New leaders

Emergent Leaders Newsletter/054/ How To Manage Your Time As A New Leader To Address All Your Priorities Without Burning Out

One of the most significant shifts you’ll experience as a new leader is how you manage your time. Many high-potential individuals struggle with this transition, often leading to burnout and exhaustion.  

The Time Management Challenge 

As a new leader, you might feel you’re managing your time well, but common indicators often suggest otherwise. Here are some flags that might signal a need for reevaluation of your work schedule: 

  • Are you constantly busy but rarely productive? Are your days packed with tasks, yet you feel like you’re not carrying out your key goals? 

  • You have no time for strategic thinking. You’re so caught up in daily operations that you can’t find time to plan for the future. 

  • Do you often feel exhausted and overwhelmed, and unable to recharge even after the weekend? 

  • You’re not spending enough time coaching and developing your team members. 

  • Are you finding yourself doing tasks that should have been completed by or could be delegated to others? 

Shifting Perspectives on Time Management 

As a leader, your time should be spent on activities that drive the team and organization forward. Not to say that the tasks you completed before becoming a leader didn’t contribute to this, however as a leader, it’s necessary to take a step back from the day-to-day tasks to allow yourself to look into the distance, to see where the team is headed or to create the vision for them. Once you are clear on your priorities, intentional time management and decision-making become SO much easier.  

Here are 5 essential shifts to consider when it comes to priority-setting as a new leader: 

#1: Focus on Strategic Priorities 

Allocate time for strategic planning and high-impact activities. As a leader, your role expands beyond day-to-day tasks to encompass strategic planning and high-impact initiatives that drive the organization forward. Here’s how to do it: 

  • Clearly define the long-term goals and objectives of your team or organization. Ensure your daily activities align with these goals. Not all organizations are clear on this so it might take some digging around on your part, but it is still an important exercise. 

  • Use tools like the Eisenhower Matrix to categorize tasks by urgency and importance. Focus on high-impact tasks that contribute to your strategic objectives, rather than doing what is familiar and comfortable. 

  • Block out regular time in your calendar specifically for strategic planning. This could be a few hours each week dedicated solely to thinking about the future, setting the vision, then setting goals, and developing strategies. 

  • Regularly review your progress towards strategic goals and adjust your plans as needed to stay on track. 

 

#2: Delegate Effectively 

Delegating isn’t just about getting others to do the work. Part of your role as a leader is to grow your team members’ skill sets. Effective delegation is also crucial for maximizing your team’s productivity and allowing you to focus on higher-level responsibilities. Here’s how to delegate more effectively: 

  • Know the skills and strengths of each team member. Delegate tasks that match their abilities, interests and areas for growth.  

  • When delegating a task, be clear about the expected outcome, deadlines, and any specific guidelines – unless there is a strict process, refrain from telling folks exactly “how to” get their tasks done. Micro-managing does nothing to help develop their sense of ownership over tasks. 

  • Ensure your team has the necessary resources, training, and support to complete the tasks you delegate. 

  • Avoid always delegating to the same individuals. Not only can this be perceived as favoristism, but can over-burden your potentially highest-potential team member who always says “yes”. Remember - some people have a hard time saying no.

 

#3: Develop Your Team 

Invest in your team’s growth through coaching, mentoring, and feedback. Your success as a leader is no longer dependent on your solo success: it is now closely tied to the growth and success of your team. Increasing your team’s skillset will not only increase their work capacity, but constant learning opportunities will ensure the team evolves and will keep them more engaged in their work. You can invest in their development with these strategies: 

  • Schedule regular one-on-one meetings with team members to discuss their progress, provide feedback, and offer your support. 

  • Work with each team member to create a personalized development plan that includes their career goals, skills to develop, and action steps. 

  • Offer opportunities for learning and development through increasingly complex projects, training programs, workshops, conferences, and online courses.  

  • Provide prompt and constructive feedback that helps team members improve their performance and develop new skills. 

  • Meaningfully recognize and celebrate the achievements and progress of your team members to motivate and encourage further growth. 

 

#4: Reserve Time for Reflection 

Schedule regular time to reflect on your leadership practices and team performance. Reflection is a powerful tool for continuous improvement and effective leadership. Here’s how to incorporate it into your routine: 

  • Set aside a few minutes each day or week to reflect on your actions, decisions, and interactions. Ask yourself what went well and what could have been improved - and document it.  

  • Regularly seek feedback from your team and peers to gain different perspectives on your leadership.  

  • Reflect on your progress towards personal and team goals. Adjust your strategies as necessary to stay on course. 

 

#5: Maintain Work-Life Balance 

Ensure you have time for personal well-being to sustain long-term productivity. Maintaining a healthy work-life balance is essential for preventing burnout and sustaining long-term productivity. Here’s how to achieve it: 

  • Clearly define your work hours and stick to them. Don’t just communicate these boundaries – model them to your team. 

  • Make time for activities that rejuvenate you, such as exercise, hobbies, spending time with family and friends. 

  • Schedule regular breaks throughout your workday to recharge and avoid fatigue.  

  • If you’re struggling to maintain balance, seek support from mentors, coaches, or professional counselors. So many others have been in your shoes. You don’t have to reinvent the wheel – and you’re certainly not alone. The is an entire community within reach, ready to help. You just have to keep asking until you find those individuals who will support you.  

 

By transforming your schedule, you can focus on what truly matters: leading strategically, developing your team, and maintaining a healthy balance. A bonus side effect of keeping this balance while still carrying out what needs to be addressed is having the mental capacity and energy to show up as a better version of yourself, both at work and at home. Once new leaders truly grasp the concept that effective time management is not about doing more; it’s about doing what’s most important, life gets easier.  

Embrace the changes in your time management approach, and you’ll not only avoid burnout but also thrive in your leadership role. Keep an eye out for the flags that signal a need for adjustment, and continuously refine your schedule to align with your leadership goals. 

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/053/How to Set Clear Expectations As A New Leader Without Compromising Workplace Relationships

Stepping into a leadership role can be both exciting and daunting, especially for those who are transitioning from being a peer to first-time leader. One of the biggest challenges new leaders face is setting clear expectations while maintaining positive relationships with their team members. The fear of being perceived as authoritarian or losing friendships often leads to anxiety and hesitation in taking on a leadership role in the first place. However, effective communication can bridge this gap, enabling new leaders to show authority in a collaborative and respectful manner.  


This week’s newsletter explores key communication techniques to help new leaders set clear expectations without compromising their established workplace relationships. 

 

Shifting from peer to leader workplace relationships 

Transitioning to a leadership role means you are no longer simply a peer, but now a guide and mentor. It’s essential to recognize that this shift doesn’t require you to abandon your previous relationships but it will require you to redefine them. Your role now includes holding team members accountable, which, when done effectively, can foster trust and respect rather than resentment. 

 

Here are some key actionable steps to allow a more peaceful shift to leadership:  

1. Set the Stage with Transparency 

Begin your leadership journey with an open conversation. Share your excitement and acknowledge the change. Let your team know that while your role has evolved, your commitment to their success and the team’s goals is top priority. 

For example, you could say something like: "I’m excited to step into this new role, and I want to assure you that my primary goal is to support our team’s success. I understand that my responsibilities now include ensuring we meet our targets and holding everyone accountable, and I believe we can achieve this through clear, open communication and mutual respect." 

But the real key to success here is to prove it through your actions. DO what you SAY you’re going to do. Always ask yourself, “What evidence of this am I putting out there?” before demanding it of your team members.

 

2. Define Clear Expectations 

Clear expectations are key to effective leadership. And it’s been my experience from working with over 100 leaders that while many of them believe they are clear when giving instructions, most of their team members would disagree. It’s simple: When team members know what is expected of them, it reduces ambiguity and anxiety, it is also so much easier to hold them accountable. What do I mean by clear instruction? Be specific about the desired outcomes (goals), about milestones and deadlines, and standards of performance. 

As a guideline, you can create “SMART” goals – to ensure that communicated expectations are Specific, Measurable, Achievable, Relevant, and Time-bound. Schedule regular meetings to discuss progress, provide feedback, and adjust expectations as needed. 

 

3. Nurture Open Dialogue 

Encourage team members to voice their concerns, ask questions and provide feedback. An open dialogue ensures that everyone is on the same page and feels valued – that nothing is left unsaid and unheard. While this is an environment all organizations should strive for, things can really shift with an internal promotion. Jealousy, envy, resentment can all come into play, especially if other peers were also vying for the leadership position. If you sense a negative shift, even once the dust has settled, you might want to take the lead and bring it up with the individual(s) yourself. Listen to their concerns with empathy and agree on how you can better work together moving forward. Make a real effort to understand their concerns, their long-term vision, and together come up with a plan to help set them up for success. If they know you have their backs, they will also back down their defenses.  

 

4. Collaborative Goal Setting 

When possible, involve your team in the goal-setting process. This collaborative approach ensures buy-in and makes everyone feel responsible for the outcomes because it reduces the perception power dynamics. Use team meetings to brainstorm and set goals together rather than to present the game plan. This will create an opportunity to recognize and incorporate individual strengths, ideas and perspectives into the overall plan. 

 

5. Provide Constructive Feedback 

Feedback is so crucial for growth, but it needs to be constructive. If the focus is on behaviors and outcomes rather than personal attributes, the potential for conflict will be greatly reduced. Keep the SBI Model (Situation-Behavior-Impact) in mind when providing feedback: Describe the situation, the behavior observed, and the impact of that behavior. This keeps the feedback objective and actionable. Feedback should also be given out equitably amongst team members. And of course, it’s always best practice to balance constructive feedback with positive reinforcement to motivate and encourage great work, as well as empower all your team members.  

 

6. Lead by Example 

Again: Lead by example. Your actions set the tone for your team. Demonstrate the behavior and work ethic you expect from your team members. Be consistent in your actions and decisions and show integrity in all your dealings. 

 

Transitioning into a leadership role doesn’t mean you have to abandon your collaborative spirit. In fact, when executed well, collaboration can help you transition. By setting clear expectations through effective communication, you can create a positive and productive team environment. Leadership is not about authority but about guiding and supporting your team towards shared goals. Embrace the shift with confidence, and your team will follow suit. 

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

 

Emergent Leaders Newsletter/040/Leading Beyond 'Me': The Secret to Elevating Your Team While Propelling Your Leadership Success

As leaders step into their first leadership roles, it's essential that they recognize the subtle but powerful shifts required to excel in this new terrain. I see this all the time: many of my clients have excelled academically and thus far in their careers by highlighting unparalleled dedication and drive. Yet, the transition to leadership has them sometimes feeling like they’ve hit a roadblock. 

As a result, they do more of what they know: they work harder, longer hours, trying to replicate the formula that brought them success before. Marshall Goldsmith, one of the world’s leading Executive Coaches, even wrote an excellent book on the topic: “What got you here won’t get you there”.

To truly flourish as a leader, a shift in focus from "me" to "we" is essential. 

 

If you are an aspiring leader or have newly been appointed direct reports but feel like some invisible barrier is keeping you from achieving the positive results you’re so used to, this might be your so-called “blind spot”.  

 

Here are some red flags to watch for, along with some strategies to recalibrate your approach if any of these flags resonate with you: 


Red Flag #1: You value solo achievement over your team’s (or team member’s) success.

If this resonates, don’t worry – you're not alone. Nearly 60% of newly promoted managers underperform in their roles due to their inability to transition from individual contributor to team leader. This means that rather than orchestrate their teams and create an environment for others to succeed, they have their heads down doing the work themselves – the way they did before becoming a leader.  


What could you do instead?  Celebrate team wins vocally and visibly. Acknowledge the contributions of others in meetings and reports. Remember, a leader's success is measured by the accomplishments of their team. And if you have visions of scaling the leadership ranks, this is one of those skills you will have to get good at.  

 

Red Flag #2: Ignoring the impact of emotions on team dynamics and productivity.

While many may scoff at the impact of so-called “soft skills”, get this: Research from the Harvard Business Review shows that 80-90% of the competencies that differentiate top performers are related to emotional intelligence (i.e - soft skills). 

What should you do? It would be helpful to first understand that your team’s morale directly affects their performance. Invest time in developing emotional intelligence by practicing active listening, seeking feedback and getting to know your team and what they need to feel supported to do their best work. 

 

Red Flag #3: Micromanaging rather than empowering.

Most employees don’t love to be micromanaged. What does that mean? It means controlling every little aspect of their work. For example, it could look like telling them exactly how to do a task rather than focusing on the result and letting them do the work in a way that appeals to them. It could look like making them show you every task they complete for your seal of approval rather than trusting them to do the work well. It could look like making them ask for your seal of approval for every decision they make.

Advice: Delegate responsibilities and empower your team members. Provide guidance and support but trust them to execute tasks. This fosters a sense of ownership and encourages creativity. If this makes you nervous, set regular 1-to-1's and discuss what the product needs to look like. You can do the same for each milestone. This will still keep you in the loop, but without micromanaging. 

 

Red Flag #4: Ignoring, brushing off or avoiding feedback and growth opportunities.

This is my favorite, and one of the reasons why I do the work I do: a survey by Zenger Folkman found that leaders who ranked at the bottom 10% in asking for feedback were rated at the 15th percentile in overall leadership effectiveness. Let me put this simply: As a leader, if you don’t ask for feedback, you are likely to be ranked incredibly low on effectiveness. And yet, so many leaders avoid it!  

How can you reframe your thoughts around accepting feedback? Listen, you’re already a hard worker – no one is questioning that. But if there is one thing that can have massive impacts on your success as a leader, it’s the gift of growth feedback from your stakeholders can provide. If your boss won’t provide it, seek it out somewhere else. Think mentors, peers or reaching out to a leadership coach. For example, as a coach, I do the digging so that my clients can focus on their work and habits. Then once you receive the feedback, actively take part in leadership development or coaching programs to hone your skills. If you ask enough people for feedback, a trend will emerge. Use that as your area of focus. 

 

If these pointers aren’t enough to sway you or you’re still not sold on why organizations put so much value on these factors, then maybe offering you the business perspective exactly how these come into play when it comes to running a business (or from your organization’s perspective):   

  

Enhanced Team Performance  

When a leader focuses on the collective success of the team rather than individual accomplishments, it fosters a culture of constructive collaboration. Team members feel valued, supported, and motivated to work towards common goals. As a result, the overall performance of the team improves significantly. This then translates to better and more business.  

  

Improved Employee Morale and Retention  

A "we" mindset proves to team members that their contributions are integral to the team's success. This recognition boosts morale, leading to higher job satisfaction and increased loyalty. Employees are more likely to stay with an organization where they feel valued and part of a cohesive team. This means lower employee turnover rates. As I mentioned in my earlier newsletter (Reframing Leadership Coaching and Professional Development As A Strategic Investment For Long-term Success), companies care about employee retention because it is expensive – not to mention, disruptive.  

  

Increased Innovation and Creativity  

Collaboration and teamwork are catalysts for innovation. When team members are encouraged to share ideas, challenge perspectives, and work together towards solutions, the result is an environment that nurtures creativity. A "we" mindset promotes a diverse range of viewpoints, leading to more innovative problem-solving approaches. In a competitive landscape, innovation helps win the race.  

  

Stronger Relationships and Trust  

A leader who prioritizes the team's well-being and success earns the trust and respect of team members. This trust creates a supportive environment where open communication, constructive feedback, and healthy conflict resolution thrive. These are conditions where great work is produced. 

  

Sustainable Success and Legacy 

Lastly, leaders who prioritize the success and growth of their teams set the stage for sustainable success. By nurturing a culture of collaboration and empowerment, they leave a legacy of strong teams that can carry the organization forward by attracting even more exceptional talent for continued success.  

 

By embracing the "we" mindset, emerging leaders not only elevate their teams but also set the stage for their own long-term success and the prosperity of the organizations they lead. It's a shift that redefines what true leadership is all about—inspiring, empowering, and bringing out the best in others. 


So, to all aspiring leaders out there, remember that the journey from "me" to "we" is not just about changing your mindset; it's about unlocking a world of possibilities and paving the way for extraordinary achievements, both individually and collectively. 

 

If you'd like to dive deeper into these concepts or explore strategies for fostering a "we" culture within your team, I'm here to help! 

