to do it all. We want to have our hands in every aspect of what's happening and be fully engaged. Then, once we recognize that our tendency is to do it all, begin to develop an action plan to back it down a bit. Remove some of the bundles from the cart and put them in someone else's cart.
In church this past Sunday, we read a story about a famous leader, Moses, who had a similar problem. He wanted to do it all. And he was trying to do it all. He actually thought he was supposed to do it all and he was becoming ineffective at leading because he had not learned the magic of delegating.
You should read the story in Exodus 18, but I'll provide some of the important aspects. Moses' father-in-law, Jethro, came for a visit after Moses had led the people out of Egypt. In Exodus 18:13-16, Jethro observes what Moses is doing--judging the people and solving disputes. People are standing around and there is a lot of nothing getting done while Moses is diluting his ability to lead the people and be their representative before God. I love what Jethro says in verse 17: "What you are doing is not good!" Basically, Jethro pointed out that Moses was killing himself being involved in the small stuff. Sometimes it takes an outsider to slap us with the obvious.
Jethro reminds Moses what his role is to be--that of representative of the people before God, not solver of petty disputes. Moses has himself tied into a role that he need not do. Jethro advises Moses to appoint others to solve the disputes to free him up to have the relationship with God for the good of the people. And a funny thing happened, Moses listened to Jethro (even though he was his father-in-law!).
Leaders--listen to Jethro. What is the most important thing that you do and that only you can do? What are you doing that someone else is capable of doing or even more capable than you of doing? Give it to them. Use your team. Don't kill yourself by being so involved in minutiae. Focus on the big stuff and off load what you can onto others. They will appreciate being involved and if you match individual capabilities with tasks, the job will likely be done better than you were doing it.
Effectively using your team members is a ciritcal aspect of team success. Effectively using your personal resources is critical to your survival and happiness. You can't do it all and more importantly, you shouldn't do it all--so why try. Use your team. That's why leading is a team sport!
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