Tag: Leadership

Leadership That Lasts Beyond the Finish Line

In high school, I had the good fortune of running cross country under a man named Mr. Smuts. Our coach and my 11th grade AP U.S. History teacher. He was the kind of leader who quietly influenced growth in those around him. 

He didn’t bark commands or demand the spotlight. On race day, while other coaches were shouting themselves hoarse, Mr. Smuts would position himself at the mile markers. Calm, steady, present. As we passed, he’d simply call out our split times. No cheering. No panic. Just numbers.

We didn’t need anything else.

He had trained us so well that those times were all the feedback we needed. We knew what they meant. We knew what he expected. And we knew he believed in each of us (even the slow guys, like me).

When we crossed the finish line, sometimes ahead of the competition, sometimes not, he’d quietly remind us that the real opponent wasn’t the other team. It was the clock. It was ourselves.

That quiet challenge made us better. Not just as runners, but as young men.

Mr. Smuts embodied a rare approach to leadership. Seeing others more than being seen. His confidence in us was contagious. His calm became our calm. His consistency helped us believe that showing up and giving our best effort, day after day, was enough to grow into something exceptional.

For a bunch of teenagers full of energy and bravado, his presence could have been drowned out by flash and high school nonsense. But instead, we listened closely. We trusted deeply. And we ran harder.

His leadership style reminds me of a line from the Tao Te Ching:

“When the best leader’s work is done, the people say, ‘We did it ourselves.’”

That’s exactly how it felt. We crossed those finish lines thinking we had pulled it off on our own. Only because he had quietly laid the foundation beneath our feet.

True leaders create space for others to rise.

The Tao Te Ching calls it wu wei, effortless action. Like a river flowing around rocks instead of smashing into them. Doing the right thing at the right time and then stepping back to let the results take root.

Ronald Reagan once said, “There is no limit to what a man can do or where he can go if he doesn’t mind who gets the credit.”

This could have been written about Mr. Smuts.

He led in a way that called attention to others rather than himself. His approach shaped how we performed, how we grew, and how we learned to lead ourselves. His impact showed itself in the confidence he helped us build and the standard of excellence we still carry with us today.

The next time you find yourself in a leadership role at work, in your family, or on any team, ask yourself:

-Am I trying to be the hero, or trying to build others up?

-How can I lead with quiet influence?

-Can I let go of credit and trust the process I’ve helped shape?

The best leaders don’t stand in front of their people. They stand with them, sometimes just off to the side, calmly calling out split times as the race unfolds.

And when it’s over, they nod to themselves, knowing they’ve done their job.

The rest of the story: Mr. Smuts earned his doctorate in Leadership and became Dr. Smuts not long after my time at Cerritos High School (Class of 1984).  He went on to become the school’s principal and ultimately the school district’s Superintendent of Schools for many years, before retiring in 2012. He continues to enjoy his retirement years.

Dr. Smuts is a leader who inspired (literally) thousands of kids (and adults). 

This video provides a brief glimpse of this truly inspiring and gentle man in 2012 as he prepared to retire. It also highlights my high school campus that looks very much like it did four decades ago.  

I’m Not That — What You’re Not Might Be Holding You Back

Sometimes the hardest limits aren’t what we believe we are…but what we’ve decided we’re not.

Leader: I’m hitting a wall. No matter how hard I try, something’s stuck.
Coach: Where?
Leader: Connecting with my direct reports. The one-on-one meetings. All the details. I’m just not wired for any of it.
Coach: You sure?
Leader: I’ve never been good at connection. I’m not super technical. I’m not touchy-feely. I’m not a detail person.
Coach: Sounds like you’ve got your “not” list down cold.
Leader: Isn’t that just self-awareness?
Coach: Could be. Or maybe you’re protecting yourself with that list.
Leader: I’m not trying to be someone I’m not.
Coach: Are you avoiding someone you could become? What if the growth you’ve been chasing is on the other side of “I’m not”?
Leader: What if I do all that work and don’t like what I find?
Coach: Then you’ll learn something real. But what if you find a strength you didn’t know you had?
Leader: That feels like a stretch.
Coach: Growth usually does.