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

 

Emergent Leaders Newsletter/033/New Leaders: Avoid disappointment by Addressing the Execution Gap With Your Team

So, you’ve successfully defined your vision, you’ve clearly communicated it to your team members – and you now THINK they KNOW what to do and what’s expected of them. All that’s left to do is for people to go out there and DO THE WORK. But, as you've likely experienced, having others executing on YOUR vision can be challenging. Many new leaders find themselves and their teams stuck in the "execution gap" – the space between knowing what needs to be done and actually making it happen.


This week’s newsletter addresses some common hiccups new leaders face when it comes to bridging the execution gap and explores some strategies to help lead teams to take action.

 

Potential roadblock #1: Unclear Objectives 

Sometimes, the vision is clear, but the objectives are fuzzy. When it comes to describing the vision to your team, you can more or less picture it in your head: what the end-product will look like, what it will accomplish, who it will help, etc. However, the factors that would constitute the project a success aren’t as clear. And so, what happens isn’t necessarily that a team doesn’t execute on your vision, but rather, they execute on THEIR interpretation of your vision, which can be vastly different things. Each person will have their own perspective – and if you have a team of 8, well – that's potentially at least 8 different interpretations of your vision. This makes it incredibly difficult to get everyone moving in the same direction.  

Fix #1: Clarify Your Vision

Be as descriptive as possible, by including information such as quantifiable targets, time frames, benchmarking against past performance, relevance to all other objectives, measurable metrics, responsibility assignments, frequency of reporting, data sources, boundaries or tolerances, alignment with company values, etc. (you can check out John Doerr’s book “Measure What Matters” , which delves into this topic and is a fantastic reference guide.) 

To ensure your team understands the specific goals and outcomes you're aiming for, ask each of them to reframe what they understood from the assignment. By using their own words to verbalize their understanding, it will help them uncover holes in your vision or reveal some areas they need more clarity on. This is also a terrific opportunity for you to fine-tune the vision for everyone before all parties go off on their own to start executing on the vision.  

 

Potential roadblock #2: Inadequate Planning 

A common mistake new leaders tend to make is assuming their team members “just know" what to do and how to do it. Instructions are sent out and tasks are delegated, but no further planning or instruction is given.

Fix #2: Break down the project into smaller, actionable steps. 

Set realistic timelines and allocate resources effectively. Set time aside for the planning – this is often missed. The vision is created but the execution plan isn’t. So, as you set aside time to create the path to success, involve various stakeholders to ensure they will have the resources available to support your initiative within the time limit you want to get it done. All the planning in the world will not help if the pieces don’t fit. One last thing: if the course set out is new, I strongly suggest carving a more specific path in collaboration WITH your team, with more bite-sized steps. Why? Because team members are more likely to not get overwhelmed and get stuck in delays when they know EXACTLY what needs to be completed, and when it feels more manageable.  

 

Potential roadblock #3: Lack of Communication 

For some reason, so many leaders are afraid to “over communicate” out of fear of annoying their team members. I’m here to tell you that I have yet to meet anyone who feels that their leaders over communicate. On the other side, leaders also tend to complain about not learning about potential delays or issues from their direct reports until deadlines are looming.  So not only do leaders tend to under-communicate, but they also complain about the fact that their teammates do the same. Ha! 

Fix #3: Clear and consistent 2-way/open communication 

Clear communication is the glue that holds a team together. As a leader, it’s up to you to model the desired behaviors. Regularly update your team on progress, challenges, and adjustments to the plan. Not only will your team members NOT be annoyed, but they'll be grateful to have a transparent leader. Anticipate potential roadblocks and have contingency plans in place. And communicate that you expect the same level of transparency from your direct reports. Make it safe for them to come to you with challenges or issues. This doesn’t mean problem-solving for them. Sometimes, they just need a sounding board or confirmation to move forward confidently.  

 

Potential roadblock #4: Resistance to change 

New initiatives often face resistance. This is 100% normal – even when a change will bring about a better outcome for the team.  

