You Can’t Bleed Over

So here’s the deal. Now that you’re running a team, you’re going to be in a lot of meetings. You’ve reached a point in your career where you can’t keep thinking of meetings as a distraction from your “real job” – they are your real job.

As a leader of Design your job is less about being in the chair and more about being at the table.

[Y]ou’re also going have to compartmentalize the demands of your day so that your mood, passions, and frustrations doesn’t bleed over from one activity to the next.

And what does that mean? It means you have to show up – mentally, physically, creatively – you have to show up with the full force of your abilities all the time, every time – engaged and ready to play.

So how are you going to do that?

Obviously you’re going to add white-space to your calendar – a tactic that’s necessary but insufficient – but you’re also going have to compartmentalize the demands of your day so that your mood, passions, and frustrations doesn’t bleed over from one activity to the next. The team you’re meeting at 3:00pm deserves a fresh you even when you are still coming down from the meeting at 2:00pm.

Because one of the biggest consumers of your mental energy is context switching – going from a group creative review to a 1-on-1 for example – you’re going to have to find a way to reduce the number of times you have to shift from one cognitive mode to another.

It’s not easy to coordinate, but if you can, dedicate each day of the week to a particular type of meeting, a certain type of activity, a particular cognitive context.

Everyone finds their own way but for me it goes something like this:

  • Monday ⎰ Team All-Hands, Manager’s Status, 1-on-1s
    All of these are about checking in on project status, coordinating activities, and removing roadblocks. They are necessary and important conversations and touch points, but they aren’t creatively demanding.
  • Tuesday ⎰ Cross-Functional Working Sessions
    These meetings require you to engage in intense levels of active listening with a broad group of people and perspectives, synthesizing it all to arrive at clear, actionable, useful next steps. This is very hard to do.
  • Wednesday ⎰ Internal & External Networking
    Breakfast meetings, lunch meetings, multiple 1-on-1s with people you only see once a month or maybe even once a quarter. A day filled with conversations but not necessarily ones you have to lead. It’s a day to question, learn, and think openly about the experiences and wisdom of others. It is a day to recharge.
  • Thursday ⎰ Internal Design Reviews
    Focusing on specific design deliverables and solutions, you are taking the input from the cross-functional groups on Tuesday and evaluating the quality of the solutions being presented. Where Tuesday had you asking questions such us, “What problem are we solving?” and “What’s our POV on this?”, Thursday has you asking questions like, “Does this solve the problem(s) we identified and if not, why not?”
  • Friday ⎰ Executive Product Review
    This is the critical meeting of the week, the one for which you have to harvest the team’s best work, determine what is ready for approval, and more importantly, what is stalled due to a lack of information, strategic clarity, or an executive decision point. It is a day for advocacy yes, but it is also a day for focused listening for it’s only by such careful and quiet listening that you can hear through the comments to truly understand the feedback and draw focus to the issues and themes which require additional exploration and consideration. It is a day to let the work speak for itself so that everyone can hear what it’s saying.

As you can tell, every day is different but every day is specific, and it is focused, and it is known.

As a leader, your calendar sets the tone and pace for the entire team. Use that opportunity to construct a cadence and rhythm that minimizes context switching, clarifies expectations, and drives towards decisions.

If you can pull it off, everyone will benefit.