00:00:10
most of them say,
00:00:11
when they see their superior running around
00:00:14
working much more than 40 hours a week.
00:00:17
The higher you rank up in the hierarchy,
00:00:20
the more limited your time seems.
00:00:22
Can this race against the clock be reversed?
00:00:25
To illustrate this question,
00:00:26
here's a little story inspired by Dinigi on the hectic life of a manager.
00:00:32
I have a friend,
00:00:34
who started his career as a salesperson at a telephone operator.
00:00:38
His time was dedicated to canvassing,
00:00:41
and contracting with San Francisco's companies.
00:00:44
He was rather talented and got quickly noticed by his superiors.
00:00:49
One day his superior called him,
00:00:51
congratulated him for his performance,
00:00:54
and offered him a promotion.
00:00:56
He found himself managing 3 residential salespersons.
00:01:00
They were all juniors.
00:01:01
He managed them while keeping his own portfolio of main clients.
00:01:07
took him much more time.
00:01:09
So he started staying late at work.
00:01:12
He sacrificed some of his family time.
00:01:14
He exceeded 45 hours a week.
00:01:17
He had less time to see his children.
00:01:19
He refused to go out in the evening with his wife.
00:01:22
He was doing a great job.
00:01:24
Two years later,
00:01:26
very satisfied with his dedication and results,
00:01:29
entrusted him with a bigger mission
00:01:32
to be in charge of the Gamma Pro products with key accounts in Silicon Valley.
00:01:38
His team grew to have 15 employees,
00:01:41
juniors and seniors.
00:01:43
He dedicated himself to launching the sale of this new product
00:01:47
and to VIP customers.
00:01:49
Given all his new responsibilities,
00:01:51
I saw Mark less and less.
00:01:54
We used to meet every week to play tennis together.
00:01:57
He canceled these meetings regularly,
00:02:00
then definitely.
00:02:01
He stopped going to the company's gym.
00:02:04
He declined friendly weekend outings because he was working.
00:02:07
He sacrificed his leisure time,
00:02:09
his social life.
00:02:11
Then 2 years ago he was offered a new promotion
00:02:15
overseeing all the agencies of the Southeast area.
00:02:19
He found himself supervising sales teams inside and outside the agency.
00:02:25
You can't say no to a promotion like that.
00:02:29
He decided to follow a portfolio of key clients
00:02:33
that required him to travel a lot during the day.
00:02:36
He started early and finished late.
00:02:39
He had 8 weeks of paid leave that he didn't allow himself to take.
00:02:44
He was solicited from all sides by his clients and particularly
00:02:48
by his teams who knew he was an expert sales representative.
00:02:52
He was on the forefront of everything.
00:02:55
Now he never sees his children,
00:02:57
not at breakfast nor at bedtime.
00:03:00
No more nights out,
00:03:02
no more weekends or short vacations.
00:03:04
He sacrificed his time off.
00:03:06
He was no longer resting.
00:03:09
his newly promoted boss offered him to follow him and be his right hand man.
00:03:15
Mark wonders whether he will accept this tempting promotion on a flawless career.
00:03:20
If he continues on this path,
00:03:22
what else does he have to sacrifice?
00:03:24
More his family time,
00:03:28
I coached several managers who worked more than 50,
00:03:32
60 hours a week.
00:03:34
Some thought that was very normal.
00:03:36
Others were exhausted.
00:03:37
Their families had stopped supporting them
00:03:40
and were complaining about their absence,
00:03:42
but they thought that they didn't have a choice.
00:03:45
They were told that climbing the hierarchy meant working
00:03:48
more and sacrificing some personal time for work.
00:03:52
How can we go back
00:03:54
to the golden rectangle?
00:03:56
How can we go back to a legal working time and not working on weekends and holidays?
00:04:02
The higher you go up the hierarchy,
00:04:05
the more you should start delegating instead of doing.
00:04:09
We made a video on the subject.
00:04:11
Mark was doing more and more management
00:04:14
while continuing to handle large client portfolios.
00:04:18
He was juggling two jobs manager and sales representative.
00:04:23
No wonder he started slipping.
00:04:25
To avoid slipping while continuing to provide quality work,
00:04:29
you can either refuse taking on new missions or delegate some tasks.
00:04:36
it is at the time of your promotion to a new management position.
00:04:40
That you should make sure you're not starting this new job
00:04:44
while still keeping a bit of the old one.
00:04:47
The time imparted to the execution of tasks must be replaced by management time.
00:04:53
Negotiate well for any new assignment.
00:04:58
I accept to work on this transversal file.
00:05:01
I accept this new position on one condition.
00:05:05
Here are all the missions that I will no longer be handling
00:05:08
and that need to be delegated to others.
00:05:11
Transferring tasks is of course about delegating,
00:05:16
especially if you become manager
00:05:19
of an entity in which you already work.
00:05:22
Gradually over 6 months maximum.
00:05:25
The execution tasks you had should be redistributed to your collaborators.
00:05:30
It is the only way to not get caught in a hectic trapeze situation.
00:05:37
even if your position is not evolving,
00:05:40
whether you are a manager or not,
00:05:42
you can little by little slip into this hectic trapeze.
00:05:46
By keeping your nose to the grindstone,
00:05:49
you do not see this hectic dynamic forming.
00:05:53
internal changes,
00:05:55
technical evolution,
00:05:57
all this pushes you to work harder.
00:06:00
Make sure not to durably affect your family time,
00:06:04
your social and leisure time,
00:06:06
or your time off.
00:06:07
Manager or non-manager,
00:06:09
to preserve your balance,
00:06:11
learn how to say no,
00:06:13
how to negotiate,
00:06:15
and how to delegate.
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