Hey leaders, let's talk about something we don't discuss enough: the exhaustion that comes from trying to be the perfect leader in today's ever-changing world.

Leadership is Not Tightrope is a Maze

Remember when leadership seemed simpler? You were either the tough boss calling all the shots or the nice guy everyone loved. But here's the thing: neither of these old-school approaches quite fits today's workplace.

“Today’s leadership isn’t just a tightrope - it’s navigating a complex ecosystem where every decision ripples through the entire organisation. We’re being asked to be superheroes with ever-changing superpowers!”

The Pressure Cooker of Leadership

📈 "Increase our profits!

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😠 "You're never there when I need you!

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🚀 "We need more innovation!

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⏰ "Why aren't we moving faster?"

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🔮 "What's our 5-year plan?

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📈 "Increase our profits! 〰️ 😠 "You're never there when I need you! 〰️ 🚀 "We need more innovation! 〰️ ⏰ "Why aren't we moving faster?" 〰️ 🔮 "What's our 5-year plan? 〰️

These demands often conflict, reflecting the complex nature of organisational systems and adding to the pressure.

Here's something that might sound familiar: Sometimes, thinking about how to lead "the right way" is stressful. Should you be strict or understanding? Make quick decisions or consult everyone?

This is more than just you overthinking. Psychologists call this the 'anxiety of the leader-follower relationship'. It's real, and it's draining.

Why We're Burning Out

So why are so many leaders feeling burned out? Here's what's going on:

1. Trying to Do It All: We're trying to be tough, compassionate, all-knowing, and always learning.

2. Always On: With teams working across time zones, we feel we need to be available 24/7.

3. Identity Crisis: Our idea of what a "good leader" is keeps changing, and we're struggling to keep up.

4. Avoiding Discomfort: Sometimes, we latch onto leadership styles or tools to avoid the messy, uncomfortable parts of leading real people.

5. System Overload: We're trying to manage interconnected systems with tools designed for simpler times.

What if…

🏺 We don't just hold the team's worries and stress - we help process them
🔍 Instead of keeping a lid on our anxieties, we name and explore them
⚡ Our job is to transform collective experiences into insights and growth
🌐 We saw ourselves as system navigators rather than pressure cookers.

Sounds challenging, right? That's because it is. But it's also where real leadership happens.

The Group Dynamic: What Your Team's Behaviour is Really Saying

As a leader, certain team behaviours might catch your attention. But what if these aren't just quirks but valuable clues about your organisation's deeper dynamics? Let's explore

Remember, these behaviours aren't "problems" to be "fixed." They're your team's unconscious attempt to navigate complex organisational dynamics.

By exploring these questions, you can gain deeper insights into the systemic forces at play in your organisation.

Let's Give It a Go: Mapping Your Team's Dynamics and became a System Navigator

Right, let's roll up our sleeves and try something that might surprise you. Grab a piece of paper or open a new document on your computer. This exercise is designed to help you pause and reflect on what's really happening in your team.

Draw three columns on your paper or create a table with three columns in your document.
Label the columns as follows: Column 1: "Team Behaviour Observed" Column 2: "My Reaction and Feelings" Column 3: "Pause and Reflect"
In the first column, jot down a team behaviour you've noticed recently. It could be something like "Team consistently misses project deadlines" or "Team members rarely speak up in meetings". Try to describe the behaviour objectively, without judgement.
In the second column, write down your honest reaction and feelings about this behaviour. Perhaps you feel frustrated and want to impose stricter controls, or maybe you feel disappointed and want to encourage more participation. Be candid about your emotional response and your instinctive reaction.
Now, here's the crucial bit. In the third column, take a moment to pause and reflect. Ask yourself:

“How might the team be feeling similarly to me?
What might be stopping us from addressing this together?
What could this behaviour be expressing on behalf of the entire organisation?
How might this behaviour be serving the larger organisational system in some way?””

Step back and look at your notes. What surprises you? What patterns do you see?

This exercise isn't about finding quick solutions. It's about developing a more nuanced understanding of what's really going on in your team and organisation. By pausing to reflect in this way, you're taking the first step towards addressing burnout at a systemic level rather than just treating the symptoms.

Give it a go, and see what insights emerge. You might be surprised by what you discover!

Finding a New Way

So, what can we do? Here are some ideas:

1. Embrace the "Good Enough" Leader: You don't have to be perfect. Being consistently good is better than being occasionally great and often burned out.

2. Share the Load: Leadership isn't about carrying everything yourself. It's about building a team that can bring things together.

3. Set Boundaries: It's okay to be unavailable sometimes. In fact, it's necessary.

4. Be Real: Your team doesn't need a superhero. They need a human who can relate to their challenges.

5. Face the Discomfort: Instead of always reaching for the latest leadership technique, sometimes just sit with the discomfort of not knowing. It's where real growth happens.

6. Address Organisational Issues: Use your insights from the mapping exercise to tackle the root causes of burnout in your organisation.

7. Think in Systems: Practice seeing interconnections and patterns in your organisation, not just isolated events.

Moving Forward

Leadership in today's world is complex. It's okay to admit that it's challenging and sometimes overwhelming. By acknowledging these struggles and understanding them as organisational issues, we can start to find more sustainable ways to lead.

Share Your Experience

We want to hear from you! What did you discover in the mapping exercise? Any insights about your organisation that surprised you?

Share your experience in the comments below or use the hashtag #Elevate4Ledership on social media.

Your insights could help other leaders see their own situations more clearly and contribute to our collective understanding of leadership challenges.

What's Next?

Stay tuned for our upcoming article next week, where we'll dive deeper into systemic burnout and explore how it affects entire organisations. We'll be connecting the dots between individual experiences and broader organisational patterns.

Remember, addressing burnout isn't about fixing yourself or your team. It's about understanding and influencing the organisational dynamics you're all part of.

By shifting from a "me" to a "we" perspective, you can start to make a real difference.

Together, we can start to address burnout as individuals and as interconnected parts of a larger whole. Let's rewrite the leadership story - one insight at a time.

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This article is part of our "Elevate4Burnout" campaign. Follow us for more insights on creating healthier, more resilient organisations.

From Pressure Cooker to System Navigator: Redefining Leadership for Today's Challenges