In this post in our ‘Sustainable Leadership’ series, Dr. Wayne Mullen reflects on the power of being intentional and leading ‘on purpose’.
I remember sitting at a meeting table of a CEO. He was making and taking calls on two mobile phones and a desk phone, speaking and walking around his desk at pace.
Finally he put the phones down, picked up and started to peel a banana (his lunch) and collapsed in one of the meeting table chairs. I asked him to tell me what I had just seen; he replied that he was working on a couple of deals and trying to solve a crisis in the office. I asked him ‘Who then, is leading the company?’. He nearly dropped his banana.
It’s not uncommon for leaders to focus on the things that they were good at – the things that got them promoted. In his case, he told me he had been given feedback that he was not letting go of deal-making and that he was constantly in crisis mode, creating challenges for his direct reports who were trying to respond to that.
What does it mean to lead ‘on purpose’?
Many leaders experience the continual challenge of trying to balance day-to-day demands against lifting our heads and focusing on the things that really count. There is also the challenge of making their individual contribution alongside their leadership responsibilities – especially those in relation to the people they lead, while also preparing for the future.
Leadership, perhaps by definition, means that we need to be intentional; that we are always ‘on purpose’. The risk of not leading ‘on purpose’ is that leaders spend time on ‘busyness’ and not on purposeful, superordinate, or longer-term goals. By leading “on purpose” they guide others with clear intent whilst staying true to organisational purpose, vision and values; they centre our efforts on the things that really move the needle.
When working with leaders – whether coaching or as part of a leadership programme – I encourage leaders to take time out every day to think and align. So much about the quality of their leadership and our decision-making is dependent on the quality of their thinking. Taking fifteen minutes at the beginning of your day to think and prepare will be invaluable. Below are some thinking tools that you might find beneficial. Choose a couple every day and see what they do for your focus and the decisions you make about where you spend your time.
1. Lift your head
Remind yourself of the values, vision and mission of the organisation: What do we stand for? Where are we going? What do we need to do? What really matters? Explore the important differences between values and goals in this video.
2. Be tough on your to-do list
What should be sitting with you and what can be delegated? Of the things on your list, what will bring the MOST value to your organisation if achieved? What are you tempted to procrastinate about? And if procrastination is your go-to coping strategy, find out how to break the habit here.
3. Decide on decisions
What leadership decisions do you need to make today? Of those, which require thinking beyond quick gains? Which are ethical and strategic choices that need time for proper consideration?
4. Think ahead
What are the capabilities that the organisation will need a few years from now? What does that mean for the development of your people? What conversations do you need to have? Where and how do you manage and track longer-terms goals for the week, month, quarter or year ahead. Is your focus on surviving today or the long–term sustainability and renewal of the enterprise?
5. Be present
Notice where your attention is versus where it ought to be. This is particularly important when you are with people. Being truly present and listening to others, can have a powerful effect on them – and transform their experience of being around you.
6. Create a legacy
Imagine it’s your final day of working. What impact will you want to have had on the organisation or the world? How much of your energy is directed in doing so?
Leading ‘on purpose’ is about making a meaningful impact, every day. When leadership is intentional, it can inspire others to be equally intentional, it can transform organisations, and it can sustain the behaviours that lead to lasting change.
This post is part of our ‘Sustainable Leadership’ campaign, where we focus on the leadership qualities that support wellbeing and performance at work. To find out more, check out our Sustainable Leadership hub. In addition to blog posts and videos, you’ll find links to our upcoming leadership webinars where we’ll unpack each of these concepts in more detail. Finally, you can download our new white paper on Sustainable leadership.
