Improving Effectiveness

On The Road To

Overcoming Overload

Thoughts and Tips on Overcoming Overloaded Roles (Part 2)

Growing work and life demands often lead to overload. We all perform our roles on three different stages. As illustrated, these stages offer us the opportunity to focus on the roles and platforms where we are most effective.

Learn to evaluate your roles and select the stage where you offer the greatest value. Ensure that you delegate other roles to teachable people whom you can coach as they grow by assuming the roles you delegate.

Adam Smart * is a very competent and knowledgeable corporate controller. In his fast moving, growing business he was known as the “go to man”. His willingness to take risks gained him a reputation as a troubleshooter. His flexible educational background encouraged others to recruit him as a key member in a variety of committees. Committee meetings often resulted in long “To do” lists that he was encouraged to undertake.

While Senior Management often admired his activities, the operational need of his finance team and his family commitments were often neglected. Guilt and frustration added to his real feeling of overload. In planning for his annual performance review he was quick to realize that some changes would have to happen.

Adam realized his need to prioritize differently. He would have to focus on roles where he would be most fulfilled and where he would deliver the highest value. He knew that his actions might be counter culture and that he would have to do some tough negotiations with his boss.

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

If, like Adam, you have fallen victim to “Overloaded Roles” the following process and tips may help:

A. We each perform different roles on a mix of three distinct stages.

1. On the Leadership Stage we leverage people and our success is dependent on the relationships we develop and how we impact others. Here you may play the role of a visionary, coach, leader, champion etc.

2. On the Project Stage we leverage the need for change. Projects require a beginning and an end with well-monitored progress. Here you can play the role of a manager, director, resource, etc.

3. On the Operational Stage we leverage predictability and routine. Here you may play the role of administrator, auditor, supervisor, etc.

B. Take time to examine which stage and what roles you enjoy the most. Where do you normally receive the most compliments?

C. Seek the input of respected individuals as you reevaluate and examine your personal opinions and observations.

D. Take inventory and determine what percentage of your time is spent on each of the three stages above.

E. Take inventory of the information you receive and collect and what stage it relates to predominantly. Please note: we believe that the information you collect will influence or even direct you to the stage where you spend most of your time.

F. Armed with credible observations, opinions, and data arrange one on one time with your boss and key individuals in your sphere of accountability.

G. Negotiate to realign your roles and the stage where you deliver the highest value.

H. Be sure to negotiate for the delegation of other roles to individuals that you can coach as they grow by assuming these new roles.

Example:

Following this process, Adam decided to:

§ focus on committees where he can play the role of an advisor. He asked to be a part of a few strategic planning and development projects.

§ disengage with the support of his boss, from several standing committees that were highly operational in nature.

§ delegate attendance at these standing committees to some of the teachable people he was coaching.

§ reduce his filing system enabling him to focus on his new found roles.

The results: Adam’s meeting participation dropped significantly and he was able to spend far more time coaching his team and to spend more time with his family.

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