Fewer things of higher value

Focusing on strategic work is hard when everything around you is on fire.

In a leadership role, everything is on fire by default.

But not all fires are equal.

Some are legitimately bad and require attention.

Some you can let burn without ill effects.

Some you leave on others to fight.

The thing is …

It’s hard to focus on the strategy when you’re in the thick of it.

For me, it works best when I’m in a productivity sweet spot.

Busy, but not overworked.

Don’t aim to take everything from your plate to focus on strategy.

Make enough space for a few weekly sessions to allow for strategic work.

I like Cal Newport’s approach of having a long-term strategic plan that gradually becomes a weekly and daily plan.

With regular check-ins on the activities that go on in the tech team.

Then do less. Prune.

Be curious about every in-progress initiative and ask:

How does this translate into business outcomes?

If there’s no clear answer, eliminate it.

Work on fewer things of higher value.

P.S. The other extreme of having an empty calendar is even worse for strategic work. You may crave an empty calendar, but be careful what you wish for. An empty calendar is only good for taking a vacation.

Best regards,

Taj