Those in senior positions - deal with stress/workload?
Discussion
A very close friend who is in a senior position with several vital functions reporting in is operating at peak capacity both personally and professionally.
Whilst he trusts my advice I’m conscious I’m a pound shop Simon Sinek middle management and that I haven’t yet lived at the level he operates at.
It’s not a lack of delegation or team members with the right abilities but it is somewhat the ‘operating model’ the business uses and the nature of the functions reporting in.
Keen to hear of any gems that I may be able to steer him towards as operating in the red is only viable for so long.
Whilst he trusts my advice I’m conscious I’m a pound shop Simon Sinek middle management and that I haven’t yet lived at the level he operates at.
It’s not a lack of delegation or team members with the right abilities but it is somewhat the ‘operating model’ the business uses and the nature of the functions reporting in.
Keen to hear of any gems that I may be able to steer him towards as operating in the red is only viable for so long.
There are no easy answers. Everyone has to decide on their own work/life balance. It's often the "social" pressures which can be a problem, especially if there's a demanding "other half" in the picture.
Yes, if it was easy everybody would be doing it. But no, it's not easy.
My own answer to the question was to quit at age 48 and follow a different path.
Yes, if it was easy everybody would be doing it. But no, it's not easy.
My own answer to the question was to quit at age 48 and follow a different path.
Panamax said:
There are no easy answers. Everyone has to decide on their own work/life balance. It's often the "social" pressures which can be a problem, especially if there's a demanding "other half" in the picture.
Yes, if it was easy everybody would be doing it. But no, it's not easy.
My own answer to the question was to quit at age 48 and follow a different path.
Agree with what you say but in this instance the work/life balance is broadly protected with the bulk of the stress contained within the work zone. Yes, if it was easy everybody would be doing it. But no, it's not easy.
My own answer to the question was to quit at age 48 and follow a different path.
It’s a common issue unfortunately.
No easy answer here without conducting a full diagnostic review.
You’ve mentioned two issues that would usually need looking at early doors, that any external review would describe as the art of effective delegation (many folk think they have this cracked when in fact they don’t really) and hiring folk better than themselves (to ensure there is indeed a top team in place to support them).
Whilst you have covered them off, experience suggests that there’s always room for improvement in both despite any reassurances.
The most useful advice you can give is to help him shift from his ‘capacity management’ problem view to thinking about ‘operating model redesign,’ if it’s within his gift.
If not, then an executive mentor and/or coach may help as would having a discussion with his line manager, who, if they are any good, should be spotting that he’s having some challenges and intervene before it affects his health and confidence.
Some say too that we all at some point reach our level of incompetence, the ‘Peter Principle’, where the idea is that people are promoted based on success in their current role until they reach a job whose required skills they don’t have, at which point they stop rising. It’s often used to explain why organisations end up with leaders who are overwhelmed or misaligned with the demands of their role. It could be the case here.
Not sure if that little is helpful, but you’re a good mate looking out for him.
No easy answer here without conducting a full diagnostic review.
You’ve mentioned two issues that would usually need looking at early doors, that any external review would describe as the art of effective delegation (many folk think they have this cracked when in fact they don’t really) and hiring folk better than themselves (to ensure there is indeed a top team in place to support them).
Whilst you have covered them off, experience suggests that there’s always room for improvement in both despite any reassurances.
The most useful advice you can give is to help him shift from his ‘capacity management’ problem view to thinking about ‘operating model redesign,’ if it’s within his gift.
If not, then an executive mentor and/or coach may help as would having a discussion with his line manager, who, if they are any good, should be spotting that he’s having some challenges and intervene before it affects his health and confidence.
Some say too that we all at some point reach our level of incompetence, the ‘Peter Principle’, where the idea is that people are promoted based on success in their current role until they reach a job whose required skills they don’t have, at which point they stop rising. It’s often used to explain why organisations end up with leaders who are overwhelmed or misaligned with the demands of their role. It could be the case here.
Not sure if that little is helpful, but you’re a good mate looking out for him.
Work out how many hours he works in a week and work out his real hourly wage to see if it s worth it really
All these senior jobs pay you a good salary but then you end up working 60/70/80 hours, replying to emails late at night etc and your life is soon consumed
The best advice is to learn to say NO!
I have one senior manager friend who does a 2 hour commute everyday, gets to the office for 8, stays till 6 then drives home, and recently was told by her American overlords she basically needed to work on holiday or else
That’s no life.
