For most of us, the amount of work and busyness we have varies. On some days and during some seasons our work is really busy while at other times, it slows down. When things are busier and when they are slower depends a great deal on the work we do and the role we have within it. Regardless of the details of our own professions, for almost all of us, our work is busiest during times of crisis. As we enter week 7 of work amidst the COVID19 pandemic, we find ourselves busier than ever. Trying to continue our work while learning new technology and balancing our obligations at home has been challenging to say the least and unsustainable at its worst.
The challenge with busyness, whether it is housed inside of a pandemic or outside of it, is how to adjust in a way that is both effective and supports our staffs. The common leadership response during especially busy times is to start eliminating the parts of our work that are deemed less urgent. Unfortunately, in a well-intentioned, if not uninformed attempt to lighten the proverbial load, the things that get eliminated are too often the very things we need to keep us going, thereby creating even more challenge and burnout in the long run. Early on the chopping block are items such as one-on-one check-ins, team building activities and breaks. In the spirit of getting things done, leaders encourage us to focus on “the real work” and eliminate all the extras. They do this to make things better, but in a true twist of irony, it makes them much, much worse.
Coming from the non-profit world, I have too often seen this type of busyness on almost a perpetual basis. It has become our badge of honor. Through the years, colleagues and management have proudly shared how they eat lunch at their desks or have not taken a vacation in years. Once again, the intention is a good one- sacrificing for the sake of our clients- but the result is counterproductive and ultimately harmful. Our minds and our bodies are not designed to be in overdrive all the time, and eventually something’s got to give. Research tells us that 50% of our nonprofit staffs are either already burnt out or just about to be. Lack of balance and breaks is a big reason.
PARADOX OF BUSYNESS EXAMPLE 1- ELIMINATING BREAKS
Research tells us that after 50 hours of work per week, our productivity drastically declines, and after 55 hours, it almost completely disappears. It is inefficient to overwork ourselves because we are not productive, and we make far more mistakes, but we do it anyway because we think we are doing a good thing. In fact, the opposite is true. Breaks throughout the day and throughout our days are essential to perform effectively and sustainably. Our brains and our bodies can only focus for so long, and periodic breaks helps us refresh and refocus.
Additionally, scheduling time to simply read, learn, reflect and think is a huge contributor to both the quality and effectiveness of our work, but culturally, we have not yet embraced this. Can you imagine walking into your boss’s office and seeing her reading a book. What would you think? What would she think if she walked in on your doing the same thing? We are all too quick to make erroneous judgments, that the person is lazy or unfocused or wasting time, when they may be doing the most productive thing by stepping back and simply reflecting. When we persist in a culture of busy and doing without taking the necessary time to reflect, assess and think, we are missing a great opportunity to take our work to the next level. I know it seems that there is not enough time for such a luxury, but part of the problem is in viewing this type of work as a luxury. It is a necessity if we want to grow, and if we want to ultimately want to make our work more efficient and less busy.
PARADOX OF BUSYNESS EXAMPLE 2: ELIMINATING CHECK-INS
This happens all the time in our work. We have a weekly, bi-weekly or maybe monthly check in with our supervisor that starts out consistent and strong but slowly becomes more and more inconsistent over time. Instead of holding this time as sacred, we start to schedule other things over it with the promise of rescheduling later in the week. Which of course in most cases never happens. It is too easy to break a habit and once we lose the rhythm of meeting on a consistent basis, it is hard to get back to it. In some cases, we never pick up the practice again.
This is especially true in times of crisis. We are so busy dealing with what is going on, and we are quick to dismiss our check in times with staff, deeming them unnecessary or helpful but only when we have the time. The paradox here is that, during times of busyness and even crisis, we need to connect with our staffs even more than before, not less. Things move quickly and there is great uncertainty during times of crisis. Our staffs need our leadership, assurance and guidance more than ever. Unfortunately, this is the time when we tend to provide less support than ever. Leaders I have talked with throughout this crisis have shared that they just do not have time to check in with staff. As a result, staff are feeling unsupported and unsure of what they are doing. This causes anxiety, stress, burnout and a drop in performance- all unintended but not surprising results of withdrawing support. During times of busyness and crisis it is especially important to be present and communicative with your staff.
PARADOX OF BUSYNESS EXAMPLE 1- ELIMINATING TEAMBUILDING
Though teambuilding is essential to effective workplace performance, it is too often relegated to a nice thing for staff when there is enough time. In reality, teambuilding is at the very foundation of productivity and performance. Staff who know each other work better together. Components of this happen naturally but to make a true impact, natural relationship-building needs to be combined with intentional organizational efforts particularly when team members work in different departments or locations.
During times of crisis, teambuilding is often the first thing to go. Team meetings, check-ins, celebrations and activities are tossed aside in the name of busyness and productivity. But once again, this is causing more harm than good. Staff need to feel connected to perform well and this is especially true during times of crisis. Now, more than ever, you need to create space and time to check in with your team members and provide opportunities for them to connect and strengthen their relationships. Even though it may feel like you simply do not have the time, ultimately this is one of the most effective uses of your time. When your staff feel connected and supported, they are far more equipped to perform through difficult circumstances. On the other hand, when they feel neglected, taken for granted, ignored or dismissed, they simply cannot perform at their best
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Although busyness comes and go, many of us work in a perpetual state of busyness, and all of us experience it during times of crisis. Despite what we sometimes tell ourselves, operating this way without being intentional in providing support and rest will actually end up being counterproductive. At all times, and especially when we are at our most busy, we need to increase the support and connection we provide to our teams, not eliminate it. During this time- and always- make sure you continue checking in with your staff both individually and on the team level. In times of crisis, this connection should be increased rather than decreased. Staff need information and assurance, and this requires time. It may seem like time you do not have, but it is time you will need to create in order to navigate through periods of crisis and chaos effectively. Continue to provide support, continue to work with your team and continue to provide opportunities for breaks and rest. During times of busyness, these are needed now more than ever.
If you are looking for outside support on how to more effectively lead your team, email us at: [email protected] or call 703-688-2394.
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