“Everyone likes progress, but no one likes change. That is why leadership is hard.”
The definition of sprinting is to give everything
you’ve got for a focused period. I often think about this in terms of meetings. If you are a leader, it is likely that every meeting you have is the most important meeting of that week or month for the other people in the room. If you are managing your time and conserving energy and focus, if you approach each meeting as just one mile in a marathon, everyone else in the room will feel this—and they will feel slighted. I also think about it in terms of my personal productivity. If I am not operating at my best, I feel so bad about underperforming that I am sure it exacerbates the problem. Leaders must always be “on,” functioning at their very
best. That is a lot of sprinting. But how do you perform best in sprinting? If you run wind sprints across a basketball court – sprint to one side, immediately turn around and sprint to the other side, then repeat, again and again – your performance deteriorates within a couple of sprints. Great for fitness, but terrible for performance in the later sprints when you can barely crawl across the court. That’s why there are limits on the number of hours surgeons can spend in the operating theater or pilots can spend in the cockpit. As a leader, no one is going to regulate the number of hours you spend working for yourself. But the same principle applies. Hence my rewrite of this last cliché: “It’s not a marathon;
it’s a series of sprints.” To perform at your best in every sprint, you need time to recover. To be your best as a leader, you need time to recharge. Burnout is not only bad for you, it is also bad for your organization. If you are the boss, no one will tell you when to stop working and how to look after yourself. But knowing yourself well enough to know when to stop working and how to recharge your batteries is essential to being a successful leader. Republished with permission from Knowledge@Wharton (
http://knowledge.wharton.upenn.edu), the online research and business analysis journal of the Wharton School of the University of Pennsylvania.
s.e.a.l. aviation
Global Aviation Specialized Services
r c r a f t
a i
ndt parts
fuel tank repair structural repairs
We are a FAA, EASA and Mexican Certifi ed Repair Station.
A Veteran and Family Operated Company
www.sealaviation.com |
sales@sealaviation.com
954-492-3522
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60