“Ego is as much what you don’t think you are as what you think you are.”
– Joe Hudson

We usually spot ego in people who overestimate themselves. Their arrogance and swagger enter the room before they do.

But ego has a quieter side. It hides in the limits we quietly accept. Not in who we think we are, but in who we’ve decided we’re not.

“I’m not technical.”
“I’m not good at details.”
“I hate public speaking.”

These negations, the things we distance ourselves from, might feel like declarations of strength and clarity.

But often they are boundaries we’ve unconsciously placed around our identity. Once we’ve drawn these lines, we stop growing beyond them. They protect us from challenges, discomfort, and the hard work we know will be required.

Leaders who define themselves by what they aren’t often:

-Avoid feedback that challenges their identity.

-Miss chances to adapt or grow.

-Choose the path of least resistance.

-Struggle to connect with different types of people.

-Dismiss skills they haven’t developed (yet).

If you’re feeling stuck, ask yourself:

-What am I avoiding by saying, “I’m not that”?

-What am I protecting by holding on to that story?

-What might open up if I let it go?

Sometimes the next chapter of growth begins not with a new strength, but with a willingness to loosen our grip on the stories we tell ourselves.

If you want to grow as a leader—or help others grow—it’s not enough to ask, “Who am I?”

You also have to ask, “What am I willing to become?”

Photo by Amir Mortezaie on Unsplash

Permission to Conclude – and Get Started

A friend called recently. He’s been running his own business successfully for over a decade. Things are going well, really well.  That’s why he reached out.

He wanted to talk through some ideas. Usually when I get these calls, it’s because a business owner is thinking about making a major change.  Maybe selling, maybe acquiring another business, maybe just trying to get unstuck from a rut. But this wasn’t that kind of conversation.

He explained that his team is doing great work. His own role had evolved into mostly business development and handling occasional fire drills. Lately, there haven’t been many fires. The business is running so smoothly that, for the first time in years, he has time on his hands. Unexpected free time.

That’s usually a good thing, right?

He thought so too at first. He ramped up his business development efforts (always wise to add growth fuel to a business), and then he did something else.  He stepped back and watched. Observed. Assessed.

For the first time in a while, he was able to look at the processes and tools his company uses with a fresh set of eyes. The eyes of an outsider.

That’s when he saw the gaps.

Not because things were falling apart. But because, with a little perspective, he realized how much better things could be. He saw inefficiencies, opportunities for automation, outdated systems, and new tools that could transform how they operate.

His brain lit up. Ideas started flowing. He made lists. And more lists. He started thinking through what needed to change, planning what to build, what to retire, and how to bring the team into the improvement process.

That’s when he called me.  Not for help solving the problems, but because he suddenly had too many ideas and plans.

He’d become overwhelmed by the possibilities.

So, I asked him: What would it take to give yourself permission to conclude the brainstorming, the planning…and begin?

He paused.

As the boss, no one else was going to tell him to stop generating ideas and to start work on executing them. There’s no urgent deadline forcing a decision. No one asking for a status update. The machine is humming along, profitably. But he can see how much more potential is just sitting there waiting to be tapped.

We didn’t talk about his ideas or operations at all. We talked about how to decide. How to identify the vital few initiatives that would make the biggest difference. How to involve his team. How to get moving.

We talked about starting, and how starting builds momentum.

Our brains love ideation. There are no limits, no constraints. It’s energizing to imagine improvements, design new systems, and sketch out possibilities. We feel smart. We feel alive.

But our minds? They get restless. We lie awake at night, spinning. We second-guess ourselves. We get caught in the loop of “what if” and “maybe later.”

That’s where permission to conclude enters the picture.

It’s the quiet decision that says: “I’ve thought enough. I’ve explored enough. I may not have a perfect plan, but I have enough to begin.”

