A recent conversation with one of my coachees sparked a memory that I had tucked away for no other reason than, I guess, it had served its purpose. I had learned the lesson and did not have to keep on remembering the actual moment the lesson presented itself. I was in my mid-thirties, slaving away at my doctoral thesis when it dawned on me that I have a rhythm, but that I was constantly working against it. In the process, I just made matters worse for myself. I started to notice that I had moments when I would be filled with energy, curiosity, and bright ideas. In those moments, I would even go as far as slapping myself on the back, feeling like a genius, as I added new (profound, in my opinion) ideas to the thesis. But, I would also have moments when I would feel lethargic and battled to get myself to string two sentences together that could add any value to the thesis. In those moments, I would hit myself over the head, chastising myself for being lazy and losing valuable time. I of course just made it worse because it would become a vicious cycle that could bring me to the brink of feeling depressed and convinced that I would never complete that thesis.

 

I would seesaw like that, moving from feeling brilliant and energised to feeling dull and tired. All while thinking that there must be something wrong with me. Until the penny dropped. My system needed downtime to rest. You can’t stay in a manic phase indefinitely. Your batteries will run out. My system was telling me that I needed to rest, and that my brain needed silence to process. I wasn’t going into a lazy phase, I was going into a rest cycle. When the penny dropped and I started to understand my rhythm, I learned to flow with it. In the downtime, I would focus on routine cleaning up, or what I referred to as ‘mindless work’ that did not need my brain to go into overdrive. I therefore still made progress on the thesis during the downtime, just not on the profound stuff. Once I made peace with my cycle and flowed with it, I felt less pressure and started to notice that I would come out of the rest period faster because I wasn’t locked in there by negative thoughts. By accepting and embracing the rest, I could achieve more in uptime. This is not dissimilar to athletes working in cycles that allow for rest periods.

 

It is important that we work with our rhythm instead of against it. That is a sure way to increase our productivity. In the last number of months, I have started to notice that the number one issue I am dealing with among my coachees is burnout. Often that is because of a lack of understanding of what their rhythm is. We look after ourselves as leaders because we need to give those we lead the best version of ourselves. Selfcare is part of our leadership responsibility.

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A Board is only as strong as the judgment it can hear

Consider an imagined village gathering. A drum calls everyone together and announces the decisions. Its sound commands attention, and people remember it long after the gathering ends.
But before the drum sounded, a spider had been weaving connections between people, carrying ideas and shaping opinions. The drum was audible; the spider’s influence was less visible. The loudest voice is not always the one that moves the community.
Boardrooms can work in much the same way. Airtime and influence are not the same thing. To understand the quality of a board’s judgment, we must examine both what happens during the discussion and what has already shaped it.
A board can have the right skills around the table and still fail to use them. Its members may collectively understand finance, operations, people, technology, risk and the organisation’s wider environment, resulting in a board that looks well composed on paper. Yet, it may not see what is actually shaping its most material decisions.

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When Pressure Enters the Boardroom

Those moments, when the tension is so thick in the Boardroom that you can cut it with a knife, tend to sneak up more often when the organisation is under pressure. They arrive without being calculated into the room.

I prefer to the called in prior to cultures becoming toxic, but I generally find myself called in when tension runs high between the NEDs and the executives – and most of the time both have legitimate reasons to be tense. Frustration is palpable and, before you know it, an us-versus-them atmosphere is created. I am often amazed at how a group of good people divides itself into camps where each considers the other not worthy of their trust. And often the cost of the tension to the organisation is not calculated or even acknowledged. Especially not when the organisation is in crisis.

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When People Doing the Right Thing Stand Alone

As we grow older, experience bends and reshapes the things we believe. Sometimes we see the reshaping and are consciously aware of where it takes us. Sometimes we only realise long after the fact that the bending happened. I have a long list of items that have been bent and reshaped in my consciousness. I am pretty sure that some of them are not yet in my conscious mind. I was recently reminded of one of my reshaped opinions when I was asked to speak at the University of Johannesburg’s annual Corruption Summit.
There was a time in my career when a younger version of me stood before professionals and told them that they must do the right thing—even when they had to stand alone. I said it with conviction, because it was the right thing to say. But, with more life experience under my belt, I now understand that I had a too narrow view back then.

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