Leadership Caffeine™—Letting Go of Your Need to Be the Smartest Person in the Room

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine™ series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

One of the most common and damaging of a leader’s blind-spots is the compulsion to regularly provide evidence that he/she is the smartest person in the room.

Many well-intentioned leaders are adversely impacted by this bad habit without realizing it. The impact of what is often not much more than one or more behavioral tics includes stifling creativity and innovation and derailing any hopes of developing a high performance environment.

The challenge is to learn to recognize your own smartest person in the room behaviors and to replace them with a few simple but not simplistic habits that focus on drawing input from team members instead of stifling input. While blind-spots are by definition difficult to see, I’ll make a reasonable assumption that your desire to improve your effectiveness as a leader can help you both self-diagnose and take some simple but powerful corrective actions. (For those too smart to spend time thinking and working on their own performance and behaviors, now would be the time to write a comment suggesting why you’re right.)

3 Common Smartest Person in the Room Behaviors:

Do any of these feel familiar?

  • The Final Word Habit. Leaders who struggle with smartest person in the room syndrome often operate with a false belief that being in charge means always having the answer. This drives the individual to assert his/her opinion as the final word or last word and it teaches people to suppress their own ideas and wait for solutions from the person in charge. If you’re frustrated with your team’s lack of creativity or active discussion about ideas, you might be someone who has taught them to wait for the last word.
  • The Eyes…and Face and Voice Say it All! Some leaders telegraph their smartest person in the room persona through their verbal and non-verbal responses to the commentary or ideas of others. I’ve observed senior managers who portray what is perceived as disinterest or disdain for the commentary of team members by interrupting them in mid-sentence or maintaining a facial expression that seems to ask: “Why are you using up my valuable oxygen with this stupid idea?” Of course, the leader may not be intending to communicate disregard or disdain however, we impute this less than noble intent based on our interpretation of the visible and audible cues. If your team members are less than enthusiastic about sharing new ideas and approaches, perhaps you’ve inadvertently shot them down too many times.
  • I’ll See You and Raise You. A closely related cousin to the behaviors above is the leader who listens to the input of his team but fails to acknowledge good ideas or threads of their good ideas. One top leader had the unique habit of responding to input with his own input in a seeming point/counter-point battle that was interpreted as either arguing or trumping the ideas. In reality, she was using an unrecognizable form of active listening to translate what she was hearing into her own words, however, it was interpreted very differently.

3 Approaches to Combat Your Own Smartest Person in the Room Syndrome:

1. Ask More than Tell. Questions are powerful leadership tools…much more effective than orders in most circumstances. Train yourself to respond to ideas with questions to help you and others better develop their ideas. Strive to understand before offering your own perspective.

2. Cultivate the Courage to Shut-Up and Let Others Decide. While you never have to cede your right to veto an idea or an approach, use this veto power sparingly. Most of the time through questioning and the technique of “building upon the ideas of others,” you can promote a modification or adaptation of someone else’s approach without throwing your weight around. If you must, use the “line item” veto

3. Work Hard to Look for the Beauty in Ideas, Not the Flaws. Some people look at a scene and see the beauty in it and others find the gaps…the faults. Frankly, those who see the flaws are significantly less interesting and enjoyable to be around. A micro-managing boss sees the flaws and hammers people for changes to minutiae. The effective manager acknowledges the beauty inherent in ideas and focuses questions and efforts on realizing that beauty. Discussions about flaws can be isolated to a simple discussion around risks.

And a Few Ideas If It’s Your Boss Who Doesn’t Recognize Her Case of Smartest Person in the Room Syndrome?

If you are working for someone suffering from this syndrome, you have a number of options…all with pros and cons.

1. Resist the Urge to Argue. It’s tempting…it’s one of my own challenges and it is often wrong. Take a deep breath…close your lips and think. If you must talk, ask clarifying questions. It never hurts anyone to seek first to understand.

2. Manage Upside Down. If your boss is generally well-intended and receptive to input from team members, construct an effective feedback discussion with behavioral examples. Indicate the business or performance consequences of the smartest person behaviors and offer one or more of the techniques above as suggestions. Offer to observe and look for opportunities to apply the techniques. Agree on a mechanism to signal an improper behavior and suggest a different course on the fly. It takes your own personal courage to offer feedback to your boss. Remember, my operating assumption is that your read on him/her is that they are interested in strengthening performance and growing as a leader. There are some who will not take kindly to your feedback. Tread softly and if the ice is firm, proceed. If not, move to number 3.