All these senior jobs pay you a good salary but then you end up working 60/70/80 hours, replying to emails late at night etc and your life is soon consumed
The best advice is to learn to say NO!
I have one senior manager friend who does a 2 hour commute everyday, gets to the office for 8, stays till 6 then drives home, and recently was told by her American overlords she basically needed to work on holiday or else
That’s no life.
rog007 said:
It s a common issue unfortunately.
No easy answer here without conducting a full diagnostic review.
You ve mentioned two issues that would usually need looking at early doors, that any external review would describe as the art of effective delegation (many folk think they have this cracked when in fact they don t really) and hiring folk better than themselves (to ensure there is indeed a top team in place to support them).
Whilst you have covered them off, experience suggests that there s always room for improvement in both despite any reassurances.
The most useful advice you can give is to help him shift from his capacity management problem view to thinking about operating model redesign, if it s within his gift.
If not, then an executive mentor and/or coach may help as would having a discussion with his line manager, who, if they are any good, should be spotting that he s having some challenges and intervene before it affects his health and confidence.
Some say too that we all at some point reach our level of incompetence, the Peter Principle , where the idea is that people are promoted based on success in their current role until they reach a job whose required skills they don t have, at which point they stop rising. It s often used to explain why organisations end up with leaders who are overwhelmed or misaligned with the demands of their role. It could be the case here.
Not sure if that little is helpful, but you re a good mate looking out for him.
Great post. No easy answer here without conducting a full diagnostic review.
You ve mentioned two issues that would usually need looking at early doors, that any external review would describe as the art of effective delegation (many folk think they have this cracked when in fact they don t really) and hiring folk better than themselves (to ensure there is indeed a top team in place to support them).
Whilst you have covered them off, experience suggests that there s always room for improvement in both despite any reassurances.
The most useful advice you can give is to help him shift from his capacity management problem view to thinking about operating model redesign, if it s within his gift.
If not, then an executive mentor and/or coach may help as would having a discussion with his line manager, who, if they are any good, should be spotting that he s having some challenges and intervene before it affects his health and confidence.
Some say too that we all at some point reach our level of incompetence, the Peter Principle , where the idea is that people are promoted based on success in their current role until they reach a job whose required skills they don t have, at which point they stop rising. It s often used to explain why organisations end up with leaders who are overwhelmed or misaligned with the demands of their role. It could be the case here.
Not sure if that little is helpful, but you re a good mate looking out for him.
The ‘operating model’ is one I’m minded to suggest but conscious that at their level, the OM for the individual is often linked to the OM of the business.
An issue is there is simply too much flowing into them at the moment.
My friend knows what good looks like (and has enabled it elsewhere within the business) but conditions within the business for various reasons means it’s hard to follow their own advice.
rog007 said:
The most useful advice you can give is to help him shift from his capacity management problem view to thinking about operating model redesign, if it's within his gift.
Those sound splendidly clever words, although I have absolutely no idea what they mean.Spock, translation please.
Panamax said:
rog007 said:
The most useful advice you can give is to help him shift from his capacity management problem view to thinking about operating model redesign, if it's within his gift.
Those sound splendidly clever words, although I have absolutely no idea what they mean.Spock, translation please.
I’m in a senior role for a US firm. I have had them expect me to dial in to conf calls whilst in ICU….
Quattr04. said:
Work out how many hours he works in a week and work out his real hourly wage to see if it s worth it really
All these senior jobs pay you a good salary but then you end up working 60/70/80 hours, replying to emails late at night etc and your life is soon consumed
The best advice is to learn to say NO!
I have one senior manager friend who does a 2 hour commute everyday, gets to the office for 8, stays till 6 then drives home, and recently was told by her American overlords she basically needed to work on holiday or else
That s no life.
I'd be out of there faster than sAll these senior jobs pay you a good salary but then you end up working 60/70/80 hours, replying to emails late at night etc and your life is soon consumed
The best advice is to learn to say NO!
I have one senior manager friend who does a 2 hour commute everyday, gets to the office for 8, stays till 6 then drives home, and recently was told by her American overlords she basically needed to work on holiday or else
That s no life.
t out of a goose, unless short-term and/or very lucrative.I get the enjoy it argument, a compensatory argument and also the cannot switch off argument, but sometimes people need a slap in n the chops.
I haven't yet managed to meet anyone who can buy time.
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