As the Chief Executive, your most precious asset is time and thus your most valuable skill set, the effective use of that time. Your greatest vulnerability? Wasting tons of time trying to solve problems you have no business getting involved in. Typically, executives fall into three categories as problem solvers:
The Black & White Boss who will only make decisions when it is absolutely clear that the choice being made is the right choice. The good news is that this type tends to make some very good choices. As well, this type can be an anchor of stability for a firm. The bad news is this type doesn’t make nearly enough decisions and can hold an organization back, by being far too cautious and overly logical.
The Charismatic Driver who is big on making things happen at any cost, heavy on results but also heavy on chaos. Often highly successfully in the area of deliverables, their downside is that the people around them can feel very dominated and steamrolled. Typically, these types make for great pioneers and drivers, but struggle with sustaining strategies over the long haul.
The Zen Master Rogue who embraces a far more balanced approach to building a business. Patient yet passionate, these types tend to be able to muster a high degree of focus and effectiveness at any given moment. They seem to always be aware of and selling the Big Picture and yet, they also excel at making things happen in the day-to-day. The primary asset of this type is the fact that they are able to facilitate exceptional success through others.
The Secret Formula of The Zen Master Rogue
There is no time to waste. You’re not emotional nor are you overly logical. It’s almost like you’re watching the situation play out in front of you, as if it’s slowly floating past you on a river. You make a rapid but quality assessment, getting just enough information as to be able to effectively proceed.
Your primary mission at this point is to bring calm to the storm. You accomplish this by briefly coming in close to the situation at hand, getting the correct resources in play followed by providing some level of focus for those resources, delegating outcomes and then…
Once you have a strategy and team in place around an issue, your job becomes checking in on progress from afar. You are not looking for perfect compliance nor are you accepting of mediocrity, your only concern: is the issue authentically getting resolved? If yes, check back in every now and then. If not, Get In – Respond and Get Out.
Effective leaders are executives who have mastered the ability to rapidly and effectively resolve issues in a way that does not steal away more time then is absolutely necessary.
Food For Thought-
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