Fix #4: Empathy 

Approach the situation with some empathy. Remember what it was like to be in your team members’ shoes. Some team members might have legitimate reasons to be concerned. Knowing you will absolutely get push-back from some, anticipate (or ask them about) their concerns and address them together. If change is inevitable, asking open-ended questions like “How would this have to be implemented for you to be comfortable or accepting of the change?” or “What parts are you resisting to/which ones are you can you live with?” This way you are still making clear that the change will happen, but you are also opening the door for their input on a potentially easier or better transition. Be as open to different possibilities as you are asking your team members to be. Encourage your team members to think about how they will personally benefit from the change and help them foster a sense of ownership. The news will land differently if they are given the space to process and are re-directed to think about the potential positive aspects. News around change will also land differently if your team members know you have their backs and will be there to support them throughout the shift. 

 

Potential Roadblock #5: Lack of Continuous Improvement 

I get this all the time from leaders (and experience this myself when it comes to having to learn new technologies). The initial time demands on top of the awkwardness that comes with learning something new is enough to make anyone dread learning a new skill.  

Fix #5: Creating a culture of learning and adaptability  

If a project or initiative requires learning vastly different skills, giving team members a grace period to learn a specific skill sets that will serve them is the kind thing to do. I completely get that it is not always possible, but if the learning curve is factored into the strategic plan, it mentally gives your team members some breathing room and is less likely to create some tension and delays from inaction. Part of creating a culture of learning and adaptability is creating conditions within the workday to make space for it and respecting that space on a regular basis.  

By incorporating these strategies into your leadership approach, you'll not only help bridge the execution gap when it comes to getting team work completed, but it will also create a foundation for your team’s long-term success.

If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 


 

Emergent Leaders Newsletter/028/How to Break Barriers to Your First Leadership Position

Assuming a victim’s mindset when things don’t go your way when applying for a promotion is probably one of the worst things you can do to help yourself professionally. Not only will the negativity provide confirmation to the hiring team that they made the right call by selecting someone else, but it also creates an atmosphere where you risk alienating co-workers. Focusing on skills that are within YOUR control is a habit ad skill in itself that will help you better understand how to improve your “luck” rather than leave things at chance. This way, you are more likely than not to at least get the results you want, more often than not.  

I wrote this newsletter with the best of intentions: to help individuals snap out of their “Why am I always passed on for this promotions/job?” funk and tell you the thing others may not have the courage to tell you. The great news though, is that mindset and habits are like muscles – they can be worked out and improved on, leading to version 2.0 of yourself. In fact, it’s preferable that you hone the skills listed below BEFORE stepping into a leadership position so that you can hit the road running once in the role. If you are ready to, examine your behaviors and habits from each perspective listed below to see if you perhaps sometimes fall into these traps:  

 

Lack of Initiative and Proactiveness  

Most individuals prefer to wait for opportunities to come to them rather than actively seek them out. In a competitive job market, waiting for leadership roles to fall into your lap is a recipe for stagnation. And while yes, it would be nice for HR or your boss to bring opportunities to you or celebrate your wins to the powers that be so that you are at top of mind when the next promotion opportunity arises, it rarely happens. Taking proactive steps such as volunteering for projects, expressing interest in leadership roles, and seeking mentorship or coaching are good stepping stones. With each of these opportunities you seize, you will increase your visibility, expand your skill set, and create a reputation for being a proactive and engaged team member. 

 

Limited Networking and Relationship Building  

Keeping a low professional profile and neglecting to build meaningful connections is another aspect of working on your professional growth. Networking is crucial for leadership positions, as it enhances visibility, provides mentorship opportunities, and fosters a supportive professional community. It also shows that you can collaborate and create work-bridges that go beyond your own personal work. I recommend at least trying to attend industry events, join professional groups, and actively cultivate relationships within and outside your organization. Try to go into these conversations with a curious mind and seek to understand others’ pain points and how you might be able to help or bring value. Keep in mind that these people you will meet don’t owe you anything – so make sure you leave a positive impression of your interactions, rather than have them feeling like you are only about asking for favors. Something as simple as connecting people who could mutually help each other is valuable, and then nurturing that connection with follow-ups. Access to new opportunities, a stronger support system, and a reputation as a collaborative and connected professional will help others perceive you as more than a “do-er”. 

