If you're like most executives these days, your cup runneth over. That is, demands on your time and for your time, attention and energy have reached a fever pitch and there never seems to be enough time in the day to attend to every pressing priority.
It's at times like these that the art and science of leadership skills like time management and delegation are most appreciated.
But the organisational ripple effects of an executive management team chronically and irreversibly beset by too many 'To Do' items shouldn't be underestimated nor avoided for a lack of time to properly address them.
The American poet and essayist Ralph Waldo Emerson said, "This time, like all times, is a very good one, if we but know what to do with it."
The challenge in today's corporation is to make the most and best use of time, to get the best leaders to share the same sense of urgency and direct the most focus to the highest of business goals, and to make sure they aren't spending too little time on business issues and opportunities that could make all the difference.
This latter risk - which executives few fail to acknowledge but which many 'up and comers' clearly recognise as a failure of leadership - is particularly critical, since the day-to-day demands of the business typically relegate important matters to no more than a cursory discussion on any one meeting agenda.
If you're the Chief Executive Officer, you've got to know how and where your executives are spending their time and applying what they know. Getting too bogged down in too many things that don't move the needle on corporate performance is a risk that comes with a world that seems to be moving faster than ever before.
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