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“If you want to be successful in your career, you cannot afford not to lead yourself well.”

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? 

Yes, yes
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