It’s the green light we must give ourselves.  To start, to build, to test, to course-correct.

It’s a commitment. Not to perfection, but to movement.

To gain clarity through execution. To action that reveals what thinking alone cannot.

If you find yourself spinning with ideas, take a deep breath.

Give yourself permission to conclude.

And start.

Photo by Isaac Mugwe on Unsplash – the rider has no idea what lies ahead…only guesses, maybe some visualization of what could be lurking around that dark corner. The only way to find out is to start and figure it out along the way.

h/t – I learned about the concept of the “vital few” over 20 years ago from MAP Consulting. A simple yet powerful realization that we can only work on a few things at any one time. Choose the vital few, work on them, then move to the next set of vital few items after that.

When Fires Become the Work

Ask someone how their day went, and odds are, they’ll say, “Busy.”

Dig a little deeper, and you’ll hear about the fires they had to put out, the urgent requests from their boss, or the upset customers they had to talk in off the ledge. Everyone’s racing from task to task, reacting to whatever pops up next.

What you don’t hear—at least not often—is someone saying, “Today I worked on our 30-day goals,” or, “I spent the afternoon exploring how AI might streamline our operations,” or, “I studied what our competitors are doing better than we are.”

Most people are caught in an infinite response loop. The big questions get pushed to tomorrow, especially if the boss isn’t asking about them anyway. And often, he’s just as busy reacting to his own list of urgent problems.

Response mode is easy. You don’t have to choose what matters most. Just deal with what’s in front of you. There’s no time for stepping back, rethinking the process, or preventing tomorrow’s fires today. You stay busy. That way, you can tell yourself you’re still needed.

And when the day ends, you can point to everything you handled and feel like you earned your paycheck.

But the real questions are:
Did you move any of your monthly, quarterly, or annual goals forward?
Do you even know what they are?

For many, the answers are no and definitely no.

Working in the business is the default. It’s safe and familiar. It keeps your hands full.

Working on the business is different. It takes time, thought, and courage. It means facing questions without clear answers. It means exploring new tools, unlearning old habits, and imagining better ways to serve your customers.

No fires today? Is your boss on vacation? Sounds like an easy day.

But if no one thinks about what’s next, if no one is asking what should change or improve, and if no one is steering the ship, that ship will eventually drift. Maybe into a storm. Maybe into the rocks.

And no one will notice until it’s too late.

So, ask yourself:
Are you steering, or just responding?

Side note: These questions apply outside of work. If we’re not actively steering in our personal lives, we can just as easily find ourselves in a storm we could have avoided, running aground on some rocks, or drifting aimlessly out to sea.

Photo by Amir Saeid Dehghan Tarzejani on Unsplash

Let the Ponies Run

Imagine owning a well-trained thoroughbred racehorse. Born and bred for speed, this horse thrives on competition and lives to run fast.

Every day, six days a week, this horse trains relentlessly. It has one purpose and one passion: running and winning races. Nothing else matters.

But on race day, you grow cautious. You worry, despite all the training, despite the horse’s proven skill, that it might not pace itself properly. So, you ask the jockey to override its instinct to run fast. You instruct the jockey to hold back the reins from the start.

As the race unfolds, your horse struggles against this restraint. Instead of feeling exhilarated, it grows frustrated. Its natural drive diminishes with each stride as the jockey pulls back, second-guessing the horse’s desire to run.

Finally, as the last turn approaches, the jockey releases the reins and shouts encouragement. It’s time to unleash all that pent-up speed.

But the horse no longer cares. He’s not even paying attention. He lost his competitive edge about a half mile ago as the jockey kept holding him back. Sure, the horse goes through the motions, picking up just enough speed to appear engaged, to show respect for the jockey’s urging. But the spark is gone.

This is a very fast horse, so even his partial effort makes for a close finish. But unfortunately, the horse doesn’t win the race. One he could have easily won if he hadn’t been held back from the start.

