Lead Smart

Introduction

As a leader, working at or near the top levels of your organisation, your role is leading the troops, setting the strategy and executing the plans. You must have been somewhat organised and productive to get to this level. You have to be efficient and effective, using your time, energy and focus with laser precision to operate successfully as a leader. In fact, your ability to get stuff done would be seen as a critical skill as you rose to your position.

But what if I told you that you may not be as efficient or effective as you think, and you may have attained this position in spite of, rather than because of, your organisation skills?

What if I said that, as a leader, you may be a part of the reason your team struggles with their productivity? Or that your team culture could be working against productivity rather than supporting it?

What if you and your team are incredibly busy, but busy working on the wrong stuff?

What if you are the leader, but are simply too busy to lead effectively?

The path to leadership is a long and often challenging one. We work diligently at school, then possibly spend a few years at university. We get our first job, the first rung on the ladder to be climbed. Over the years, we work hard and develop our skills. We eventually find ourselves in a position where we are managing and leading people. For the select few, you might climb to the pinnacle of senior leadership, and possibly end up as MD or CEO.

Some of us deliberately choose this ...