Getting And Staying Out Of The Weeds As A Leader

Leaders who spend time on the ground with team members often benefit from the relationship-building and communication that come with being visible and accessible. Still, it is a known fact that leaders who spend too much time "in the weeds" also risk losing sight of strategic priorities that need their attention. So how do leaders get and stay out of the day-to-day tactics, have time to address the essential issues and avoid burning out?

Know when you're in the weeds.

First, it is essential to understand what it means to be in the weeds. While this varies depending upon circumstances, by definition, being in the weeds means being entangled in tactics and the seemingly urgent, small and even petty details of work. Being pulled into the latest "fire" or call for assistance typically happens when employees and other stakeholders feel they are at risk in making a decision, don't want to take accountability or are unsure how to proceed.

Consider the following scenario as an example: An air conditioner has stopped working in part of the office, and an employee mentions this to his or her executive manager. If the manager then takes over and contacts facilities, chances are, the head of facilities will get on top of the problem immediately. But is this a wise use of a senior manager's time? And what is the impact on the employee who is likely capable of handling the issue? Time spent in the weeds dealing with day-to-day problems is time not spent on critical strategic challenges and decisions.

Understand your motivation for being there.

If you're the type of leader who is easily distracted by solving tactical problems and spends too much time troubleshooting operational issues, it is important to pause and reflect on why this is happening. Do you feel as if no one else can handle the problems as well as you? Does it calm your anxiety about things falling through the cracks? Does your organizational structure have critical gaps, leaving no one accountable for dealing with selected issues? Or is this the primary way you find time to build relationships with your team members? If any of these or other reasons sound familiar, low trust could be an issue. For this reason, ask yourself what you might do to build trust or set your team members up for success on their own. And, just as importantly, consider how you might lead this work.

To get started, consider who on your team, in your organization or externally might help you think through new ways of tackling the pattern and underlying causes. Your intention to support team members and solve problems is likely admirable, but this doesn't mean it won't have consequences on your ability to lead effectively. Also, consider the messages you are reinforcing by not setting the tone that everyone has leadership responsibilities and accountability.

Establish clear boundaries.

Once you start to understand what it means to be in the weeds and your motivation for jumping in, it is time to begin setting clearer boundaries. If you've always had an open-door policy, ask yourself who it serves. How much time do you spend meeting with team members one-on-one weekly or monthly? Could you make yourself a bit less available as the problem-solver, and what consequences might arise? Focusing both on time (when you are available) and space (if you work on-site all or most of the time), establish clear blocks of time for different team members. Also, block off time to focus on critical strategic issues and time to take care of yourself (e.g., to reflect, go to the gym, take a walk, etc.).

Start delegating.

Depending on the size of your organization, leaders, especially new leaders, may or may not feel naturally inclined to delegate. If you fail to delegate, however, chances are you'll never get out of the weeds and it will be difficult to build accountability and distributed leadership among your teams.

As Jesse Sostrin, director of PwC's Leadership Coaching Center of Excellence, observed in a Harvard Business Review article, "Elevating your impact requires you to embrace an unavoidable leadership paradox: You need to be more essential and less involved. When you justify your hold on work, you're confusing being involved with being essential. But the two are not the same—just as being busy and being productive are not necessarily equal."

Put simply, being involved might feel essential, but most likely, it is simply dragging you away from the work that actually needs you.

Set goals and measure success.

Finally, and most importantly, start setting clear goals as a leader. Clarify what you want to accomplish over the coming quarter (and year, if feasible), knowing that circumstances will always change. These shorter-term goals should align with the strategic direction, priorities and legacy accomplishments you've clarified. Drill down on how you intend to measure success. How do you define success, and what markers will indicate you've achieved it? Most importantly, track how the steps you are taking to get and stay out of the weeds are helping you move the dial on high-impact, long-term goals while also engaging others in creating a workplace in which they can thrive.