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Avalanche Leadership: How to avoid sending your team into a crisis

So many leaders never learn their lesson. They see snow and they send their team out to shovel. They see a blizzard and they give their team more shovels. They see an avalanche and realize they don’t have a crisis plan and see the team get swallowed up by the catastrophe. Once the people dig out, he gives them a shovel to clean up the mess. The lucky ones escape to warmer climates where it doesn’t snow.

Short sighted leadership ultimately causes the crisis because they have not put on their ski goggles to see what the real issue is.

Recently I dropped into a client who had a crisis and we’re solving the issue to get them back on track. They’ve even hired a top talent who will help them evolve their quality systems so they don’t have the same issue again. When they shared they hired this talent, I said I guess I’ll be handing over the reigns shortly. To this, they said “No”, and wanted me to stay for at least 2 more months. They saw the value in setting up a strong foundation and setting the next leader up for success. I’m grateful that they find value in my work and avoid a crisis again.

They could have been short sighted and cut my services and fees right away. However, these leaders knew that in order to avoid another crisis, they needed to assure a smooth transition; giving the new leader all the tools they needed to avoid the avalanche.

Given I’ve seen the pattern over and over and over again that leaders only fix symptoms or wait too long to ask for help, here are my best tips to avoid causing the leadership avalanche:

  • Step back and look at the landscape; if you see the same issues happening over and over again, what are the conditions that exist that enable the same issues to happen? That’s your job to ask those questions and be able to face harsh reality. Sometimes you or your predecessor set up the conditions to exist.
  • Assess if you have the capability or capacity to address the conditions that exist for repeat issues. This takes courage to accept the reality, it might not exist within your environment. Be the leader that asks for help sooner before it’s too late. Be the leader your team needs you to be.
  • If a crisis is looming, the cost of the clean up is far more extensive than the short sighted cost containment of doing nothing. What legacy do you want to leave? If you’re struggling with making the best decision, find someone to talk through the challenge.

For me, I’m excited that recently a few people in and outside my community have found me and reached out to use my services or start with a conversation.

These people see the rough conditions and want to avoid a crisis for which we’ve started to have conversations where I try to impart some immediate value.

If you are seeing the avalanche coming, are you giving your people more shovels or are you going to be the leader who helps them to avoid the avalanche all together? Failure to do anything, you become the Avalanche Leader and leave your legacy that people remember. I don’t want that for you. Let’s talk. If someone you know would benefit from this article, please share it so we can help others.

For more insights, please listen to my podcast airing on 2/23/24 and view the video so you see how I really feel about this topic!.

If you are a CEO who would love a partner to help you with a business challenge, be your #2 or help develop the team of tomorrow, let us partner in 2024.

Be well-Deb

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Do this to avoid killing trust and diminishing your influence

Nothing is worse than settling into a meeting and watching a 50-page powerpoint that sucks the life out of you. Yet we continue the same behavior day after day until we realize this is absolutely insane. I’m not saying throw the baby out with the bathwater because we need some platform to convey visual information. However, there needs to be a better approach or you will kill your audience with details and fail to get the outcome or influence you seek.

The fact is, this generation and quite frankly mine as well (yes, I’m a Gen X), need information quickly. We need information to pass judgment on whether we’re going to watch more or swipe by within 5 seconds. What is missing from today’s communication in business is short concise messaging with a hook, a problem, a “how to guide” and a call to action to take a decision or engage in conversation. Our business communication style should take lessons from social media to build trust and ultimately influence.

But we’re not here to emulate social media influencers when it comes to business, but might we consider LEAN (waste removal and process efficiency) as a means to have more influence?

