Part of effecting change is knowing your own limits. When Rudy Tomjanovich stepped down as head coach of the Los Angeles Lak- ers in February 2004, he made headlines. The resignation of a coach in mid-season is always news, but Rudy T.’s departure was something a little different. As far as we know, he was not being forced out; he was forcing himself out. He said he was becoming too absorbed in his job, and it was affecting his health. Tom- janovich is a battler; he overcame a devastating injury as a player when he was slugged in the face (an act that inspired a book by John Feinstein), recovered from alcoholism, and survived a bout of bladder cancer. In other words, Tomjanovich recognized his limits and stepped aside. Bravo! His example is a lesson to all man-
agers: Know what you can do and what you cannot do!7
Management can be brutal. The time pressures are intense, the workload is incessant, and the administration of detail can be draining. Add to that the need to coach your employees, which in reality is what modern management really is, and the wonder is that more managers do not opt out sooner. Tomjanovich could af- ford it; he was a two-time NBA champion coach of the Houston Rockets and had ample financial resources. But his comments at his departing press conference were revealing; he said he was be- coming like an assistant coach, that is, doing their jobs for them. Wisely, Tomjanovich faced up to his leadership responsibility and stopped himself cold. Too many managers fail to do this and end up fracturing their families or ruining their health.
The cry “don’t work so hard” falls on deaf ears for two reasons. One, there is much work to do, and in these tough economic times, or even in good times, no good manager wants to slack off. Two, we pride ourselves on working hard; to do anything less is perceived, mostly by ourselves, as a sign of weakness. To the con- trary, as Tomjanovich illustrates, moving on in order to move for- ward is a sign of strength. Not only is it healthy to do for yourself,
it is also healthy for the organization. Here are two ways that lead- ers in the middle can teach this sense of personal limits to others.
LI M I T T H E JO B
When taking on a job, scope it out. Know the parameters. For ex- ample, CIOs must know the parameters of their capacities. Their departmental description will include wording that will encom- pass every conceivable form of information technology that if read the wrong way could make them responsible for employees’ home computers and personal cell phones. To avoid such surprises, de- fine the job and keep to the definition. That means when new as- signments arise, as they surely will, you fit them in accordance with their value to the company. Emergencies will occur; handle them. Priorities will shift, so be flexible. You may not accomplish everything, but you will keep things humming and yourself and your people on an even keel.
HO L D YO U R S E L F AC C O U N TA B L E
You might be reading this and saying, this author is nuts; he doesn’t know my boss. True enough, but consider that both you and he are accountable to the organization and to each other. So advise him about what you and your people will do. Do not be confronta- tional; be forthcoming. Discuss all of the variables and then gain agreement on what you will be doing and not doing. In a way, you are coaching your boss; you are demonstrating initiative. But you are making yourself accountable, and by extension, you are linking your boss to your fortunes. This negotiation will not be a one-way ticket to fat city; it may be a side trip to a halfway house; that is, both you and the boss meet each other’s needs and in turn the needs of the organization.
But there is a limit to such crises; you can only push so hard. Even those who work in adrenaline-pumping jobs where the chal- lenge fuels the rush — e.g., emergency workers, SWAT team offi- cers, or ER docs to name a few — must take time off. Otherwise,
they burn out, and in the process of burning they not only ruin their personal lives, they shred their professional credibility — they become used up hulks of themselves.
The best way to avoid burnout, and to demonstrate that you have what it takes to lead up, is to delegate responsibility and au- thority to your employees. To some managers this is akin to giving keys to a high-performance vehicle to a 16-year-old. But that’s only if they have not prepared their people to take on new responsibili- ties. If you are always looking over their shoulder, they will always be looking to you, whether it is to requisition a new computer or manage a project across the country. Learn to state your expecta- tions. So push yourself away from their cubicle and walk away. Be available if they need you, but only if it’s really necessary.