3. If the Boss Isn’t Approachable, Use Judo on the Situation. Reinforce the ideas from the boss as positive and suggest approaches to strengthening those ideas. Of course, the approaches match your original suggestions, however, you’ve re-framed the idea as his/hers. A little bit of child psychology can go a long way with a difficult boss.

4. Facilitate His/Her Idea Development and Proactively Raise the Risk Discussion. Your calm facilitation of the discussion will allow you to both ask clarifying questions and at the appropriate time, suggest that you explore the risks. List them on a board or flip-chart. The act of highlighting risks may be enough to gain cooperation from a boss who views himself as always right.

The Bottom-Line for Now:

There are a number of powerful internal drivers that push some people to assert their opinion as the right one. From compensating for a lack of self-confidence to falsely believing that being in charge means being right, this need to assert is a performance and environment killing habit. Learn to recognize your tendency to do this and use discipline to resist the temptation. Like reaching for the donut instead of the handful of almonds on the snack table, it’s difficult to do at first. If you work for the smartest person in the room, strive to be just a little smarter…by managing the psychology and resisting the urge to argue. In all cases, the effort is worth the potential improvement.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Leadership Caffeine™—To Be Effective, Your Do Must Match Your Tell

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine™ series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

And no, I’m not talking about hairstyles. The phrase, your do must match your tell was offered up by an interview subject in response to a question focusing on developing credibility as a leader. It’s memorable, it’s quotable and it is spot on accurate.

No creature on the planet destroys credibility faster than a pontificating blow-hard of a boss who is great at turning oxygen into over-heated carbon dioxide, but not so great at overcoming the gravitational pull of his posterior to the chair and putting his own words into action.

Looking for some blunt advice? Here you go: Don’t be that person! If that’s not enough, here are 7 ideas you can put into action today to begin strengthening your credibility as a leader.

7 Tips to Help You Build Credibility as a Leader:

1. Model the Behaviors You Are Preaching: if it’s hard work and commitment to excellence, then you best cultivate an unimpeachable reputation for working hard and pursuing excellence. If it’s focus on the customer, then you need to be logging some significant quality time in front of your customers. Don’t demand it if you’re not living it.

2. There’s Only One Set of Rules: accountability for effort and outcomes must be applied evenly, without exception. It’s the exceptions you make (and that everyone sees) that kill your credibility.

3. The Big Issues Cannot Wait: there’s no getting away with, “that’s an important issue and we should talk about it at the right time.” It’s always the right time to tackle the tough ones.

4. Don’t Pollute the Environment with Dissonance: if you encourage people to make decisions, then let them make and learn from their decisions. The boss who laments that no one makes a decision and then metaphorically clubs anyone over the head who makes a decision without consulting her is polluting the environment with dissonance.

5. Run, Don’t Walk to Admit Your Mistakes: there are few better teaching moments when you as the leader take responsibility for a poor outcome. Admit it…share your lessons learned and how you will attack this type of an issue in the future and move on. Our instinct is to feign invincibility and omniscience when the right thing to do is admit that we are human and imperfect. Awkward…yes. The right thing to do: absolutely.

6. The Blame is Yours and the Praise is For Your Team: never put yourself in the spotlight, unless you are defending your team. When it works…it’s all them. When it doesn’t, it’s all you. No exceptions.

7. If You Want Someone to Trust You, Trust Them First. Too many shallow managers require that their charges earn their trust. Flip it around and offer your trust first. While someone will eventually abuse it, the many who thrive because of your upfront offer outweigh this risk.

The Bottom-Line for Now:

Credibility is the leader’s currency. Without it, you’re effectively bankrupt. Making certain that your do matches your tell is a great place to start accumulating this precious asset.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Leadership Caffeine™ —The Inner Game of Leading

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine™ series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

A great deal of what’s written and spoken about leadership focuses on describing the actions most often associated with effective leaders. The actions are tangible…we can see them and observe their impact on people and we can mimic them in our own attempts at guiding, motivating and developing others. It’s good to mimic good behaviors. However, it’s important to remember that these actions of effective leaders are backed by a strong, personal belief in purpose.