I see you nodding your head, so let me show you what I mean:

  • Start with the Challenge or Opportunity and why we are here: Audiences need context to know they’re in the right place. In social media, this is the hook. You need to prepare your audience and build trust that you will take them down a path.
  • Explain the impact or urgency for the topic and that you have the solution: When we express the magnitude of the issue (like marketers do), people will tune in and start to think if this applies to them and cultivate their need to continue to listen.
  • Show them the path forward: Based on your data or visualization of the issue, show them your approach and conclusions to bring people along to agree or engage in conversation to enrich the solution
  • Make it easy to implement: Show them what is needed to implement or the gaps that need to be closed in order to move the conversation forward. This gives people choices to push a button and say “yes” or “approve” or enable them to take the topic forward
  • Call to action: If people haven’t already discussed next steps, then be prescriptive as to the next step or action needed by others so that you leave the presentation with something.

Here’s an example of a project I recently asked to get involved in:

  • There’s a significant need to evolve our platform to be more efficient and competitive with our competition. Currently we have a process that is outdated and needs to evolve to help our teams through the product development process.
  • Currently, the teams are focused on siloed work without understanding the interactions of their work and there are no checks and balances for which at the end of the design cycle, we are late and the quality is below industry standard.
  • We’ve provided a framework to standardize our work and systemize it in such a way that provides full transparency and checks between the functional areas to achieve our desired outcome. By piloting this in our test product line  you can see an improvement in quality and on time performance.
  • If we can close the gap and implement this system that will automate the work within a function and also cross functionally, we believe we will surpass our competitors if we can get your approval by next week.
  • I will convene a follow up meeting with the stakeholders to review the details and guide the approval to realize its value by 3Q24.

I just delivered this message most likely in 3-5 minutes max through a careful selection of words and phrases that connect in a concise way and make it easy for people to engage. The key word is “MESSAGE” vs. sharing information. Lean removes wasteful words and enables efficient delivery of information while we craft words that connect emotionally with people for action.

For me, this is easy and has served me well.

For others, their delivery is painful and a waste of others’ time. In the process, it kils their brand and maybe yours if they work for you.

Can you coach this delivery method?  I do hope the framework can help.

But if you don’t have the capability yourself to do this or coach others, wouldn’t it be a courageous idea to gain back time with this approach?

The decision is yours to ratchet up your influence. What will it be?

Let me partner with you to review your team’s messaging and I’ll give you advice on how to hone messaging for lean and effective communication.

For the unfiltered, off the cuff discussion about this topic, please listen to my podcast airing on 1/25/24 and view the video so you see how I really feel about this topic!.

If you are a CEO who would love a partner to help you with a business challenge, be your #2 or help develop the team of tomorrow, let us partner in 2024.

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LEAN is a Four Letter Word: How to avoid the inherent waste in a Lean Initiative

Let me give it to you straight. No amount of operational efficiency you glean from a Lean Initiative is going to give you sustainable results without three fundamentals:

  • Responsibility & Accountability Institutionalized
  • Prioritization mastery
  • Critical thinking and decision logic maturity

Without these inculcated into your organization with front line leaders and those that drive the ship, you will ultimately lose money and then blame the Lean Leader for their failure.

Let’s look at waste: TIM WOODS stands for Time, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects and Skills which is the fundamental framework for eliminating waste in a Lean Organization.

However, let’s apply this to the humans vs. processes and see the waste through a different lens.

Example 1: A quality supervisor makes a decision to reject material and hold it until a disposition of scrap or rework can be made. The production manager understands the issue and pressures the supervisor that the specifications are just guidelines and in the end application, there will not be an impact and pressures them to release.

What’s wrong with this picture? While conversation is necessary in such situations, who ultimately is responsible for these key decisions? Refocusing the energy from pressuring the release of a product to identify the root cause why the product is not in specification is a better use of time. However, in this process without clear Responsibility and Accountability defined, there is Waste. I don’t care if you have an efficient production process to create products with defects; under the surface, the organization is generating waste.

Example 2: Production is realizing the benefit of Lean and is producing products with a lower takt time (a measurement in Lean for how fast you need to produce to keep up with customer demand). Management is celebrating a win, but there is a bottleneck in the quality lab. The quality manager has two people out for COVID, another is out for training, they have several research projects to complete for R&D, Customer Complaints to be resolved and they have to work with maintenance who is coming down today to repair a leak. The Manager is stressed and sees the work piling up and is working late hours to try to meet all demands.

