This is a common "Self-Inflicted Wound" of Executives, or Leaders, at many levels
It is especially common in small businesses, volunteer groups, and organizations
where no wages are paid. It can lead to severe cases of Organizational Dysfunction,
Pity-Parties, Martyrdom, and eventually Burn-Out! Its cause is a simple failure to
delegate and supervise.
Rx 1: Realize that this is YOUR disease, and only you can cure it.
Start by determining 'Who' you are in the organization, and what your role or job is,
in it's simplest, most elemental forms. You can only pick one role, i.e.:
Which character are you going to play?
Lead Horse, Power Horse, Wheel Horse, Passenger, Shotgun, or Driver?
Rx 2: List of all Tasks, Duties, and Responsibilities of the group. From that list, pick out the ones that absolutely require your
executive action, and add any that you simply want to perform. And brutally slash those you decide NOT to attempt.
Then evaluate the time/work requirements that the list demands. If the load is too heavy, re-define enough of
the list to get to a workable load.
Show their relationship to each other and to you in terms of their Authorities and Responsibilities.
This is how you multiply your time and your hands.
Rx 4: Assign each of those remaining Tasks, Duties, and Responsibilities to one of the units
on your chart and DELEGATE* the responsibility to them with a clear mission, or goal you want accomplished.
Understand, your employees, in addition to just earning a paycheck, joined your firm TO DO something,
assigning them responsibilities and then counting on them to accomplish the task, IS the nutrition most people seek
and it's what keeps them part of your corporate 'family!' They want to be the DOERS, not just the audience.
Feed them with responsibilities and lavishly give them public praise for work well done -- and you will earn their loyalty.
leadership starts with you knowing who you are
and you establishing what role(s) are your's to play,
and your deciding who shall play the other roles needed.
Rx 5: Since you can't lead the orchestra and play the violin at the same time,
All, tasks, duties, and responsibilities, that do not require your personal executive action should
be delegated or assigned, to subordinate authorities and supervisors.
When new tasks or responsibilities are presented, you need to respond with the question of
"And Who Shall Bell This Cat?" If the person suggesting the task is not willing to take it on,
would they take the responsibility to find a volunteer to do the work? If not, the importance
or 'need' of the task has just been prioritized by the presenter as not being important enough
for their time.'Orphan' requests without a volunteer 'parent' may be a 'want' or even maybe
just a 'wish', but, by definition, they are definitely not a NEED. Either that or something else
may need to be dropped from your list of 'essential' tasks.
* Delegating
We all remember President Reagan's famous quote about 'Trust, but Verify.'
But few realize it is only the second part of a wise management couplet:
Delegate, and Supervise,
Trust, but Verify,
Many leaders, as they grow, fail to properly 'Shepard' or supervise sub-groups and departments,
which leads many times to teams not being coordinated, and some getting off-track.
Good Supervision involves minimal interference in their committees or departments while
ensuring that everyone is preaching the same gospel. You cannot micromanage teams once
you delegate the responsibility to them, but you must adequately supervise. This also
provides the perfect opportunity to congratulate, motivate, and inspire your teams. Remember, people
will always try to amplify those things they do that get them the most positive 'strokes' and feedback.