Today’s Tuesday Reading is from Marcia Dority, Program Leader and Leadership Coach at MOR Associates. Marcia may be reached at [email protected] or via LinkedIn.
It’s not enough to be busy. The question is, what are we busy about? – Henry David Thoreau
A core concept in the MOR Leaders Program is recognizing the difference between the Important and the Immediate. Having leadership priorities requires a relentless focus on the high-value work for their organization. This sounds like a good plan but, to be strategic, one must identify the difference between Leading, Managing, and Doing (LMD). This is not the time to check off the to-do list. It is time to look up, look forward, and to lead our organizations through challenging situations.
In stressful situations, we tend to do the things that give us a sense of control. This can involve responding to emails, attending meetings, or engaging in the various crises that arise on a particular day. To shift from a reactive to a proactive approach, leaders must transition from a check-the-box framework of simply getting things done to adopting a strategic mindset, enabling them to lead their organizations through uncharted times.
MOR Maxim: You Can Never Make Up in Leadership Tactics What You Lack in Strategy.
The first focus area of leadership priorities is the What. We must identify the current environment because context matters.
Looking out several weeks (or even months), what are the highest-value priorities? What could you focus on that would have the greatest beneficial impact on those things? Then, take a look at your calendar. Where do you spend your time? Many people are responsive to what their calendar tells them to do. Are the highest value-add priorities reflected in where you spend your time and, as a result, your talents?
MOR Maxim: In Leadership, Context Matters.
The next focus area is the So What. As Simon Fulleringer said, “When everything is a priority, nothing is a priority.” What are the top three high-value priorities for you? What can you focus on to meet these priorities? Our organizations are being asked to help navigate uncertain times and juggle increasing workloads. Five years ago, we took an active role in supporting our organizations as they transitioned to remote learning and remote work due to the pandemic. This response enabled us to transition from a tactical or service-oriented role to a strategic, business-focused partner. Once again, leaders have the opportunity to navigate uncertain times. What actions do you need to take to move your top three priorities forward?
MOR Maxim: Leaders Focus on the Strategic.
The third focus area is the Now What. What practices or strategies will give you and your team traction on these priorities? This is where the formula for success is critical. As context matters, the practices or strategies we flex are what our organizations need to move through challenging situations. Strategies regarding talent and strategic alignments are key. Leaderly practices, including defensive calendaring, being more decisive, and delegation, provide the necessary space to focus on strategic thinking, planning for the future, and investing in staff being asked to do more with fewer resources.
MOR Maxim: Presence Matters.
The phrase “the only constant in life is change” is attributed to the ancient Greek philosopher Heraclitus. As leaders, we have the choice to focus on the Important or the Immediate. As we navigate constant change, our presence as leaders matters. Strategic leaders look up and look out, ready to step up to lead in times of change.
What do you need to do to have leadership priorities that focus on the Important?
Last week, we asked which has been most helpful to you to have clarity on.
- 50% said context
- 28% said philosophy
- 23% said goals
Given how frequently it changes, it is no surprise that half of us identified context as being most helpful in gaining clarity. In a constantly evolving world, our work as leaders involves continually understanding the context and aligning our efforts to achieve success within that context. Context needs to be considered from multiple perspectives, both within and outside of the organization, to determine critical implications that inform strategy.