If you’re a manager, how often do you treat your employees like this horse? How often do you hold them back from doing the very thing you hired them to do? Do you second-guess their instincts, micromanage their decisions, and restrain their natural abilities out of fear, caution, or to protect your ego?

Consider how demoralizing it is for your team when you take away their autonomy. The freedom to run their own race. When employees lose the ability to make meaningful decisions, their enthusiasm, creativity, and ownership suffer. These are the very qualities that fuel success, and when suppressed, diminish the team’s potential and their performance.

Take a look around your organization. Are your people fully engaged, and running with purpose? Or have you inadvertently drained their passion and energy by holding them back?

There’s something else that’s easy to overlook. When you don’t allow your people to take on challenges, make decisions, and occasionally stumble, you’re not just holding them back today. You’re limiting who they can become tomorrow. Without the opportunity to stretch, fail, and grow, your employees can’t develop the judgment and endurance that leadership demands.

Playing it safe and keeping them on a tight rein risks weakening your bench strength and jeopardizing your organization’s ability to thrive in the future. We’re not just running one race; we’re running a never-ending series of tough races that stretch out long into the future.

Imagine how powerful your organization could be if you simply let your thoroughbreds—all the talent and skills you’ve carefully assembled—run their races the way they know best. Imagine letting them succeed and fail with your support, as part of your team, and not just your assistant waiting for you to make all the decisions.

It’s time to loosen the reins and let the ponies run. Because if you don’t, they might find somewhere else where they can.

Photo by Jeff Griffith on Unsplash

Pressure is a Privilege

I heard this a while back and it resonated with me.  That it’s a privilege to be under pressure.

At first, this may seem counterintuitive. Pressure can feel heavy. It weighs on us, steals our sleep, tightens our chest.

The pressure to perform. Pressure to deliver results. Pressure to be the best spouse, parent, grandparent, or friend we can be.

Pressure to grow. Improve. Rise to the moment.

We feel pressure because someone is counting on us.
Our family.
Our coworkers.
Our teams.
Our communities.

That pressure? It only exists where there’s a purpose. It’s a signal that we matter to someone. That our role isn’t meaningless. That someone out there is relying on us to show up, do our best, and help them move forward.

The alternative?

No responsibilities. No pressure at all. No one looking our way.
No one expecting anything from us. No one counting on us.

No promises, no demands (we don’t get enough Love is a Battlefield references in life). 

Maybe, no purpose.

The next time you feel the world pressing in, take a deep breath and reframe the situation.

That weight on your shoulders? It’s a sign of trust. A signal of opportunity. A reminder that you have a place in someone else’s story.

In the end, pressure is a byproduct of the privilege to lead, to love, and to serve.

And what a gift that is.

h/t – Marques Brownlee (watch his video to the end)

Photo by Paul Harris on Unsplash

Resist the Rut

It’s easy to fall into the rut.

To assume that delays are normal.
That long lead times are just “the way things are.”
That bureaucracy is an immovable force we’re all meant to quietly and endlessly orbit.

But here’s the question we should be asking:
Does something really take months to get done…or is that just the rut talking?

Ruts are sneaky. They dress up as policies, forms, regulatory frameworks, meetings, approvals.

They start small.  Maybe with one postponed decision or an overcautious email.  Before long, they’re a deep trench. One that feels safer to live in than escape.

Some processes do require time. Some decisions need careful research and thoughtful consideration.

But not everything takes as long as we pretend.  And if we’re being honest, we often lean on red tape as a crutch. To justify inaction, to mask fear, to cover for indecision, to avoid risk. Maybe to avoid the work altogether.

We say things like:

-“That’s how our system works.”

-“These things take time.”

-“We’ll have to check with Legal.”

-“I’m waiting on approvals before I can move forward.”

But what if we stopped waiting?

The 10 Million Dollar Question:

If you or your organization were promised $10 million the moment this project is completed—this thing you’re currently delaying—how long would it actually take to finish?

-How focused would you suddenly become?
-How many hurdles would get knocked out of your way?
-How quickly would meetings be scheduled, decisions made, and steps taken?

