Chapter 1: The Challenge of Management

Being a manager can often feel overwhelming, and I completely relate to that sentiment. Having spent a decade managing teams and training new managers, I understand the relentless pace of this role.

For managers, the workload never seems to end: there are meetings, one-on-ones, performance evaluations, a flood of emails, Slack messages, and endless questions from team members. With such a whirlwind of tasks, it's easy to mistakenly believe that the essence of your job is to stay busy. Many organizations inadvertently reinforce this notion by celebrating individuals who work late hours or constantly appear occupied.

However, as Thomas Watson, the founder of IBM, wisely stated, “Being busy doesn’t make a company grow; thinking about how to do things better does.”

If you've positioned yourself as someone who responds to trivial messages in record time, I regret to inform you that this approach may not be beneficial for your career progression. While it might provide a temporary boost to your self-esteem or even create a favorable impression with your superiors, true career advancement is rooted in achievement, not mere busyness.

“Never mistake activity for achievement.” - John Wooden

You might be curious about the distinction between these two concepts. Let's break it down:

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It's always tempting to focus on tasks that fall into the "Activity" category because they are easier to complete. They require less cognitive effort and provide a sense of accomplishment. Often, these tasks are more tangible and measurable, giving an illusion of being productive.

However, activities in this category won't drive significant progress. They won't save your organization substantial amounts of money or enhance your team’s efficiency. Moreover, they won't contribute to your growth as a leader or help you develop new competencies.

Surprisingly, the most effective strategy for a manager is often to step back and contemplate the more profound, strategic questions:

• What are the primary challenges facing my team?
• How can we make incremental improvements?
• Are we prioritizing the right tasks and projects?
• What single action can we take this week that would simplify or eliminate other tasks? (Inspired by "The ONE Thing")
• What vision do I have for our team in one year, and how can we begin to realize that vision?

Indeed, one of your most crucial responsibilities as a manager is to engage in strategic thinking.

Now that you've transitioned into this role, your focus should be on enhancing the system rather than merely completing more tasks. It’s time to think at a higher level.

Have you accepted this new responsibility?

“Thinking is the hardest work there is, which is probably the reason why so few engage in it.” — Henry Ford (Note: While Henry Ford made significant contributions to industry, his personal beliefs were deeply flawed.)

Yes, responding to emails and Slack messages is still part of the job. However, it is equally critical to allocate time—ideally on a weekly basis—to focus on broader objectives.

To support yourself and your team, consider implementing the following strategies:

• Schedule dedicated time for strategic thinking
• Take walks to ponder complex challenges
• Devote time to developing scalable, repeatable processes
• Reflect on the long-term vision: where do you want to be in several years?
• Ensure that your current efforts are aligned with your ultimate goals

If you aspire to enhance your leadership skills, consider subscribing to receive my exclusive 10-page guide tailored for leaders and learners.

Chapter 2: Enhancing Your Leadership Skills

In this video titled "First one-on-one meeting with direct reports (PRO TIPS FOR MANAGERS)", you'll discover essential tips for conducting effective one-on-one meetings that foster communication and productivity.

The second video, "15 Questions To Ask Your Manager During Your 1:1 | Tips From An HR Professional," provides insightful questions that can enhance your one-on-one interactions, making them more meaningful and productive.