Love this S.B. Thanks for sharing and thanks to Susan, for sharing as well.
I am curious it seems like delegated some authority to your team would be an important part of this as well, right?
Trying to get some of the decisions off your plate and letting your team problem solve a little bit. I’ve tried to do that more recently to help my work load. Working with my team to understand our goals and any limitations we have to him them. Then letting them run with it as they can, within boundaries.
One of the hardest leadership shifts is accepting that “after this project” is often an illusion.
There is no final calm season where complexity disappears and leadership suddenly becomes easy.
Which means resilience comes less from eliminating uncertainty and more from designing systems that can absorb it without breaking people.
That’s a very different mindset from permanent firefighting.
Yes, ‘after the project,’ ‘after the end of the quarter,’ ‘when we fix this problem’ is always an illusion.
Love this S.B. Thanks for sharing and thanks to Susan, for sharing as well.
I am curious it seems like delegated some authority to your team would be an important part of this as well, right?
Trying to get some of the decisions off your plate and letting your team problem solve a little bit. I’ve tried to do that more recently to help my work load. Working with my team to understand our goals and any limitations we have to him them. Then letting them run with it as they can, within boundaries.
Excellent points.