As a manager who works closely with your team, it’s easy to caught up in day-to-day tasks. Maybe some projects come up that your team doesn’t know how to do, so it may seem simpler to take them on instead of teaching someone else. Or maybe you want certain tasks done your way, so you just do them. There are numerous scenarios in which you can fall into the trap of becoming an executive executor.
If this sounds like you, you’re not alone. In fact, McKinsey found that managers spend nearly half their time on IC work, which doesn’t leave them enough time for brainstorming and planning. As managers bounce back and forth between strategy and execution, they quite often aren’t effectively utilizing their employees. The reality is that your team likely needs you to help with individual contributor work on some level, but it’s important to be selective.
So, how can you balance your time between focusing on long-term vision compared to day-to-day tasks?
Differentiate goals and objectives
Some managers use the terms “goals” and “objectives” interchangeably, but there’s an important distinction. Goals are the broad, long-term direction your company wants to head in, while objectives are the specific, measurable targets that support achieving those goals. Your team’s goals should align with your company’s goals, with 2-3 concrete objectives for each goal. For example, if your goal is to expand your company’s influence in a new market, your objective might be to “increase LinkedIn followers by 20% within six months.” Having clear, time-bound objectives helps you focus on what matters, so you only spend time on projects that move the needle.
Choose your tactics wisely
Delegate tasks based on your team members' strengths and the areas they want to develop. As a manager, try to limit yourself to taking on one tactic personally. This gives you something to be accountable for while modeling how to manage and communicate on projects. When assigning tactics, ask yourself: “Am I the right person to execute this, or can I delegate it?” and “Have I taken on too much execution, leaving little time for strategy?” Thoughtfully balancing your time will help you avoid overwhelm and keep a strategic perspective.
Create strategic focus time
As a leader, you need to set boundaries so you can prioritize big-picture thinking. Constantly responding to messages, phone calls, or accepting every meeting that pops up in your calendar can drain your time and energy, leaving you little time to concentrate.To create focus time, block off certain periods of the day for deep work and silence your apps during these windows. Communicate to your team that meetings must have clear agendas to keep everyone focused. By cutting out distractions, you can carve out time to assess how your projects are going while also staying grounded in the details.
Upskill your strategic skills
To effectively drive company strategy forward, managers need to continuously learn and evolve. Start by identifying any gaps in your knowledge related to the company’s strategic vision and carve out time each week to upskill in those areas. Especially in the age where AI developments are a constant, it’s critical to stay ahead of the curve. When you prioritize your upskilling, you can position yourself as a strategic partner to your company’s leadership team by supporting always-on business transformation.