The best leaders are guided by a deep and profound belief in what they are doing and why they are doing it. What propels them with energy and enthusiasm into every day and every situation is a well-formed, unyielding internal view on their role and the impact they have on others at every encounter.

The most effective leaders I’ve worked for or worked with are driven by something deeper than the pursuit of numbers or the results of a business scorecard. They view numbers as measures much like last quarter’s grades or barometric pressure or ambient temperature. They’re interesting…they’re indicative of something that happened and in some cases they foreshadow future changes, but they’re not the purpose. The numbers are not the drivers…they’re the mile markers.

Learning to lead effectively takes time and practice and ample failing. People who use roles responsible for leading others as stepping stones to personal reward treat others more like disposable supplies than the precious, remarkable works in process they truly are.

Alternatively, those who inspire us to reach and learn and eventually draw the best from ourselves are often driven by an inexhaustible fuel supplied through personal crisis.

In their classic article, “Crucibles of Leadership,” Warren Bennis and Robert Thomas offer, “the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.”

Yes!

For some of us, the personal crisis isn’t one calamitous event, but that moment in time when we begin to wonder about the bigger issues in life.

I frequently encounter experienced professionals striving to balance the tug-of-war between success and significance that engages so many of us during our middle years. They’re driven by a sense of time slipping away that only those of us who have lived awhile can appreciate. And they’re frustrated that whatever they thought they were looking for earlier in their careers has somehow eluded them thus far. They’re looking for “more” but not certain what “more” is.

Many have supervisory and managerial experience, but have spent little time thinking about or recognizing the reality of their ability to find both success and significance in the daily acts of leading. When awakened to the profound power and responsibility of their role to impact others positively, many have refocused and rededicated themselves to serving others as a means of achieving that sense of significance they found so elusive. Whether the individuals have been CEOs or as in one case, a supervisor in a hide rendering facility, their transformations into effective leaders has been remarkable and for them profoundly satisfying. The impact they’ve had on people around them…priceless.

These people shifted their mental models to focus on a definition of success and significance that eludes too many of us. They recognized the truth in the quote: “Be kind for everyone you meet is waging a great battle,” and they redefined as their goal to support others as they moved through their own crucible moments. And then they put this perspective to work through their actions.

These are indeed actions worth mimicking, particularly now that we understand the inner drivers behind the actions.

And don’t confuse this leading is serving perspective with softness. These people are fierce competitors in their markets and fair and effective at hiring, firing and developing. In many regards, their singular focus to make a difference for the people around them dramatically transforms the workplace environment and those numeric outcomes.

The Bottom-Line for Now:

The inner game of leading is profoundly personal and spiritual for each person. If you have the occasion to support the growth and development of others, recognize your ability to create the ripple effects that may well change the lives of people for the better. While not everyone will respond to you, it’s those who do that you are working for and serving. Now, it’s time to get your inner game of leading supporting your daily actions. After all, it’s the role of your lifetime.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Leadership Caffeine™—Uncertainty…Get Over It

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

“Taking control of uncertainty is the fundamental leadership challenge of our time.” Ram Charan in the opening line of his latest book, The Attacker’s Advantage—Turning Uncertainty into Breakthrough Opportunities.

Frankly, this is a remarkable time to be in business and to be serving in a leadership role. The risks, fears of change, possibilities of disruption or the realities of creative destruction and non-destructive creation are all facts of our business lives and they create a remarkable backdrop for us to create…to innovate. But first, we’ve got to fight our natural tendencies when determining how to act in this environment.

3 Nearly Fatal Leadership Mistakes in this Era:

1. Waiting for Normal to Return.  Some leaders imagine a return to an environment that feels more like equilibrium. Newsflash…the new equilibrium is a constant state of disequilibrium. Quit waiting on this friend to return. She’s gone.

2. Fighting Unseen Dragons. Others have as their sworn duty the need to protect their firm against risks…known and unknown. This fear-driven response to the environment narrows the options and in some cases induces an organization-wide paralysis that nearly certainly leads to decline and death. If you’re not moving, you’re dying.

3. Striving to Control the Weather. Worse yet, some attempt to impose order on the big forces propelling ever faster change in our world. Whether it’s through traditional approaches to long-term strategic planning (oxymoronic) or expecting the customers and market to bend to the whims of leadership’s wishful thinking, the attempt to impose order on these forces is a lot like expecting you will succeed in making the weather respond to your bidding.