If your answer is “much faster,” then the rut is running the show. You’re not stuck. You and your organization are settling for the slow lane.

What if we challenge the assumptions about how long things should take?

What if we stop admiring and massaging the problem and started solving it?

What if we stop delegating or offloading the issue to another department, and just fixed it ourselves…today?

Organizations that resist the rut move faster. They ask better questions. They take the time to consider how to eliminate hurdles. They focus on outcomes, not just process. They know when structure helps, and when it hinders. They trim what’s unnecessary and protect what’s essential.

This isn’t about being reckless. It’s about refusing to be lulled into complacency. It’s about bringing urgency back to the table.

It’s about remembering that progress often begins with someone brave enough to say: “Why not now?”

If you’re feeling stuck, ask yourself:
-Are you really bound by rules and timelines? Or just by a habit of delay?

Resist the rut.

Challenge the default.

Challenge the impossible and make it possible.

Push for better.

It might take less time than you think.

h/t – my colleague, Jacob Smith.  An extremely productive and prolific software development manager who regularly challenges the default and always pushes for better.

Photo by Towfiqu barbhuiya on Unsplash

The Known vs. The Obvious: Embracing AI in the Workplace

For years, we’ve heard that Artificial Intelligence (AI) will revolutionize industries. The idea is so prevalent that it’s easy to stop actively thinking about it. We acknowledge AI in headlines, in passing business conversations, and in abstract discussions about the future. Yet, much like a fish is unaware of the water surrounding it, we’ve been immersed in AI without fully recognizing its impact.

That impact is now undeniable. The question is: will we embrace it—or ignore it at our peril?

AI as the Invisible Force

AI is no longer a futuristic concept, or a background presence. It’s embedded in the tools we use every day, from the smartphones in our pockets to the chatbots handling our customer inquiries. It powers business decisions, optimizes operations, and influences nearly every industry.

Yet, because AI is so familiar, we often overlook it. The term itself has become a cliché—almost old news.  Something we assume we understand. But do we? How much do we really know about its capabilities, its limitations, or its potential disruptions?

Many still view AI as a distant idea, relevant only in the future or in industries far removed from their own. This perspective is outdated.

The Shift from “Known” to “Obvious”

AI is a driving force that can shape how we work, compete, and innovate. Organizations that continue treating AI as an abstract concept risk being blindsided by its rapid evolution.

This shift—from AI being “known” to becoming “obvious”—is critical. The moment we stop seeing AI as some far-off development and recognize it as an immediate force, we can take meaningful action.

Make no mistake: AI will transform your organization, whether you engage with it or not. The only choice is whether you’re leading that change or struggling to catch up.

The Cost of Waiting

A passive approach to AI is no longer viable. Waiting for the “right time” to adopt AI means falling behind competitors who are already leveraging its power. Yes, AI is complex, and yes, there are risks. But the greater risk lies in hesitation.

I’m old enough to remember the early days of the internet (I’m that old).  Most businesses dismissed it as a fad. Others chased the new idea with reckless abandonment and wasted tons of time and money.  But a relative few (at the time) experimented, learned, made incremental changes, and ultimately thrived in their use of the new “internet-powered” approach. Not to mention all the new multi-billion (trillion) dollar businesses that were made possible by the internet. 

AI is following a similar trajectory. Many are ignoring, even shunning, AI as something other people will figure out.  They don’t want to be the one pushing these new ideas within their organization.  It’s easier to stay in the background and wait for someone else to take the leap.

But others are already leaning in (to coin a phrase), experimenting, and learning.  They are incrementally (and sometimes dramatically) shaping a new future…and remaining relevant in the process. 

Learn the Basics

AI adoption doesn’t require immediate mastery. It starts with small, intentional steps.

You don’t need to be an AI expert, but understanding its core functions and business applications is essential.