What’s wrong with this picture? Clearly in this situation without further context, the Research work and possibly the customer complaints can be paused in favor of the leak and managing resources to get the work done with a reduced staff. However, this manager lacks the prioritization savvy to make those decisions or doesn’t have a support system to help them manage the increase in work and reduced resources. Wouldn’t it be a better use of time in concert with speeding up production to also work with Quality to ensure they are also level loaded to meet the demands of production? Could we also help this leader to have a framework for prioritization and a voice to message when they’re in trouble? Sometimes these situations cause burnout without us realizing it in the spirit of creating a lean production machine.

Example 3: Returning to the Quality Manager who is overloaded with a reduced workforce, they make the following decisions to manage:

  • Authorize overtime
  • Work 12 hour days
  • Delay the repair of the leak in the quality department

Where did they go wrong? Their decision logic based on a position of helplessness made the decisions based on what was in their control. Instead, they could have contacted customer service to see if any orders could be rescheduled. With the increased efficiency in production, there were resources that could be pulled in to do administrative work; moving resources to where the work was needed. And let’s talk about that leak they delayed. Short sightedness may cause a long term expensive issue if that leak introduces safety or health hazards in the lab. They could have reschedule to the weekend when people were not around.

Critical thinking and better decision logic might have had a better outcome for quality keeping up with production. By not preparing them with better skills, they sometimes make wasteful decisions which is what we’re trying to eliminate.

So my advice to you is next time you think of a Lean Initiative, look at yourself and the organization.

Do they have skills to prepare for the improvements you are making or are there skills under the surface you need to Lean out Waste before moving forward?

Think you got this because the Lean Consultant is on a mission to realize cost savings on behalf of your stakeholders? Think again as your Lean Initiative can be that Four Letter Word that leaves an irreparable legacy on your organization.

For the unfiltered, off the cuff discussion about this topic, please listen to my podcast airing on 1/19/24 and view the video so you see how I really feel about this topic!.

If you are a CEO who would love a partner to help you with a business challenge, be your #2 or help develop the team of tomorrow, let us partner in 2024.

To hear more about This topic please tune into my podcast that is releasing this Friday 1/19/24

Be well-Deb

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How to Craft Your Success Story

After you’ve taken inventory of your own self assessment, what stories can you tell others about the value you bring? This is the time to build up your arsenal of stories for your next role within the company or that next opportunity.

Resumes are boring and hardly articulate your value!

In a fast paced environment, hiring people need a quick way to put you in the yes/maybe/no pile to identify talent.

Assuming you’ve had some expert support to put in keywords to land you in the Yes pile, the challenge becomes how to articulate your value.

So many of you have come across my doorstep and shared with me your accomplishments, but few know how to articulate your value and even better in the context of storytelling.

The outcome of your pursuit will die at “Tell me about yourself” unless you’ve honed this skill.

I’m vested in your success as you reflect on your 2023 accomplishments and craft a message in pursuit of a new role, promotion or job so stick with me for a few more minutes.

Examples of data-based storytelling:

“I was able to impact $100,000 savings to the bottom line.”

Every other resume says that, but you are not your resume. You need to stand out. For every accomplishment like the $100,000 cost savings you need to learn to follow the Hero’s journey to tell the story and draw people into your value.

Value is created by knowing how to message what you did and the impact with the storytelling being the way to connect with humanity.

Here is an example of bad, better and best for implementing a new initiative that you successful led:

  • Bad: I was responsible for implementing a $100,000 cost savings initiative in 6 months.
  • Better: I was responsible for implementing a $100,000 savings initiative by leveraging good change management, engaging with others and ensuring stakeholders were informed and leveraged during the 6 month event.
  • Best: I was challenged with a $100,000 cost savings initiative in 6 months. Knowing it was a challenging task, I had to spend some time reflecting on how I would make this easy to adopt and maximize sustainable impact. I remember going to one plant manager who was often an early adopter. I tried a new way to message the initiative and how to customize it to his needs. He looked at my proposal and said he loved how I visually represented it so he could buy into it. We later tweaked the proposal based on his input and we moved forward. When I spoke about it at the next leadership meeting, he was quick  to share the value of the approach for which others then jumped in and spawned discussion. Had I not done this, I would have delivered the initiative with either crickets responding and hope I’d get compliance or possibly deflection and why we could not have done that. Through finding early adopters and collaborating together, I found the path forward to get the result and impact needed.

