The place leaders wear down the most is the place they can least afford i.e., staying engaged and staying consistent.
Like it or not employees or staff take their queue from the posture of the manager or executive to whom they report. It doesn’t take long for inconsistency on the part of the manager or executive to cascade through the system of their direct reports as lethargy, poor follow through, or even deliberate sabotage of the company’s objectives. It is fairly easy to empower a group or individual to engage their work when two things occur.
Both of these problems i.e., inconsistency and poor systems, contribute to leadership weariness.
First, leaders try to do the work of their entire team – their scope is too far reaching usually out of mistrust of others. This is a sure sign that the systems and controls that are needed to create a great company are missing. Instead of disciplined execution, these leaders run from fire to fire. People never know where this leader will land and resent the intrusion when they do because they are a flurry of activity and anxiety that contributes very little to the completion of the task. How many hats do you wear in your business or organization? Why? If your answer is that others just don’t have the commitment or the skill it is time to reassess your assumptions about your organizational structure and your hiring practice. Up the game or the game will eat you. Create systems and processes that ensure the right controls and the right permissions so that others can excel along with you.
Second, leaders often don’t know how to rest. They violate their own physical and mental energy by overexerting themselves for fear that others won’t perform. The fear part of this equation is answered in designing clear processes and accountability. The exhaustion part of this equation comes from a lack of time away. This kind of leader hovers over the time clock, stays late, arrives early and present him or herself as the paragon of productivity. In fact, they often duplicate their efforts, give contradictory commands, and overturn other people’s work then hasten to get them to do it again without significant changes. Day’s off and vacations are not optional. A tired leader often thinks he or she is demonstrating deep commitment – however, their short fuse, inability to critically assess problems and emotional detachment undermine the commitment of those working for them.
If things are broken reassess your systems and the degree to which you are developing leaders.
If you are weary, get away before you destroy your own success by harboring resentment toward those you blame for your weariness (usually the people closest to you who have no idea of what you are feeling – they just sense your displeasure).