Improving Effectiveness

On The Road To

Overcoming Overload

Thoughts and Tips on Overcoming Overloaded Roles (Part 1)

Most of us are hired into the organization using job titles that often fall short of defining the high value roles we are expected to play. As a result many leaders are victims of “Title Imposed Roles”. This is a primary cause for lack of focus and work overload.

Take ownership of defining your roles. If you don’t, others will assume them for you.

Adam * walked into his office at 7:15 the first day after the holidays. A quick glance at the flashing phone message light brought back all the resentment he had for the excessive work demands placed on him. Turning his voice mail on it said, “You have 22 messages.” The first message was from his SVP; it said, “Hi, Adam! Be sure to check your e-mail. The Boss has called a lunch meeting to update Q1 revenue commitments. I told him YOU WOULD be ready.”

After a depressing review of his voice mail Adam turned on his e-mail. He always checks his e-mail and calendar first thing in the morning. He says, “You never know what snakes are hiding in e-mail.” As usual a flood of e-mail and back-to-back meetings were forecast for a hectic day.

It was almost 9:30 when Adam opened his door to get his 4th cup of coffee. Several people were waiting to see him. In his good humor he yelled, “OK everyone; take a number and don’t block the hallway. It is against fire regulations.”

Standing in front of the coffee machine he remembered a question Eve Wise challenged him with at the Board of Trade party. She asked, “What important roles do you play in your organization?” His reply was, “I am the corporate controller.” She graciously said, “I did not ask you for your title, Adam. I asked you for your important roles.” The discussion that followed helped Adam realize that he was a victim of “Title Imposed Roles”.

Most of us are hired into the organization using job titles. These are short on defining the high value roles we are expected to play. As a result, the demands placed upon us by virtue of our titles are totally based on varied needs and assumptions and historical experiences of a variety of individuals and groups. Each demand, once fulfilled, becomes a de facto part of the job title and is added to the ever-growing to-do list.

*The names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop.

If, like Adam, you are a victim of “Overloaded Roles” here are some tips that may help:

A) Take ownership of defining your role. If you do not define your roles, others will assume them for you.

B) Find a quiet place where you can spend a good block of thinking time.

C) Make a list of all the possible roles you play.

D) Select the five highest value roles that you need to focus on and write each on a separate sheet of paper.

E) Describe each of these roles using the most important character attributes. Written attributes will help you see what you are expected to BE.

F) Select the five most important character attributes for each role.

G) Write clear objectives for each role. In other words, clearly write what you and others should see as a result if you were to demonstrate the character attributes that reflect the important roles you selected.

H) Select ten important people - five who can help you define your roles and five you consider critical to the achievement of your objectives and goals. Review your plan seeking their input, support, and/or accountability. Make modifications where needed.

I) In your calendar, block regular times dedicated to playing your high value roles.

J) The remaining roles are roles you may have outgrown. Delegate these to teachable people whom you can coach and help them grow in a similar manner.

K) Fine-tune your role regularly.

Example:

Adam, in following this process, decided to focus on his role as a coach to his staff. His objective was to see three of his direct reports grow into management in twelve months. To accomplish this he committed to being a disciplined, available, progressive, and empowering coach.

Based on the support he received from his important people, he blocked one hour weekly coaching time for each of his direct reports. In the process he delegated the role of watchdog and troubleshooter to teachable members of his team.

The results: Along with improved effectiveness, Adam found improved work/life balance and his staff found more job satisfaction.

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