Do you see the difference? It takes practice, but this is what sets you apart and positions you for that next role, position or project.

If this was helpful, let me know, or if someone could benefit from this DIY lesson, please share it with them!

If you need some help, I’m here for you.

I’m here to listen and perhaps we can have a conversation and unlock your future!

To hear more about This topic please tune into my podcast that is releasing this Friday 12/15/23.

Be well

-Deb

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Empower Your Year-End Review: Mastering the Art of Gathering Data to Reflect on Your Achievement

December is a time of closure and take stock in what you’ve accomplished this year. The “year end” review is simply a data point for someone else to say if you have accomplished the objectives or not. However, I’d like to say that it does not define you. You are in control of your destiny and the year end review is simply information for which you have choices to continue in what you are doing or take inventory of your capability and passion and YOU DECIDE what 2024 looks like.

This past year I’ve been giving you tips for how to manage your career, and give you the essential skills needed to be seen, heard, respected and get a “seat at the table”. While I qualify it as the C-Suite, it doesn’t have to be. Some of you say you don’t aspire to that, and that’s your decision. But what is clear to all who I’ve spoken to is you want to do purposeful work, have an impact and have joy at work and at home. 

You are why I am here today whether you’re in the C-Suite or aspiring; I’m here to help you struggle less and spend more time doing the things you want to do.

My year end review…

I’m ending this year with what I would call a strong performance review having had 3 Drop In CEO clients, 3 coaching clients, continued with the podcast, launched a video strategy, managed the Drop In Collective, had a few paid speaking gigs and I’ve almost replaced my corporate earnings. I would rate myself as a target performance and I’m happy with that. 

However, that does not define me. I have started to feel joy in what I’m doing.  I’ve made choices to stop doing certain thanks such as stepping down as my curling  Secretary and WFFC President as well as delaying writing my book. Some people would feel those are failures, but I call them wins. I had the courage and leadership to walk away or delay certain things that were causing me stress.

Now it’s your turn…

So turning back to you as the “CEO of your domain”; it’s a mindset whether you are a CEO / President / founder of a company or the CEO of your department, now is the time to take inventory of your accomplishments and decide what you are going to do next.

To my CEO friends: I ask, what type of year was this for you? Did you survive another year of burnout and only meeting targets? Did you have crisis after crisis and applaud you and the team for the hours of hard work and sacrifice? Or are you at a point of stable operations, but need to do something different to grow, expand or be sustainable? Do you have the right people on your team or do you need someone external like myself who can extend your leadership capacity and capability so you don’t burn out in the next year? I’m speaking to you now because in 2024, I am dedicated to you to provide solutions to real issues I’ve faced and want to support you and be your partner.

To my leaders who may be stuck and who may not have had a support system, this past year’s podcast solos have been dedicated to you to give you the essential skills you need to navigate your challenges. To those who said it was helpful, I am grateful. For those of you who are still stuck; please know I’m here for you.

Follow me into 2024 as I speak to the leaders who are in the C-Suite positions or CEO’s and start to adopt the mindset, behaviors and practices to further elevate your leadership. Think about listening again to all the solo’s from 2023 to revisit what we’ve talked about. Please know that in 2024 I will distill down all these lessons for you into a single resource called The Secrets of the C-Suite so you have an invaluable resource as you move to higher and higher impact. Take it with you or share it with someone. Stay tuned so you can get your copy in 2024.

As I bring this to a close, I leave you with a few questions to ponder:

As you reflect on 2023, did you survive or thrive?

Did you feel fulfilled or fell short of job satisfaction?

Do you want to thrive in 2024 and do you have the support you need?

I’m that support and follow me into 2024 where we can grow together.

