How CEOs Should Spend Their Time
By Patrick Lencioni
I’m a big believer in reminders. Samuel Johnson, the 18th-century author, once said that “people need to be reminded more than they need to be instructed.” I’ve learned this in the context of managing my own life, in the parenting of my children, and even in consulting to CEOs and other leaders. Which is why I wasn’t all that surprised when a long time client recently asked us the question, “as a CEO, I’m not sure how I should be spending my time every day.”
Here was a guy who has been using the organizational health concepts from The Advantage in his company for years, but who had lost sight of how those concepts should relate to the prioritization of his daily activities. Basically, he needed a reminder, which prompted me to write this essay.
The simplest answer to his question is this: “A CEO should spend most of his or her time doing the things that only he or she can do. Anything else can be delegated, and should be whenever possible.” There are a few responsibilities that leaders of an organization, whether they are CEOs, division presidents, school principals or pastors, cannot delegate. A large part of those responsibilities relates to what we call organizational health. They include:
By John Rampton
Take a moment to think about the best boss, manager, or leader you’ve ever had. Why did you enjoy working with her? What made you admire her? Did she play a hand in helping you grow personally or professionally?
If you were fortunate enough to work with someone like that, I bet she wasn’t just your boss. She was also a coach who clearly explained what was expected of you while encouraging you to play to your strengths. She educated you and helped you work on your weaknesses. In other words, she empowered, motivated, supported, and trusted you.
At the time, that may not have seemed like a big deal. But research has found that organizations with a strong coaching culture “reported that 61 percent of their employees are highly engaged, compared to 53 percent from organizations without strong coaching cultures.” What’s more, 46 percent in organizations with strong coaching cultures notched “above-average 2016 revenue growth in relation to industry peers.”
By Arianna Huffington
Well-being = performance
The idea that performance improves when we prioritize well-being, and that a burnout culture is bad for business, will move into the realm of settled fact. Sure, there will still be outliers and denialists, as there always are, who continue to celebrate burnout culture or congratulate employees for being always on and answering texts in the middle of the night. But leaders who incentivize burnout by bragging about how little sleep they get will sound increasingly retrograde in 2019.
The disruption of AI is here, but so are the opportunities
The conversation around AI will no longer be just about the jobs it will replace. This conversation is hugely significant and will continue, but increasingly apparent will be the opportunities AI creates for new jobs based on what can’t be automated: creativity, complex decision-making, empathy, compassion, engagement, and caring. So, yes, while AI will cost jobs, it’s a chance to rethink what we value: humans working and caring for other humans.
Knowing how to work intensely but avoid burnout will be a job qualification.....
Self-Help Book / Personal Development