Welcome to The Leadership Blender:

For those of you comfortable being uncomfortable in what I describe as the leadership blender where speed and ambiguity are the order of the day, this is the best of times. As Charan suggests in his new book, the advantage goes to the attacker. Translation: the team that plays offense stands a greater chance of success than the firms striving to perfect their defense.

A great example of this in action was the software firm whose plans to merge with a larger, complementary firm were derailed in the immediate aftermath of that very bad day in September, 2001. Instead of hunkering down, the firm and the firm’s leaders bet it all on a new vision in the face of what was the most disorienting time in most of our lives. The competitors hunkered down…the attacker rewrote the rules of a market and won.

Open Season on Innovation:

For those leaders willing to emphasize action in the face of ambiguity, it’s open season on innovation with the most creative firms, entrepreneurs and leaders leveraging modern tools to reinvent old businesses in new ways…or to carve new markets from the unstated but insatiable needs of growing demand for things that help, amuse or simplify. Historically, we looked at these individuals and teams that took risks that seemed far-fetched and counter-intuitive as heroes. Today, these heroic qualities are essential for leaders.

While the traditional tools of effective leadership…respect, fairness, accountability, coaching, guiding…are timeless, there are a series of critical new skills that we must cultivate to succeed in this world of change.

5 Critical New Skill Sets for Today’s Leaders:

1. Leading Without Authority. In a world without traditional borders of time, geography and culture, the new leader must be capable of assembling and motivating temporary teams to seize opportunities. The goal is to bring the best resources available at the time to bear on a problem or an opportunity. A good number of the resources will have little formal accountability to the team leader, yet, they will be eminently accountable to the team for results.

Today’s role of Project Manager comes the closest to resembling tomorrow’s critical integrator leader…the individual who spans boundaries and disciplines and organizes resources to execute and then moves on to the next challenge. Sadly, this critical role is grossly under-positioned, narrowly defined, under-supported and under-developed in most organizations. In a world driven by projects around temporary and unique activities, building a strong project leadership culture and investing in growing great project managers is essential for survival and success.

2. It’s Leading AND Following. Smart teams will increasingly take responsibility for selecting their own leaders, with the sole criterion being the best person to enable success with the initiative at hand. Authority will come less from a title attempting to legitimize power and more from the belief that you are the absolute right person to enable us to succeed at this time with this initiative. An outcome of this “fitness for purpose” approach to team leader selection, will be the need for leaders to be comfortable and adaptable to a shifting role as leader one day and follower the next.

Our industrial revolution age style of hierarchical organizational structure and thinking fights this adaptive approach. Frankly, we need to adapt our thinking or risk obsolescence. Imagine your boss suggesting tomorrow that you relinquish your role and title of director or manager to someone else to play a role as an individual contributor on a strategic initiative. For many, it’s a horrifying…or at least uncomfortable thought that smacks of a demotion. In reality…to survive and succeed in this new reality, all of us will increasingly be asked to play a variety of different roles at different times. Your momentary title is not the issue. Your ability to lead today and support a project team tomorrow as a contributor with expertise and passion is what your firm needs to succeed.

3. Building Coalitions for Fun and Profit. Your success will increasingly be a function of your ability to tap talent, resources and knowledge in environments outside of your core function. Those who learn to connect disparate networks of resources will not only grow their personal power in an organization, but will be the ones tapped to lead the most mission critical, boundary spanning initiatives.

4. Learning to Exploit the Math (and the Data). The volume, access to and velocity of data represents one of the fundamental new forces and resources in our world. Charan in The Attacker’s Advantage, describes the need for organizations and leaders to become increasingly mathematical…to employ algorithmic approaches to vast quantities of data in pursuit of making decisions and adjusting direction. I agree. The ability to leverage data and the tools around data to select strategies, guide decisions and gauge and adapt to results will be table stakes for tomorrow’s leaders, yet too many of us operate blind to these tools or handicapped by organizations that missed this memo. Strive to develop your comfort and command of the tools of data and to incorporate them in the work of your teams. For many of us, first, we need to get our organizations on board with this mission critical task.