I’m here to listen and perhaps we can have a conversation and unlock your future!

To hear more about This topic please tune into my podcast that is releasing this Friday 12/8/23. 

Until we meet, I wish you well and much success!

-Deb

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Are You Speaking Up at Work? Three Things Your Boss Needs to Hear from You

During my time under the corporate umbrella, my creativity was stifled. Although I had fresh ideas, I was often overlooked for recognition and merely appreciated as a dependable resource within the organization. This didn’t work for me, and I started envisioning ways to revamp the organization and make it an attractive place to join, essentially launching a marketing campaign for my department. 

As I attempted to implement a regional strategy, it was met with resistance and failed to contribute to my professional growth, prompting me to realize that something was amiss. Through introspection and a quest for meaningful work, I realized that to break free and pursue my purpose, I had to venture out on my own, as I no longer belonged in my current environment where my innovative ideas fell on deaf ears.

Today, I wanted to share with you how leveling the playing field will help you be seen, heard, respected, and top of mind when it comes to proposals, changes, promotions, or critical conversations, avoiding that feeling of being unappreciated in the workplace.

Be a Proactive Proposer

The first thing your boss needs to hear from you is proposals for what needs to be changed, improved, shared, leveraged, or used. By speaking up and sharing your ideas, you’ll be seen as an idea person with strategic thinking.

Be a Problem Solver

The second thing is being a problem solver. Instead of creating more problems, provide solutions to the problems you see. Take charge and consult on an approach rather than waiting for leadership to fix the problem. By doing so, you’ll be seen as a leader and an equal to your boss.

Be Open to Feedback

If you follow this approach in an environment that values thought leadership, you will start to see signs that your ideas are valued and desired. However, not all bosses may be receptive, and if met with negativity or adversity, it is an opportunity to gather data and consider alternative directions.

If you’re in a leadership position, share this article with colleagues or team members who struggle with speaking up. I firmly believe that by helping others, we elevate the collective. I’m available for further discussions and look forward to hearing from you.

If you are aspiring to the C-Suite, and tired of the hustle, are you ready to change how you work and implement these tips? 

If you are a business owner or C-Suite leader, are you ready to invest in your people and help them be successful? Their success is your success! 

Now is the time for you to collect your thoughts and take action. I want you to succeed and this framework can enable you to do it yourself. 

However, if you need more help, I’m here for you as the Drop In CEO, CEO whisperer or as a sounding board. 

To hear more about my upcoming book, please tune into my podcast that is releasing this Friday 10/20/23. 

Would you rather have a quick 1-2-1 to discuss your specific challenge? Could The Drop In CEO be your support system? Direct Message me on LI or contact me by schedule a short call and let’s have a conversation. Until then, I wish you much success. 

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How to Advocate for yourself and project the value you bring to the workplace

When I was 35, I had my sights set on a promotion that I felt would change the trajectory of my career. Asking for a promotion or advocating for oneself is not just about the desired outcome, but also about confidently stating the value we bring and providing specific examples of how we have made a difference. It’s about being proactive, action-oriented, and not being afraid to ask for feedback or help when needed.

I was only successful because of my ability to advocate for myself, utilizing my support system and the resources available to me.

The next time you’re facing a challenge, here are a few tips to remember:

  • Reflect on your value and address any gaps in performance. Take proactive steps to solicit feedback and showcase your contributions to the organization. Self-advocacy is a sign of true leadership.
  • Be confident and assertive when discussing your goals and aspirations. Clearly communicate what you want from the conversation and set the tone for a productive discussion.
  • Don’t be afraid to seek help and guidance. Reach out to mentors, colleagues, or professionals who can provide valuable insights and support in your self-advocacy journey.

Remember, reflect on your value, clearly communicate your goals, and seek support when necessary. With these tips, you can effectively advocate for yourself and achieve the success you deserve.

If you are aspiring to the C-Suite, and tired of the hustle, are you ready to change how you work and implement these tips? 

If you are a business owner or C-Suite leader, are you ready to invest in your people and help them be successful? Their success is your success! 

