Speaking of Leadership®, Vol. 2, No. 5
Phil Holberton

Staying ahead in today's fast-paced economy can often mean burning the candle at both ends. With so much to get done, long days become the norm for dedicated employees. Executives are no different. Between corporate strategy, board meetings, business engagements, and travel, there isn't much personal time for an executive. In fact, it's easy to drop into a cycle of continual work. But is this healthy and productive?

Like so many aspects of our lives, achieving balance between our professional and personal lives is the key to success in each aspect of our lives. As top-level leaders, typically we spend a disproportionate amount of time at work, leading our companies. This is expected and is hard to resolve completely. However, we must prevent work from precluding our involvement in all other activities. Why? The most obvious reason is burnout. We'll eventually get tired of working so much. But, there are other, more subtle reasons for maintaining interests outside the workplace.

By participating in social, athletic, and/or creative activities outside work, we challenge our brains to work in a different way. We solve problems in a different manner and obtain success by different avenues. Such progress helps us to realize alternate methods of achieving our goals. And, just stepping into a different situation can help us avoid the nearsightedness that is so common in leaders who focus solely on their work. Simply put, time away from the office brings objectivity to the office.

It's unrealistic to think that as busy leaders, we'll have the time and energy to devote to numerous external activities. Executives are immersed in their work and most of us simply don't have the time to study a foreign language, compete in the Master's Skiing circuit, and raise a family—all while leading a corporate enterprise. However, when we make time for one or two of those “extras,” we add a new dimension to our leadership ability.

Aside from improving our own development, outside interests help employees relate to us. As you were working toward the top and raising a family, wouldn't you have preferred the boss to be a family man who understood the spontaneous challenges of childrearing rather than be a cold, solitary pillar of big business? When employees see that you have children or like to sail or enjoy hiking, they see you as a person as well as a boss. They realize that their leader is dedicated to the business, but still finds time to enjoy activities that they also enjoy. This leadership model is a smart and easy one for employees to emulate.

Speaking of relating to employees, leader and follower alike need breaks from the office to recharge and rest. Treat yourself to a vacation, one that takes you away to a new surrounding. The respite will reduce any chance of burnout and will prompt the creativity and objectivity mentioned earlier. And, of course, vacationing is a habit for which employees will gladly follow the boss' lead.

Remember—work hard and play often.

Now ask yourself... Am I a Leader?