Start by exploring industry-specific AI tools already in use.  How did I make this list?  You guessed it, I asked ChatGPT to give me a list of industry-specific AI tools in use today.  Will each one be a winner?  Not sure, but it’s a great list to use as a starting point:

–Retailers use Amazon Personalize and Google Recommendations AI for AI-driven product suggestions, improving customer engagement and sales.

–Marketers leverage HubSpot AI for automated email campaigns, Persado for AI-powered ad copywriting, and Seventh Sense for optimizing email send times.

–Financial analysts turn to Bloomberg Terminal AI for market insights, Kavout for AI-driven stock analysis, and Zest AI for smarter credit risk assessments.

–Healthcare professionals rely on IBM Watson Health for AI-assisted diagnostics and Olive AI for automating administrative hospital tasks.

–Manufacturers use Siemens MindSphere for AI-powered predictive maintenance and Falkonry for real-time industrial data monitoring.

–Customer service teams integrate Forethought AI for automated ticket triaging and Zendesk AI for intelligent chatbot interactions.

–HR and recruitment teams utilize HireVue AI for AI-driven candidate screening and Pymetrics for bias-free talent assessment.

Experiment with Broad-based AI Tools

Don’t wait for the perfect strategy.  Start small. Generalized AI tools can improve various aspects of your business (again, I asked ChatGPT for this list):

–Conversational AI & Research: Tools like ChatGPT, Claude.ai, or Anthropic’s AI help generate content, answer complex questions, summarize reports, and assist in brainstorming sessions.

–Automation: Platforms such as Zapier AI, UiPath, and Notion AI automate workflows, streamline repetitive tasks, and generate notes and summaries.

–Data Analysis: Solutions like Tableau AI, ChatGPT’s Code Interpreter (Advanced Data Analysis), and IBM Watson process and visualize data for better decision-making.

–Customer Engagement: AI-driven tools such as Drift AI, Intercom AI, and Crystal Knows enhance customer service, lead generation, and sales profiling.

These are just a few of the many AI-powered tools available today. The landscape is constantly evolving.  Exploring AI solutions that fit your specific needs is the key to personal and professional growth.

Cultivate a Growth Mindset

Learning AI is a journey, not a destination. It’s okay to make mistakes.  It’s actually necessary. Feeling uncomfortable is a sign of growth. The more you experiment, fail, and adjust, the more effectively you’ll integrate AI into your work. AI isn’t about instant perfection.  It’s about continuous learning.

Lead from the Front

If you’re in a leadership role, set the tone. Your team will look to you for guidance. Show them that AI adoption isn’t just an IT initiative.  It’s a mindset shift.

Encourage experimentation, provide resources, and support a culture of AI-driven innovation. Companies that will thrive with AI aren’t the ones waiting for a complete plan.  They’re the ones embracing AI through hands-on learning and iterative improvement while incorporating these new discoveries into their future plans.

The Future is Now

AI is not a distant disruptor—it’s an active force shaping today’s workplace. Organizations that recognize this and take action will thrive. Those that don’t will be left behind.

It’s time to stop treating AI as a theoretical innovation and start engaging with it as a business reality.

The future isn’t waiting, and neither should you.

Photo credit: The graphic was generated by DALL-E.  I asked it to generate an image of an office on the ground floor that captures the essence of the blog post I had just written. 

In its first few attempts, it tossed in robots sitting amongst the office workers.  I like to think of myself as a forward thinker, but I’m not quite ready to accept that reality…even though I’m sure it’s rapidly approaching.  I asked DALL-E to eliminate the robots (for now).      

Choosing Your Team Wisely

Thought leaders play a critical role in any organization. Sometimes, they have titles like CEO, COO, CIO, etc. Other times, the real thought leaders are deep within the organization—formally or informally influencing the speed and direction of progress. Often, it’s a mix of both (most ideal, in my opinion).

It doesn’t take long working with people (in business or everyday life) to recognize some common personality types. See if any of these sound familiar:

The Opportunist – “What’s in it for me?”

The Rule Follower – “What will our boss think?”