Resistance to Change and Adaptability  

If as an employee, you prefer to stick to the familiar and resist change or new responsibilities, then forget about being assigned a leadership role. Leadership positions demand high adaptability and a willingness to not only embrace the change, but they also need to then sell it to their team so that they can get everyone rowing in the same direction. In addition, the tendency to resistant change hinders personal growth and limits potential for advancement. If seeking out new challenges seems daunting, embrace change as an opportunity for growth, and continuously develop your skills. Rather than focus on all the negative aspects of the changes, try to see how you will benefit from them. Will they bring about a new opportunity to highlight your skills? Provide an opportunity to create new working collaborations, experiences and connections? Try to think of ways to demonstrate your enhanced adaptability and broader skill set, by doing things that will provide evidence to others that you are, in fact, someone who thrives in dynamic environments. 

 

Ineffective Communication  

Effective communication is a cornerstone of leadership. Poor communication (not communicating clearly or frequently enough, confidently, and persuasively) can hinder collaboration, lead to misunderstandings, and impede your ability to influence others. If you’re noticing that your communication skills could use some refining, work on honing them. If you don’t know where to start, try seeking feedback from trusted sources. Simply showing an openness to feedback will show initiative few others are willing to model. If you’re still not convinced, just know that improving your overall communication skills will only improve team collaboration, increase your influence, and elevate your reputation. There are no drawbacks to improving communication skills, so why not try?  

 

Reluctance to Take Ownership 

Shying away from taking ownership of projects or avoiding responsibility for outcomes doesn’t bode well for any employee. If you can’t handle the consequences of your own output, how can the organization rely on you to take responsibility for the output of several of your team members? Leaders are expected to take ownership of both successes and failures – and avoiding responsibility signals a lack of leadership readiness. If the idea of flying under the radar is something you prefer, yet being a leader is still something you aspire to, then I would suggest starting small. Volunteer for leadership roles on tasks, then moving onto ownership of projects. Normalize leadership development and learn from both successes and setbacks by having conversations with leadership members you admire, within or outside of your organization. With time and practice, you will increase your confidence, enhance your overall leadership skills, and grow your reputation for being a reliable leader that values accountability. 

 

While not all things are within your control, such as the decision to promote you or not, many other factors are within your control. However, breaking free from the habits and behaviors that are hindering your journey to a leadership position will require intentional effort and a commitment to personal growth. By taking initiative, building meaningful relationships, embracing change, improving communication, and demonstrating ownership, you can pave the way for your ascent. As you make these changes, expect to see increased opportunities, a stronger professional network, and a trajectory toward your first leadership role. Remember, the path to leadership is not a sprint but a strategic and purposeful marathon. 

 

Emergent Leaders Newsletter/026/5 Reasons Time Blocking Isn't Working for New Leaders and What They Can Do To More Effectively Manage Their Time

Time blocking is a popular time management strategy that can be highly effective when implemented correctly. It involves scheduling specific blocks of time for tasks, meetings, and other important activities to enhance productivity and focus by allowing individuals to deeply focus on a single task at a time. Not only are time blocks good for getting things done, but they also bring peace of mind knowing that you have dedicated space to focus on each of your priorities – ending the need to multitask. 

For this time management strategy to work, however, one needs to have a SUPER clear idea of what their true priorities are. Only then can a schedule be created to reflect those priorities or activities that mean the most. This is a challenge, particularly when helping new leaders transition from do-er to leader. While time blocking can be a source of frustration – in most cases, the root of the issue is a lack of clarity on what’s truly important. New leaders simply try to do too much because they can’t let go of their previous ways of doing things and struggle adapting to a new paradigm.

In this article, I go through five common challenges new leaders experience when trying out time blocking. I also provide some guidance on strategies and mindset changes leaders (or anyone, for that matter) can implement to experience more focus and better time management using time blocks.  

Overambitious Planning   

Leaders often have many responsibilities and commitments. One common pitfall is setting unrealistic expectations when time blocking. It's easy to overestimate how much can be done within each time block. It’s a thing – and it’s called the “planning falacy”, a term coined by psychologists Daniel Kahneman and Amos Tversky in the 70’s. To make time blocking more effective, as a new leader, you should:  

  • Be realistic in estimating the time needed for tasks. A general rule of thumb is to figure out how much time you believe you will need, then add 30% to that. Then use THAT amount of time to determine the length of your time block for that task (or break it up into several).  

