Do you build pipelines or carry water?

This feeling of being constantly busy without practicing real leadership is a widespread phenomenon. What to do?

Imagine that leadership is not just another task on your list, but a way of thinking, a perspective that you incorporate into every action. A useful analogy for this is: as a leader, you are not there to carry the buckets of water yourself. Your job is to build pipelines.

Many of us spend the majority of our time on short-term tasks and lose sight of the long-term perspective and the sustainable development of our team. The solution? Instead of being overwhelmed by the daily barrage of tasks, focus on building systems that enable your team to operate more efficiently and independently.

Examples of sustainable systems

Here are three examples of such sustainable systems that every leader should have:

• System 1: Continuous improvement of team performance: This is actually old hat, but it is rarely approached systematically. We know it from the workshops as CIP (continuous improvement process), but it is rarely found in the offices. Of course, it involves constantly questioning and improving processes and individual steps. But not only that. There also needs to be a system for continuously improving cooperation with one another. Most people tend to leave this to chance. Another point is a system that helps people to continuously increase their personal productivity. This includes not only tactics, but also assistance in developing the mindset.
• System 2: Development of people: A strong team is based on strong individuals. Make sure you have a system in place that promotes the personal and professional development of your team members. Of course, this includes ongoing training, workshops and online learning programs for personal growth. But almost more important is empowerment in action, giving people full responsibility for challenging tasks (rather than helping them "carry buckets of water"). There should also be a system for generously handing over tasks so that people can grow.
• System 3: Ongoing prioritization: Clarity about your team's goals and visions helps to set the right priorities on an ongoing basis. What is the most important thing you want to achieve by the end of the quarter? Work to ensure that every team member can answer this question. In addition, you need elements such as a clear team vision ("where do we want to go?") and the team mission ("what do we exist for?").

Conclusion: By implementing and maintaining these systems, you are building pipelines instead of carrying buckets of water.

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch