I learned the hard way that we cannot make good decisions when we are exhausted. We must learn how not to run ourselves ragged and how to prioritize our own values. We set the example when we realize that while we might not have time to do everything, you do have time to do the right things.
I am a big fan of John Maxell, leadership coach. In one of his on-line courses, he talked about forming a hatchet committee. Now there is an interesting idea. Let’s explore how that may help us as executive directors.
Do you find yourself saying – wow, there are way too many projects and way too little time. I am a great idea generator. Better idea generator than detail plan generator for sure. Sometimes my staff looks at me like I lost my marbles. A hatchet committee? Did I listen as well as I could have? NO
Do you?
Boundaries seem to be a rare commodity for many executive directors. We simply think that we need to know it all, be on top of it all and be ready for any challenge 24-7. Is this belief actually limiting our effectiveness? Are we creating the no boundaries belief to feed our own egos as we enter the role? Are we are so excited about the opportunity and passionate about the possibilities that we say yes when a hatchet committee would say, let’s think about that for a bit. Do we think our personal well will never go dry? Are we consistently replenished and ready to give or ourselves to the people who need us? If not, perhaps we need to place more value on boundaries and create a hatchet committee to form a stronger boundaries habit.
Through many years of leadership challenges, it dawned on me that way back when I transitioned into leadership, I blurred the boundary with the producer role. Rather than build my board and my team, I often just produced –for the sake of paying the bills was my excuse. I lived and breathed the organization. I tried to do it all. As I look back my stress level and exhaustion led to some pretty weak decisions. I realized that the organizations I lead in those years would have been stronger if I had slowed down a bit and transitioned more fully into a leadership role. If I had set my values around the growth of my team perhaps it would have nurtured a self-sustaining pace.
As leaders, our actions and examples are important. Our value on mentorship and teachable style will have the greatest impact. If I am not willing to be vulnerable, place value boundaries or practice self-care, how can I teach others? Today I constantly ask myself, am I making this organization “me dependent” or am I building a stronger organization? After all, we lead the organization to bring out the best of others in it.
Best wishes!
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