Recently, while sitting in a meeting with more than a dozen EMS leaders, managers and directors, I stopped listening and just looked into their faces. In more than half I saw exhaustion and fatigue. Eyes had no spark of excitement. Faces were slack and smiles rare. Postures were tired and affect weary. Some were having trouble staying engaged. The observation matched what I have been noticing over the past several years in my work with individual leaders and managers: Half or more appear to be beyond just tired—they seem to have a deep fatigue that comes from being constantly on duty.
Let’s face it. In emergency services leadership, truly taking a day off is rare. Leaders and managers continually deal with complex operational problems and issues, respond to public and political concerns, fight for dollars, and deal with employees’ needs and frustrations. They also have 24/7 operations in which anything can happen. Even when they are away from work, they are working. I believe many have become addicted and defined by their busyness—and they truly believe they need to keep a constant watch on things.
I’m not sure that most leaders even recognize when they are fatigued. Who wants to admit to such a thing? Leadership fatigue has a beastly quality about it that is hard to grab ahold of. It’s sneaky and lurks in the shadows. Leadership fatigue shows up in a variety of ways: the frequent complaint about not having enough time, the feeling of being constantly overburdened, and an appearance of being worn-out and physically out of shape. Many leaders are clearly unable to escape the relentless tether of their e-mail, text messages, meetings and phone calls. Some joke wryly about their work/life balance and needing to spend more time at home or with family.
However, the most significant way leadership fatigue shows up is in a lack of creative and fresh thinking. Worn-out leaders rarely come up with new ideas, yet one of the most important functions of leadership is having a vision for the future and leading the way in thinking about challenges in new ways. When we are in the thick of the everyday grind and refuse to distance ourselves from the e-mail, the worries and constantly being on call, thinking gets stuck in old patterns and old solutions.
Addressing leadership fatigue calls for more than this column can deliver. However, a step toward containing this beast comes with naming it and acknowledging the cost of its presence. So here’s a challenge: Check in with your body. Is it getting the attention it needs? Check in with a spouse, partner, family member or friend about whether you are spending too much time with work-related stuff. Believe their observations. Check in with your performance. When was the last time you came up with a new idea or fresh perspective? Finally, start experimenting with truly recreating by going off the grid for at least 48 hours without checking e-mail or answering the phone. Like others, you will probably go through some significant withdrawal. After the withdrawal symptoms subside, pay attention to the sensations and pleasures that come with being able to rest and see with new eyes.
Great leadership decisions come with perspective and a rested mind. The psyche needs time to play, restore itself, reflect and be off the job.
John Becknell is the founding publisher of Best Practices. You can reach him at jmbecknell@gmail.com.