The Naysayer – “Let me tell you all the ways this won’t work.”

The Over-Analyzer – “Shouldn’t we think about this more?”

The Idea Generator – ”What about this new approach to the problem?”

The Go-Getter – “Why are we sitting here doing nothing… let’s move!”

The Rebel – “Who cares what the boss thinks?”

The Doer – “We’ve got all we need, so let’s start.”

The Supporter – “How can I help you with your goals?”

The Invisible Worker – “I don’t want to get noticed.”

The Minimalist – “How can I get by doing the least amount of work?”

The Escape Artist – “If this goes wrong, I wasn’t here.”

Which one is best?

That depends on the situation.

I tend to gravitate toward those who accept responsibility, take risks, and aggressively seek solutions. I like working with people who act first, ask for forgiveness later, and push organizations toward innovation and progress.

But even the most action-driven person benefits from a counterbalance.  Someone who asks the tough questions, who sees the risks, who insists on analyzing every angle. Their input can temper an ambitious plan, provide a broader perspective, and uncover blind spots the team might otherwise miss.

Too many cautious over-analyzers, and an organization stalls. But completely ignoring their input? That’s a recipe for reckless decision making.

Look around your organization, your circle of friends, and the people you admire. How many of them fit into one or more of these categories? More importantly, which one(s) fits you?

And if you’re building a team for your next big project, who do you want on that team? Who will give your project the highest chance of success?

The key to a successful team isn’t about having just one type of person.  It’s about striking the right balance. Recognizing that the strengths and weaknesses of each personality type will allow you to build a team that works effectively together, balancing momentum with careful consideration.

The best teams blend different perspectives and working styles to make smarter decisions and drive lasting progress.

Choose wisely, because the right mix can be the difference between failure and success.

Photo by Mpho Mojapelo on Unsplash

Busy Isn’t the Problem…Ineffectively Busy Is

Almost everyone claims to be busy. Many will even describe their endless to-do list—what they’ve done, what they’re doing, and what’s next—justifying their busyness.

Lots of articles explore different types of busyness. One that stands out for me, Busyness 101: Why Are We SO BUSY in Modern Life?, lists the following types:

-Busyness as a badge of honor and trendy status symbol

-Busyness as job security

-Busyness as Fear of Missing Out (FOMO)

-Busyness as a byproduct of the digital age

-Busyness as a time filler

-Busyness as a necessity

-Busyness as escapism

The last one stands out to me: busyness as escapism.

When we’re constantly busy, we get to avoid the hard things in life. No time to reflect on priorities. No time to find smarter ways to work. No time to focus on meaningful goals…ours or our organization’s.

Busyness lets us sacrifice our other responsibilities. We convince ourselves that our sacrifices are necessary, without questioning what they truly cost us or those around us. And we tell ourselves that once we’re “less busy,” we’ll focus on the important things we’ve been neglecting. The problem? We rarely become “less busy” (at least, from our perspective).

But the busiest effective people operate differently. These individuals aren’t just busy for the sake of it.  They work with intention, with purpose.  They prioritize. They seek smarter ways to work. They focus on meaningful goals rather than just checking off task lists. 

These are the people who not only get things done but get the right things done. And they do it faster than everyone else. Why? Because they’re too busy to be distracted by nonsense and trivialities. They tackle the big things first, and often, the smaller things take care of themselves.

When I managed large organizations, I valued these employees the most. They weren’t just productive, but they were leaders.  They inspired everyone around them to be more effective. Whenever a new project or opportunity arose, I sought them out. I knew they’d prioritize the new project well and deliver great results.

The difference between being busy and being effectively busy comes down to mindset. The most productive people don’t just fill their days.  They own them.

Next time you catch yourself saying, “I’m so busy,” pause and think. Are your tasks productive and effective, or just occupying your time? 

You may find that you’re not as busy as you thought.

Photo by Anna Samoylova on Unsplash…my eye is on the girl in pink who’s walking away from the rope (I bet you didn’t notice her at first)