Executive roles have always been highly demanding. In recent years, however, the demands of business and the associated social complexities have multiplied, requiring more and more of leaders at the C level. In my nearly 30 years of working with leaders, I am paying more attention to how they are grounding themselves to be at their best in their roles. In fact, at the start of working with an executive leader, I assess how they are oriented to their role, as well as the demands they face. Specifically, I look to see how the stresses of the role are affecting them, and whether the job has them, or they have the job.
There are key differences between these two states, as follows:
When you have the job, you are proactive. You lead from the front, and make thoughtful choices about where you spend and invest your time, in ways that create impact and value. You dedicate time to anticipating what is needed to support organizational performance. You develop the team and your talent so they can engage at the highest levels. You think about and orchestrate what is next. You will still have stressors, and you are able to recover. You’re not constantly under pressure and rushing against time. You will have some semblance of life outside of work, and live in alignment with your values. You find additional ways to be fulfilled in life. When you have the job, you make time for healthy habits that serve you now and for the long term. You are reflective and able to see and support changes you want to make.
When the job has you, you meet the demands of the role as they happen. You are a chief problem solver instead of an anticipator of changes. This all results in a more tactical leadership approach. When the job has you, you do other people’s jobs instead of the right work of setting the conditions and empowering others. Decision making can become less effective because there is less data or dialog. You don’t spend enough time reflecting on the current and future states of your organization to lead the right changes. When the job has you, it’s as if you are always “on” or reacting, with less access to your intuition. Finally, there is less joy or fulfillment in your life outside of work.
When the job has the leaders with whom I work, I notice they are tired. They feel compressed or constricted, and they are playing whack-a-mole instead of truly leading. It is easy to fall prey to this experience, as roles are typically big and the demands are urgent.
A full shift to whole leading and living is possible, however. In order to do so, there are additional contributing factors that leaders must consider. Throughout the journey, leaders need to learn new habits, and get better at orienting their leadership focus. Research shows us that leaders at the top share a similar DNA of striving, ambition, and persistence – all of which can be both beneficial and costly. Figuring out how to derive greater benefits with fewer costs are goals when working with an executive coach. I firmly believe that having whole, balanced leaders creates a different environment in which they, and those whom they lead, can thrive.
At Capacity Group, we focus on helping leaders and teams unleash their full potential. This includes all aspects of leading well (cognitive, physical, emotional, spiritual). If you would like assistance exploring what you need, please get in touch.