In this month’s Ask the Coaches feature, we posed the question, ‘What are some of the most common patterns you see with leaders right now?’ Mindbeat’s Chrys Jerrett and Gill Simpson share their observations.
Chrys Jerrett
One of the most common patterns I observe in newly promoted leaders is the tendency to continue focusing on tasks from their previous role, often those within their comfort zone.
This is understandable: we’re usually promoted because of our technical expertise and specialist knowledge, so it can feel natural (and rewarding) to keep operating at that level.
A key question I often ask is:
“How much of your time are you spending working below your actual level?”
If the answer is more than 10%, it may be time to rethink how you’re spending your time and consider how to increase strategic thinking and delegate more effectively.
One of the most important shifts in leadership is moving from doing the work to thinking strategically.
This means:
– Reflecting on how the work is being done and identifying ways to improve it
– Considering what new initiatives or approaches could better support the success of the team and the wider organisation
Central to this shift is making space in your calendar for thinking—and protecting that time. Effective leaders recognise the value of regular reflection, whether it’s through uninterrupted time in the office or a walk away from the desk. They treat thinking time not as a luxury but as a leadership necessity.
Real leadership begins when we stop measuring our value by what we produce — and start thinking about how we create the conditions for others, and for our organisation, to be more successful.
Gill Simpson
Some of the most common patterns I currently see in my coaching work are leaders who are under increasing pressure, with stretched resources, working in relentless environments of constant change and transition. It can be unsettling and exhausting when you are constantly having to reinvent yourself.
The consequences I observe are leaders who are getting lost themselves. They are so focused on delivering for the business and looking after their teams, guiding them through change, that they are failing to look after themselves.
I observe everything from burnout to exhaustion and a lack of capacity to create space and time for themselves. Leaders invest and give so much to others, but they don’t invest and give to themselves.
Doing so can quickly lead to clarity, rest, and rejuvenation. I notice energy depletion in the workplace rather than energy renewal. It’s the adage about fitting your own oxygen mask on an aeroplane before helping others. We must start prioritising ourselves. Serve yourself as you would serve others.
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