Wheeler Coaching Systems

When the same problem keeps happening, the problem may not be your people.

It may be your process.

A capable employee can still struggle when expectations are unclear.

A committed team can still waste time when responsibilities depend on memory, assumptions, or one person knowing what to do.

In the e-book, I describe the operational leader as the person who takes the vision and builds the engine that moves it forward.

That engine includes:

Clear systems.

Repeatable processes.

Defined responsibilities.

Accountability.

Support.

Take a moment and ask:

What process is working well?

What process is no longer serving the team?

Where are people repeatedly confused?

What system would help the team work with greater clarity?

Do not continue asking people to work harder inside a system that needs to be repaired.

Lead well.

How much time did you spend leading this week?

Not managing.

Not completing tasks.

Actually leading.

In Six Ways to Think Into Your Business Leadership, I ask leaders to consider how much time they spend in three different roles:

The technician does the work.

The manager creates the systems that help the work get done.

The leader sees the bigger picture and determines where the organization is going.

All three roles are important.

But when the technician and manager consume your entire week, the leader has no room to think.

That is when you can become extremely busy without gaining clarity.

Before next week begins, look at your calendar and ask:

How much time did I spend doing?

How much time did I spend managing?

How much time did I spend thinking about where we are going?

You may not need more hours.

You may need to use your hours differently.

Lead well.

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