  • Prioritize essential tasks over non-essential ones. It is amazing how quickly “busy” work can smother our days. These are typically mindless tasks we’re so used to doing, we don’t really think about the value they bring anymore. We just do them because “that’s how I’ve always done it.” Take a look at what’s taking up your time, and decide what’s necessary vs what’s no longer serving you. These tasks can also be pushed back, delegated or eliminated altogether.

  • Allow buffer or transition times between blocks to account for unexpected interruptions or much needed health and mental breaks. A common complaint from folks who play around with time blocking at first is that something unexpected but urgent got in the way of following their rigid schedule. I guarantee you, something like this will happen almost daily. If you know it will happen, build time into your schedule daily for the “s&*%” that will happen. Even 10-15 minutes will give you time to re-direct, send an email to deal with the issue, or at least create a better plan to tackle it later – and will prevent your day from being derailed.  

 

Inflexibility  

Some leaders become too rigid in their time blocking schedules, which can be counterproductive. They may resist adapting to unexpected changes or opportunities. To address this issue, leaders should: 

  • Maintain some flexibility in their schedule for spontaneous issues. (Such as, “s&% happens” time block), as frequently as “s&%” typically happens. 

  • Be open to adjusting time blocks as needed. Understand that these time blocks will evolve with time as work/life happens. What’s important is that you take control of how your time is spent.  

  • Understand that not every task can fit neatly into a predetermined block of time. But it will work for most tasks – if planned for, well ahead of time.  

Lack of Focus and Distractions  

Constant interruptions and distractions are common barriers to time blocking success. New leaders may find it challenging to maintain focus during their scheduled blocks. To overcome this challenge, as a new leader, you should: 

  • Create a distraction-free work environment. I’ll be the first to admit that I lack the discipline to not check on my phone during focus times. Knowing this, I put my phone away during those times. As I’m writing this, my phone is in a different room - with all notifications off.

  • Set boundaries and communicate your time blocks to colleagues and team members. When possible, let them know what you’re working on. They will better be able to relate and respect these boundaries without grudges. Invite them to do the same with their scheduled focus time.

  • Utilize techniques like the Pomodoro method (using a timer) to maintain focus during on tasks that you find less engaging. 

  • Be more strategic in your planning. Tasks that require more focus and attention to detail should be scheduled during periods of the day where you are most easily focused, while more creative or interactive work can be done during other times. Work with your natural focus rhythms – not against them. 

 

Inadequate Planning and Preparation  

Leaders may not spend enough time planning and organizing their time blocks, which can lead to inefficiency and wasted effort. To improve their time blocking strategy, leaders should: 

  • Clearly define tasks and objectives for each time block ahead of time. This will avoid wasting precious minutes deciding what needs/should be done. Write follow-up notes so you can start up exactly where you left off last time you worked on a particular task.  

  • Prepare the necessary resources and materials in advance. If others are involved, tell them exactly what information you will need and when so that you’re not wasting time chasing after things you need to do the work.  

  • Develop a daily or weekly time blocking plan that aligns with their overall goals. Friday afternoons are a great time to plan for the week ahead. It also allows leaders to get ahead of the crowd and block focus time for priorities that align with their own goals, rather than get their time booked by others for things that may not necessarily be a priority. 

Neglecting Self-Care  

Leaders often prioritize work-related tasks and forget to allocate time for self-care and personal well-being. Neglecting self-care can lead to burnout and decreased productivity. To enhance time blocking, new leaders should: 

  • Schedule regular breaks, meals and downtime in their calendar. 

  • Prioritize their physical and mental health. 

  • Recognize that self-care is essential for long-term success and focus. There is no point in going through the effort of such careful planning only to burn out a few weeks in. Make sure to respect these self-care times as you would any other work-related time block.  

 

Time blocking can be a powerful tool for leaders to enhance time management and focus. However, its effectiveness is highly dependent on realistic planning, flexibility, maintaining focus, thorough preparation, and the inclusion of self-care. By addressing these common issues and implementing the suggested strategies and mindset changes, leaders can harness the full potential of time blocking to become more productive, organized, and focused in their roles.