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Why CIOs should mind their own “busyness”


Joel Dobbs.GIF

“It is not enough to be busy; so are the ants. The question is: what are we busy about?” — Henry David Thoreau


On a cross-country flight several years ago, I struck up a conversation with an elderly gentleman who was my seatmate. As fate would have it, he was Chairman Emeritus of the sociology department at a respected East Coast university; I was quite curious about the areas that were hot research topics when he received his Ph.D. in the 1950s — and how the field had changed since. Our conversation left me fascinated.


In a nutshell, the 1950s were a time when technology promised to deliver us from everyday drudgery in our personal and professional lives; our future would be transformed by technology. According to my seatmate, sociologists wondered what people would do with all of their free time once all of these labor-saving devices become a reality. Talk about the law of unintended consequences! What happened of course is these “labor-saving devices” produced not more free time, but new ways for us to occupy our existing time.


Busy signals

Being a Southerner, I am by my very nature inclined to speak to just about everyone and ask how they are doing (which, when I moved to the Northeast many years ago, caught many people by surprise). One of the things I notice is that, overwhelmingly, the most common answer I get to the question “How are you?” is one word: Busy.

The bottom line is we have an epidemic of busyness in our society today. The root of the problem is the false association of activity with accomplishment. Busyness has become a status symbol. We equate activity with self-worth. Descartes’ “I think, therefore I am” has become “I do, therefore I am.” Combine this with today’s “always on” world of business, and you have a recipe for non-stop stress.


While all of this has gotten exponentially worse over the past several years, the phenomenon is not new. In the mid-90s I attended a meeting of the top 100 research and development executives of the company I then worked for at a hotel just outside of London. The head of R&D posed a rhetorical question to the assembled group that stopped everyone in their tracks: “Is thinking working?” His point was, and it is even more relevant now that it was then, that as organizational leaders we generate value not through our manual labor but through our intellectual labor, and sometimes the act of simply thinking through an issue is the most productive work we will perform in the course of a day. That means that we have to be willing to put away the implements of busyness and do what only we as humans can do, create value by using our intellect.


Keep an eye on your “busyness”

So, how do we break this cycle? First, I highly recommend Thomas DeLong’s post The Busyness Trap, which provides some great insights. Second, here are a few suggestions of my own.


 1. You are not that important! Come to grips with this. None of us are indispensible. Sure, if you are the sole proprietor of your company and something happens to you the company may fail, but most of us work in large companies where we do not have to make all of the decisions. I frequently spend time counseling people who have been downsized into unemployment. Most of these people are senior-level high achievers. Their initial reaction is shock, surprise and sometimes anger. When one probes these feelings, almost universally you find that they are shocked because they believe that the company needs them to succeed and angered because the company doesn’t realize this. Their anger turns to despair when they realize that someone at their former company thought all of this through and that the company will continue in their absence. This, in fact, is one of the most difficult things displaced executives have to deal with before they can move on and it frequently turns out to be a great learning experience.


 2. Delegate wisely. Focus on doing the things that only you can do. Surround yourself with good people, delegate to them and trust them.

Set boundaries for your staff. After delegating, be clear about what you need to know and when you need to know it (needing to know “everything” isn’t acceptable!). Set rules about what type of e-mails you need to be copied on and, most important, what you do not want to be copied on.


3. Develop a “to don’t” list. We all have “to do” lists but we all need to be specific about what we will not do. For instance, one of my “to don’ts” was taking cold calls from salespeople. These can be a huge timewaster. The same goes for meetings where you have no clear role other than being invited as a courtesy. Don’t go. Michael Hyatt wrote an excellent blog on this subject, which I highly recommend.


4. Finally, and most importantly, understand what you are missing because of your chronic busyness. How many family events are you missing? Are you available for your kids or parents? Understand that, once your kids are grown or your parents deceased, you can never recapture those missed moments. As a friend of mine is fond of asking, “Are you giving your best to the people who will cry at your funeral?” Think about that.


Joel H. Dobbs is the CEO and President of The Compass Talent Management Group LLC (CTMG), a consulting firm that assists organizations with the identification and development of key talent and with designing organizational strategies and structures to maximize their ability to compete in the business worlds of today and tomorrow. He is also an executive coach and serves as Executive in Residence at the University of Alabama at Birmingham School of Business. Joel is also a popular and frequent contributor to the Enterprise CIO Forum where a version of this article was first published.


Related links:

‘Hallway marketing’ and the rise of the soft CIO

Future CIOs will look a lot like entrepreneurs

Future CIOs will look a lot like entrepreneurs, Pt. II

Future CIOs will look a lot like entrepreneurs, Pt. III

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