As a leader, many times when you mean to work on the business, you’re actually working IN the business.
I have been reading lately about common mistakes that leaders make, which is why this week, I want to talk about a common mistake that I see leaders make at all levels – working IN the business versus working ON the business. In other words, getting WAY TOO involved in every little detail of an organization, department, project, or program that the leader ends up no longer leading the business forward, and in most cases, even ends up interfering with those who are meant to be working on all those tiny details and getting the business moving forward.
These are the kinds of leaders that have their fingers on the pulse of absolutely everything that is going on, which usually results in: A) not getting anything done, and B) most likely getting in the way of those that are supposed to be doing what they’re interfering with!
As leaders, our job is to set a direction that will enable our people to deliver on a vision that aligns with the purpose and values of the organization. Working “on the business” allows us to do exactly that. Keeping oneself out of the weeds of the details enables us to see the big picture and position for corrective action or to take advantage of an opportunity.
When you are working “in the business,” you will discover that you are working ridiculously long hours with a group of people that are not engaged or empowered. The stress and pressure will be crazy. By Friday each week, you will be exhausted and your “to-do” list will be untouched. Your energy will be on empty. Sales will be off target. Customers will be unsatisfied. Costs will start to get out-of-control. Productivity will be low… The list could go on and on.
You will find yourself telling your loved ones: “This crazy period at work is just temporary. It will get better.” Guess what though? It won’t get better until you stop sweating the small stuff and start working on the business.
Let your team do their jobs. That was what you hired them for. You need to stand back and lead. Your job is to make sure the vision is clear, the team knows their roles and responsibilities, the strategies (or baby steps towards success) are dear, and you are keeping an “Air Traffic Controllers” eye on the progress.
If you do this, and things still aren’t working… then you need to be able to recognize that and change your team.