Now is the time for you to collect your thoughts and take action. I want you to succeed and this framework can enable you to do it yourself. 

However, if you need more help, I’m here for you as the Drop In CEO, CEO whisperer or as a sounding board. 

To hear more about my upcoming book, please tune into my podcast that is releasing this Friday 10/13/23. 

Would you rather have a quick 1-2-1 to discuss your specific challenge? Could The Drop In CEO be your support system? Direct Message me on LI or contact me by schedule a short call and let’s have a conversation. Until then, I wish you much success. 

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How to Proactively Receive Feedback

I’ve been fortunate to receive some wonderful feedback from my clients. It’s been a privilege to help them through crises, act as a listening partner and collaborator, and contribute to their organization’s growth. I’ve seen firsthand how external resources can be a lifeline when facing challenges. I’m fortunate to have a vast network that I can connect you with, so don’t hesitate to reach out if you need support.

One topic I feel strongly about is the importance of feedback in the workplace. Unfortunately, not all leaders provide feedback, and waiting for performance reviews can be detrimental. I encourage you to take control of managing your leaders by proactively asking for feedback.

I’ve developed a framework for soliciting feedback, which includes asking what to continue, what to start, and what to change. It’s crucial to qualify the value you’ve brought to the organization and have face-to-face conversations to receive feedback.

When asking these questions, here are a few things to remember:

  • Gratitude is a powerful tool. It’s important to acknowledge positive feedback and use the foolproof 1-to-1 formula to position your value and ensure your contributions are recognized and valued.
  • When receiving recognition, pause and slow down. Show gratitude and acknowledge the effort others put into sharing their feedback and the value they see in your work.
  • Seek to understand constructive feedback. Constructive feedback may not feel good initially, but it provides valuable data and insight that can help us show progress and meet objectives. 

I urge you to take this framework and apply it to your own situations. If you’re a leader with team members who struggle with managing their careers and asking for feedback, share this podcast episode. For leaders who don’t have the time to teach these skills, I offer my assistance as the “drop-in CEO” to facilitate conversations or build capabilities within organizations.

If you are aspiring to the C-Suite, and tired of the hustle, are you ready to change how you work and implement these tips? 

If you are a business owner or C-Suite leader, are you ready to invest in your people and help them be successful? Their success is your success! 

Now is the time for you to collect your thoughts and take action. I want you to succeed and this framework can enable you to do it yourself. 

However, if you need more help, I’m here for you as the Drop In CEO, CEO whisperer or as a sounding board. 

To hear more about my upcoming book, please tune into my podcast that released this Friday 10/6/23. 

Would you rather have a quick 1-2-1 to discuss your specific challenge? Could The Drop In CEO be your support system? Direct Message me on LI or contact me by schedule a short call and let’s have a conversation. Until then, I wish you much success.

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Are You Investing in the Right Habits as a CEO?

This past month made me realize that my technical capabilities are useless in the face of a crisis and my mindset about what is the purposeful work I need to do has completely changed. Thinking back to my book, the CEO’s Compass, I became the “Compass” for so many leaders to steer away from results and instead help them to achieve Peace of Mind. It’s an important concept I want to share with you so as you move forward in your pursuits, you’re focused on a different outcome than what you’ve been conditioned to do. 

As a CEO myself, I can’t stress enough the importance of setting intentions and making people feel valued in interactions. Creating a daily routine that centers around intentional action is critical for long-term leadership success.My own daily routine includes self-care and supporting clients. I believe that being a CEO is about being in service to others. 

After working for decades with high performers and CEOs, I’ve seen three key areas where I believe CEOs should focus their attention:

Investing in Oneself

Investing in oneself is crucial for personal fulfillment and the ability to give to others. I encourage you all to prioritize self-care and personal growth. This will ultimately allow you to be more effective leaders.

Investing in Time

Investing in one’s time involves being intentional and strategic with how it is spent. I suggest evaluating priorities, setting clear intentions, and being willing to delegate or cancel tasks that are not critical. Time blocking and prioritizing what is urgent and important can help you manage your workload effectively.

