A thought by John C. Maxwell from his
book, How to Lead When Your Boss Can't (or Won't) (p. 25). HarperCollins
Leadership. Kindle Edition. (Click on the book title to go to Amazon.com to
buy the book.)
And this is so important.
John says, “While it’s true that all
leaders must become good at self-leadership in order to lead effectively, it’s
also important to note the power self-leadership has with others. Nothing will
make a better impression on your leader and those you work with than your
ability to lead yourself well. This develops credibility which reduces a lot of
friction people experience, including with their bosses.”
He goes on, “I have observed that most
people put too much emphasis on decision making and too little on decision
managing. As a result, they lack focus, discipline, intentionality, and
purpose. We often think that self-leadership is about making good decisions
every day, when the reality is that we need to make a few critical decisions in
major areas of life and then manage those decisions day to day.”
He later says, “One of the most
frustrating things about working for others—especially when working for a bad
boss—is not having complete control over your list of responsibilities or your
schedule. But that doesn’t mean you just give up on managing your priorities.
So what should you do? Try to get yourself to the point where you can manage
your priorities and focus your time in this way:
·
80 percent of the
time — work where you are strongest
·
15 percent of the time
— work where you are learning
·
5 percent of the time
— work in other necessary areas
“This may not be easy to achieve, and
it may take some time to get there, but it is what you should strive for. If
there are people working for you, try to give them the things you aren’t good
at but that they are. Or if possible, trade some duties with your colleagues so
that each of you is playing to your strength. One of the ways to become better
at your work and be recognized for it is to gradually shift from generalist to
specialist, from someone who does many things well to someone who focuses on
the few things you do exceptionally well.”
He then says, “You must also stop
doing things you like that aren’t necessary and don’t bring a high return. Just
because you like doing something doesn’t mean it should stay on your to-do
list. If it is a strength, do it. If it helps you grow, do it. If your leader
says you must handle it personally, do it. Anything else is a candidate for
your ‘stop doing’ list or for delegation.”
You see, don’t you, that you do have
some control and self-responsibility even when you have a bad boss?
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