5. Actively Harnessing Diversity. Much like the accessibility to data described above, the access to resources of all ages, cultures and backgrounds offers remarkable opportunities for leaders. Learning to work across cultures and to build teams that blend backgrounds and generations is a critical job for anyone striving to lead in this world. Our technologies enable around-the-world collaboration, yet we must develop the cultural intelligence necessary not only to engage but to inspire blended groups to create something remarkable.

An additional opportunity in this category is the ability to blend the generations to leverage the experience of the oldest workers with the perspectives of the youngest. Much of the planet is aging quickly, and it’s reasonable to believe in many cultures that the older workers will remain involved in some form or fashion for years to come. Learning to blend and lead these mixed age teams is just another great opportunity for all of us.

The Bottom-Line for Now:

There are so many complex variables at work in our world today, that the level of predictability is almost nil. The days of long-range plans are dead, replaced by a mid-term vision and a series of short-term ideas and experiments. The practicing leader must be strategically and tactically nimble, able to quickly identify, select and execute upon opportunities in rapid succession…learning and adapting on the fly….but not hesitating. The old saying, “speed kills” is replaced with “without the right speed, we’re roadkill.”

The future is remarkably bright for those of you who thrive on change and that cultivate advanced interpersonal and political skills. Ultimately, you will succeed or struggle based on your ability to perform in an environment where the only constant is change.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

 

 

 

Leadership Caffeine™—What to Do When You Grow Fatigued

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

Much of our common dialog around leadership focuses on the lofty and noble. That’s good and appropriate. After all there are some remarkable opportunities for growth and reward in the life of a conscientious leader. Empowering people who respond in great form to drive remarkable outcomes is indeed exhilarating. Taking a short leap of faith on an unproven player in a new role and watching (and helping) it work is what it’s all about. Looking back at the careers and achievements of people who intersected with you during your journey for a moment in time is truly amazing and humbling.

Why then is it so damned exhausting to serve as a leader? And better yet, how does someone entering the power dive of leadership fatigue find a way to pull out and continue serving enthusiastically in pursuit of the noble?

Vexing (and very real) challenges and questions for anyone who has served in a role responsible for others.

An Inelegant Escape (With a Great Outcome):

I hit the wall hard earlier in my career and made what was likely my biggest career blunder in my drive to escape the tyranny of the team. After being in a supervisory or managerial role for all but 6 months of my first 14 years out of college, I had had it with the drama, soap operas, head cases and garden variety of issues that all people and all teams bring to the occasion. All my teams had been successful…our businesses grew nicely and the talent was everywhere. And I was out of gas spinning the plates and keeping the wings from breaking off during our tumultuous flights for success.

In my attempt at achieving escape velocity from the life of a leader, I took an individual contributor’s role as a senior staff member working for a brilliant (but very) mid-twentieth century style command and control leader. It didn’t take long to recognize that something was wrong. While the people around me were brilliant and the many divisions and firms under this corporate umbrella fascinating, there was no team for me to develop and I wasn’t building with anyone. I discovered that if I wasn’t building people, teams and businesses, I felt like I was dying. Fortunately, this role led to an unexpected door into a new role and new firm leading others and growing a business that by all standards was the most rewarding portion of my corporate career. Happy ending. Good fortune. The next time around, the experience with all of its headaches was so rewarding from a people perspective, I dedicated my first book to a good number of those “family” members.

You’re Not Alone:

I’ve discovered that I’m not alone in having hit the wall of leadership fatigue. Many former colleagues and coaching clients have experienced their own form of this syndrome. Many suffer in silence, counting the days and marking time. Others have pursued radical career changes and entrepreneurial adventures and a good number have managed to find ways to revitalize and reset around this wonderful, vexing, draining, exhilarating role of leading.

Here are a few thoughts drawn from the wisdom and examples of others striving to recover from a bad case of leadership fatigue. Feel free to add your guidance here for all of us striving to keep the energy high.

Ten Ideas to Help You Fight Leadership Fatigue:

1. Create an Artifact to Remind Yourself Daily of Your Real Purpose. The daily challenges in our organizations can be all consuming. Chasing the urgent consumes much of our time and the urgent-unimportant has a way of filling any openings. An exercise I’ve used for years now to help leaders remind themselves is to develop and make visible their own personal leader’s charter. I have my own…and those who have followed this tactic have developed their version of why they are serving in this role and what they are accountable for in leading others. A simple morning re-read of this framed charter hanging on the wall or sitting on a shelf provides a powerful reminder of your real role and the opportunity you have to build others and your business with every single encounter in the upcoming day.

