A few weeks ago a colleague at work stopped me during my lunch break to thank me for the contributions I make to our workplace. It was a nice moment. It is always nice to receive simple, honest validation from someone who understands and appreciates what you do. Still, I am a little bit haunted by the way he phrased the compliment. “Man, you are the busiest guy I know. You are everywhere doing everything.” Those words, simple and specific, sat on top of my own observation that, more often than not, my own team had started to apologize before talking to me. I started hearing things like “I’m sorry to bother you” and “I know you probably don’t have time for this right now” and “Its important but it can wait if you need.” This is code for, you’ve got yourself buried behind a barricade of work. We know you’re in there and just want to acknowledge that we can still see you.”
I used to admire super-busy people as exemplars of drive, ambition and stamina. Now that I have become one of those people, I feel a bit sorry for us. I can’t help thinking that extreme busyness is a symptom of some larger disorder. That busy people aren’t necessarily more productive, and that many of us are just incapable of proper prioritization or effective delegation.
I like to be busy. I like to work hard. I like to push my limits and practice with stamina and determination. These are virtues. Still, I can’t help feeling as if I have fallen into the busyness trap, substituting energy and effort for clear, specific results. I am reading Jim Collin’s Good to Great and working again with the idea of a Stop Doing List, an exercise in clarity by cutting away at things that don’t really need or deserve my attention.
I am also working with the idea that 21st century leaders, above all else, will be rewarded for their ability to bring clarity of focus to the people on their team. Helping others find and sustain clarity of focus requires strong relationships. Clarity of focus gets developed and shaped over time. This kind of leadership only happens when the leader slows down, models relentless discipline of focus and helps the team connect to their own purpose, their own intention and their own drive. This is the kind of leader I aspire to become. I don’t want to keep being the guy who is everywhere doing everything. I want to be the guy who connects everyone to what needs doing. This kind of leader is still a busy person, but the pace is controlled, the focus is clear and everyone travels together. That’s a better way to be.