Burnout is not disappearing. In October, The Economist (28 October 2023, p.59) reported on the Adecco Group's 16,000-person survey of global managers. That is a pretty big set! The findings? A 13% increase in managers experiencing burnout. For the first time, the number rises above 2/3. Combine this with the oft-quoted studies of why people leave (bad managers as if you didn't know), and we have our finger on a significant problem to address.
Let's put this in the context of the Maestro-level leader headed into their Third Turn. To step up and into the needed work of developing future value, strong managers must operate the business. Not just that, they have to be learning to drive with enterprise-wide problem-solving skills. In other words, they must think like executives to manage well. From these ranks, whether in the company we lead or elsewhere, we will find the successor(s) needed for business continuity.
Where will those managers learn to manage as well as lead? They must want to every bit as much as wanting any opportunity offered to them. The attraction to manage and lead as one's vocation will not come from the promise of compensation. Bertain and Sibbald's research tells us there must be
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Relentless focus on a meaningful mission.
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A workforce motivated by:
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their sense of purpose (power)
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sense of belonging (affiliation)
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sense of accomplishment (achievement)
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A consistent and structured operational system
A competent manager realizes they are hired to participate with and expand on the above. But they must first be resourceful and whole, not burnt out and dragging themselves through their days. This requires the Owner/CEO /Investor to be paying attention. This part can't be outsourced.
Solving for this, there is no close second to quantifying the time it takes to prepare for and then complete tasks as one runs a business. We spend too much time counting the money (the lagging indicator of the business and its inputs) and overlook counting time (the leading indicator for an enterprise's production, including human capital).
If the previous sentence did not land as critically important to you, or you need more time somewhere in your list of leading indicators, we should talk.
Learn more about Maestro-level leaders, or look into one of our cohorts at www.Maestrolevelleaders.com
I walk alongside leaders, listening to understand their challenges, and helping them lead healthy organizations that flourish.
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