It’s been one of those weeks that whichever way I looked I was being inundated with more projects and tasks. It was also a busy time with my family which is always my number one priority. Meetings seemed numerous and endless, leaving some with unresolved issues. So many asks and definitely not enough hours in the day to meet all the demands. I am sure leaders all across the globe are facing similar experiences and maybe struggling to balance or even blend their professional and personal lives. Our over-scheduled days or weeks can sometimes push leaders to a point of exhaustion or burnout. How do you know if you are ready to burst? Maybe you can relate to some of these comments:
“If my team schedules one more meeting on this topic I am going to scream!”
“Why can’t others be more open and flexible?”
“Let’s just stop opining and make a decision.”
“Why does it seem that everyone is on a power trip?”
Leaders can choose to stay stuck or frustrated or decide to take control of their overwhelming situation. Yes, we have a choice!
Here are six ways to juggle leadership responsibilities to avoid burnout:
1. Be Honest With Yourself
How many leaders are always aware of being on overload? It can creep up on us and then our bodies may have a physical reaction. We begin to have anxiety over little things. We notice our heart racing at the thought of another task or challenge. We may become short tempered and begin to hear only negative comments. We lose our patience with everybody. So the first step to avoid burnout is recognizing what is happening within our minds and bodies.
The first step for leaders to avoid burnout is listening honestly to what they are feeling. Click To Tweet2. Clarify The Responsibilities
Next, it is critical for leaders to take a deep dive into their existing plate of professional and personal responsibilities. Oftentimes we lump every task together and our routines become blurred. Try asking yourself:
- What commitments do I have this week for my family and my work world?
- What is involved in each project and how much time will it take to complete?
- How can I make sure my family’s needs are met? Specifically list the tasks and your part in the process.
- Do I have a To Do list?
3. Choose What Can Be Dumped
This can be the most empowering step of all to make sure we are focused on the right responsibilities. One of my favorite questions to ask leaders when thinking about managing their time is: What don’t I have to do today? It may seem impossible to answer at first, but when we really think about which responsibilities aren’t critical, it can make a huge difference. So take some time to identify tasks that you can either delegate or just not perform initially. Be clear about your top priorities and then let the remaining assignments or tasks drop to the bottom of your list.
4. Consult Trusted Advisers
When leaders feel stressed and uncertain how to juggle their personal and professional workload, it is so helpful to reach out to people they trust for guidance. This step is not to be overlooked as it can propel us down a healthier path. When considering how to choose trusted advisers and how to set up a process to work with them:
- Select people in both your personal life and work life who understand your strengths and blind spots.
- Be open and honest with your advisers even if that means feeling a bit vulnerable.
- Don’t rule out hiring a coach who is qualified and comfortable for your style of working.
- Make sure empowering questions are a big part of the process.
5. Create A Doable Game Plan
Brainstorming a direction and path to move forward is only the start of the juggling process. Design the plan and write it down. When we list out in writing all of our responsibilities and know our priorities, we can take action. Keep nothing in your head to just swim around. When I get thoughts stuck in my head, they often just fight with each other. A game plan is our compass and guidepost for our decisions.
6. Include Self-Care
All of these steps must include one important aspect of leadership survival- self-care.
More than ever with so much remote work intertwined with residing in our homes we need to set time aside for ourselves to remain healthy.
- Create boundaries so that when you are involved in job assignments focus on those rather than home responsibilities. Carve out time for each and try not to overlap.
- Block out time each day for lunch and breaks. Maybe even catch-up with friends.
- Choose ways to escape from both worlds through books, movies, podcasts.
- Build in a physical part to each day by working out, biking, walking, running or just skipping along.
How do you avoid burnout with the many responsibilities you face each day?
This week I was telling someone that a client complained of too much to do and not enough time. Your suggestions here are spot on. I found it interesting that the person I was speaking to simply asked, “Do they delegate?” I’ve known many leaders over the years who think it will take more time to delegate than to keep it on their plate no matter how high it’s piled and it’s just not true. Not to mention being good for the leader, it’s great for team members who want to take on more, grow their skills, and get to the next level in their careers too.
Will share!
Alli
Delegation is such a critical skill for leaders to master. As you mention, it not only helps a leader have time to focus on more strategic goals but also empowers the delegatee to learn and develop. I have found that when a leader cannot delegate it may be because of not knowing how. Definitely a skill that can be learned.
Thanks Alli!
Delegation is, I think, a skill that is built over time. However, what I find is that a greater problem to delegation is the emotional component of seeming to be incompetent if delegation is practiced. The other part is ego and the power the ego feels when self is all-knowing and all doing. After all, being a manager, they think, means you need to do it all so power is not lost and definitely not shared. Delegation means empowering people to do the work which often does not happen because of the internal problems and misconceptions a manager has.