All work and no play… make a leader seem unapproachable. At least that’s what I’ve observed. In the last year or so, I’ve heard several stories from direct reports lamenting the fact that they have a 24/7 boss. This is the type of person who hasn’t taken a vacation for over a year, works most weekends, sends 4:00 a.m. e-mails routinely and rarely mentions relationships or hobbies outside of work.
According to people who work with and for this type of leader, it isn’t very enjoyable. The first common complaint is that the leader has a tendency to magnify problems. It makes sense when you think about it—if your life revolves around 1 thing, and something is amiss with that 1 thing, then a problem with that thing may seem like a very big problem. Essentially, it’s easy to lose perspective when there is only one item in your field of vision.
The second common complaint is that the 24/7 leader makes unreasonable demands, such as mandatory meetings after hours and 7:30 a.m. conference calls even after a brave soul has mentioned the need to drive pre-schoolers to daycare. The 24/7 leader has difficulty understanding that, while professionals may be committed to their work, they are also committed to relationships and responsibilities with other people.
Finally, it’s commonly reported that the 24/7 leader is not particularly likeable; outside of a work related discussion or, at best, an airline horror story, 24/7 leaders have not invested in themselves, they lack self awareness, and it is difficult for others to find common ground on which to build a relationship let alone a conversation. Unfortunately 24/7 leaders often find that others are not as invested in their problems; they fail to realize that it’s difficult for people to be motivated by a stranger who has little to say to them.
So leaders, play. Invest in something outside of work and bring the richness of those experiences with you to the boardroom, the coffee kiosk and the planning session. Take time to connect with the world and you may be surprised to discover the real facts about the company that you keep.
For some solid ideas on how to incorporate play and relaxation techniques into your work practices, check out these articles:
www.hbr.org Herbert Benson, Are You Working too Hard? (November 2005). Harvard Business Review, 53-58.
www.sloanreview.mit.edu Loizos Heracleous and Claus Jacobs, The Serious Business of Play (Fall 2005). MITSloan Management Review, 19-20.
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