Investing in Others

Being in service to others is a fundamental aspect of being a CEO. Approach interactions with others with the intention of providing value, insight, and support. This can involve actively listening, helping find solutions, and facilitating productive conversations.

When you combine these three elements, CEOs are able to shift their focus from profit and goals to the service of others. That shift is the key to a CEO mindset that is sustainable and sets a good example for others.

If you are aspiring to the C-Suite, and tired of the hustle, are you ready to change how you work and implement these tips? 

If you are a business owner or C-Suite leader, are you ready to invest in your people and help them be successful? Their success is your success! 

Now is the time for you to collect your thoughts and take action. I want you to succeed and this framework can enable you to do it yourself. 

However, if you need more help, I’m here for you as the Drop In CEO, CEO whisperer or as a sounding board. 

To hear more about my story about framework, please tune into my podcast that is releasing this Friday 8/25/23. 

Maybe you simply need a support system to apply these new insights. I find leaders need a place to talk through the challenges and that’s why I created The Drop In CEO Collective, a forum for C-Suite leaders of today and tomorrow. To learn more about our next event you can visit our page and register. 

Would you rather have a quick 1-2-1 to discuss your specific challenge? Could The Drop In CEO be your support system? Direct Message me on LI or contact me via my website and let’s have a conversation. Until then, I wish you much success. 

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The Key to Increased Efficiency and Well-being

This month, we’re focusing on providing additional tools to help you succeed in your roles. I recently survived three client engagements simultaneously in July, and I want to share my experiences and the lessons I learned. It was a challenging time, but it highlighted the importance of sustainable work practices.

During this hectic period, I had to communicate with my clients about reduced hours, prioritize certain clients, and dedicate specific hours to support a particular client’s team. It was hard work, but I’m grateful for the opportunity to serve my clients.

Do you ever feel overwhelmed and time-crunched? This topic is relevant to both current and aspiring C-suite leaders, as we all experience these challenges at some point. Have you ever felt in control in the past but now find yourself unable to handle the increased responsibilities? If so, it’s important to give yourself grace and acknowledge your past successes.
 

Here are Seven Tips for Creating Successful Time Management Habits:

  • Prioritize your needs – getting clear will enable you to make better decisions.
  • Get more sleep – in the context of well-being; do what you need to maximize your energy and creativity.
  • Distill what you actually need to get done – remember to work on the urgent and what what is most valued by your team or the business.
  • Have the courage to ask for help – great leaders collaborate for a greater outcome.
  • Time Block for emails, texts, and calls vs. strategic work – building this discipline muscle will reduce your stress. 
  • Ask yourself for forgiveness when you can’t get everything done – you probably put unrealistic expectations on yourself. As a high achiever, it’s your superpower; but also your demise if you don’t forgive yourself. 
  • Take 20 minutes for yourself each day – just do it! This is one of my best suggestions for you. What do you have to lose? You’ll thank me later when you make this a habit! 

I encourage you to pause and reflect on this framework. Find strategies that resonate with you and implement them in your daily routine.

If you are aspiring to the C-Suite, and tired of the hustle, are you ready to change how you work and implement these tips? 

If you are a business owner or C-Suite leader, are you ready to invest in your people and help them be successful? Their success is your success! 

Now is the time for you to collect your thoughts and take action. I want you to succeed and this framework can enable you to do it yourself. 

However, if you need more help, I’m here for you as the Drop In CEO, CEO whisperer or as a sounding board. 

To hear more about my story about framework, please tune into my podcast that is releasing this Friday 8/11/23. 

Maybe you simply need a support system to apply these new insights. I find leaders need a place to talk through the challenges and that’s why I created The Drop In CEO Collective, a forum for C-Suite leaders of today and tomorrow. To learn more about our next event you can visit our page and register. 

Would you rather have a quick 1-2-1 to discuss your specific challenge? Could The Drop In CEO be your support system? Direct Message me on LI or contact me via my website and let’s have a conversation. Until then, I wish you much success. 

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