—
An excerpt from What You Don’t Know about Leadership, but Probably Should
What would you guess is the average number of hours that a professional executive in the United States works each week?
Since you no doubt assume this is a trick question or at least one with a counter-intuitive answer, perhaps you’d estimate beyond the typical 40-hour work week and estimate about 50 hours. Or maybe go way out on a limb and say 60 hours. You’d still be wrong.
In one survey of 500 leaders, it was found that more than 60 percent of them worked an estimated 72 hours each week! This included typical 13-hour weekdays and five hours each day of the weekend. If you do the math, this means the leaders had less than three hours each day to accomplish anything else, including exercise, eat, shower, complete chores, shop, spend time with family and friends, indulge in favorite pastimes.
The reality is that many of us do have the discretion and freedom to spend our time doing whatever we want, as long as we are willing to accept the consequences of such decisions.
|
Executives, managers, and other leaders complain a lot that they don’t have time to do the things they insist are most important. But that, of course, is not strictly true. In spite of what others demand, what we believe are the requirements of a job, we still decide for ourselves what is most deserving of our attention. Patrick is managing partner of a boutique law firm that specializes in intellectual property. He makes a seven-figure salary and has been working 60 to 80 hours per week for the past several decades. He leaves the house before 6 a.m. each morning to avoid the worst of rush hour traffic and returns home most nights around 9 or 10 p.m., long after his children are in bed. He remembers being told during his first year at the firm that if he didn’t come to work on Saturday as well, then he shouldn’t bother to return on Sunday, communicating clearly what was expected.
The thing is that Patrick really enjoys his work, even though he complains constantly about the hours he puts in, the demands of his responsibilities, plus all his kids’ soccer games and gymnastics tournaments that he has missed. He describes himself as a dedicated father and husband and is proud of the financial support he has been able to provide to his family: their gorgeous home in the suburbs and fleet of luxury vehicles. But the one experience Patrick has never had—or at least told himself he didn’t have time for—is hanging out with his family and friends. “It’s not that I want to go into the office today,” he would tell his wife and children, “but I have to do it. People depend on me.” And he truly believed this. We all do when we make statements like this.
The reality is that many of us do have the discretion and freedom to spend our time doing whatever we want, as long as we are willing to accept the consequences of such decisions. Patrick had been told early in his career that if wasn’t prepared to devote an inordinate amount of time to his job, he’d never make partner. It didn’t feel as if he had a choice. But, of course, he did.
I remember one day, not too long ago, when I was absolutely overwhelmed with work to do. I had papers to read, articles to review, meetings to prepare for, travel reservations to make, manuscripts to complete, and dozens of unread messages to respond to. And, yes, I also had to get ready for the next morning’s packed schedule, figure out what to wear and what I’d need to bring with me. And, oh, I was two episodes behind on one of my favorite television shows and the recording device would soon erase them out of spite if I didn’t take care of that unfinished business.
There was a spectacular storm outside, lightning across the sky, and thunder so powerful I could feel vibrations in my feet. My 2-year-old granddaughter was terrified of the thunder and so grabbed onto my legs and wouldn’t let go as I headed toward my study. So much to do and so little time. I heard a ping on my phone, signaling that yet another message had just arrived like an avalanche bearing down on me.
I had just written several paragraphs on how distracted we become once engaged with our phones, how our priorities are out of whack with respect to the attention we give to those we care most about. I had also just built a strong case for why it is so important for those of us in leadership positions to practice in our personal lives what we say is so important to our followers. So as my granddaughter was pulling tearfully on my leg, I looked longingly at my phone vibrating inside my pocket. Then I nodded to myself in a secret promise, realizing so clearly what was most important to me.
I picked up my granddaughter in my arms and we went outside to the covered patio. Aliya stretched out on my lap as we watched the lightning sparkle like fireworks. Every time it thundered, we’d both scream and yell and clap our hands. We screamed for more. We did a thunder dance. And I can’t recall a more meaningful and important half hour that I’ve ever spent in my life. To heck with the work and all those incoming messages that are not nearly as critical as I sometimes make them seem.
COPYRIGHT:
The above excerpt has been adapted from What You Don’t Know about Leadership, but Probably Should by Jeffrey A. Kottler. Copyright © OUP 2018 and published by Oxford University Press. All rights reserved.
—
This post is featured by site sponsor Oxford University Press
Photo Credit: Upsplash