2. Cultivate a Beginner’s Mind. This one is difficult for the young and brash. It takes a few laps around the blocks of professional life to recognize that you don’t have the answer to every problem. Approaching issues by suspending judgment and seeking first to understand is a remarkable way to change the tone and tenor of every day. Beginners learn to ask questions and viewing people and teams and challenges from a fresh perspective can lead to an inner calm and a perpetual journey of discovery. The wisest leaders I’ve worked around understand that with every person and every day they are beginners.

3. Keep it in Context. Remember, you have the privilege of helping people and helping your firm every single day. Each day is a blank canvas that you get to fill-in with positive encounters, helpful ideas and productive interactions. Problems and issues represent opportunities to serve and to teach. Recognizing and reminding yourself of this privilege of serving helps to tame the stress.

4. Don’t Cede Control to the Gremlins. Faced with circumstances that are personally toxic…a hostile environment; a micromanaging maniacal senior executive breathing down your neck or an endless barrage of Everest-like problems, it’s easy to fall into the professional death spiral. Unless lives (yours and others) are on the line, beware this trap of equating your self-worth and your life’s value with your miserable work experience. While I don’t advocate a casual attitude about your work, remember that you have to give permission to that miserable manager or the stressful circumstances to take control of your perception of self. Strive to not cede that control by looking at the reality of the less than life or death issues swirling around you. (In some cases, external help/counseling/coaching is a great idea if you’re in this mode.)

5. Engage In the Moment—One Encounter at a Time. Instead of focusing on the noise and heat that you expect to encounter every day, reign in your focal point to the person, group or issue immediately in front of you. Much of our angst is over the expectation of what will happen. The act of focusing on what’s happening in the moment versus boiling the ocean of uncertainty over what may happen or what’s happening in the background is liberating. You get to create the future one controllable moment at a time.

6. Get a Coach. I love great executive and professional coaches for all of the wonderful wisdom they bring to our issues and for the metaphorical clubbing upside the head they provide to help us see ourselves and our situations with a level of clarity that we are unable to gain on our own. Great coaches peel back the layers of complexity and help us identify our core issues and then they kick our asses in pursuit of resolving or strengthening around those issues. If you’ve ever had a great strength training or conditioning coach, the professional coach has the same priceless impact. They see you through eyes other than your own and they push us harder than we would ever push ourselves.

7. Master Another Discipline. It’s amazing how pursuing something new…a new language, a craft or a hobby that takes you completely out of your daily life can help you cope with those vexing daily circumstances. While you hate to say that the workday becomes less important, the pursuit of a new passion is energizing and it creates a halo effect around your work days. You’re aware that you are tackling something bigger and different than your daily work and strangely/interestingly, it makes your work all the more bearable.

8. A Healthy Body Breeds a Healthy Mind. Working on your diet or fitness offers nearly instantaneous feedback and it’s amazing what a host of small victories (more time, faster time, more strength, the first few pounds, the next weight target, the better fitting clothes) will do for your daily attitude. In my case, it has been transformational for both mind and body.

9. Manufacture “You” Time. Finding time to think deeply about what you are doing and what you need to do is priceless. Our always-on world and our omnipresent devices don’t make this easy. Something as simple as 15 minutes of reading (in your profession, in your faith, pure escapism… whatever) gives your brain both a much needed stress rest and a jolt of energy and creativity.

10. Don’t Be Afraid to Push the Eject Button. While it may sound like I’m suggesting you give up, there are absolutely circumstances where enough is enough. I tripped and stumbled a bit with my own eject activity, however, I would do the same thing all over again. The transition helped me refuel and regain much needed context. Importantly, it set the stage for some of my life’s best work. Sometimes a new adventure is just what the spirit needs to revitalize.

The Bottom-Line for Now:

I’ve encountered too many people suffering in silence in their roles responsible for others. Nothing good comes of this martyrdom…for you for or for those around you. Pick a strategy to recharge…try a variety of approaches until something works or, cultivate the courage to go do something else. The only mistake is to stay locked in irons, making yourself and everyone around you miserable. Leading others is too important to be left to someone out of gas and out of heart. Given our challenges in this world, we need all the leadership energy and heart we can muster.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.