Beware the busy manager

Beware the Busy Manager Harvard Business Review On Becoming a High Performance Manager by Harvard Business School Publishing
Harvard Business School Publishing © 2002

Beware the Busy Manager
HEIKE BRUCH AND SUMANTRA GHOSHAL

Overview
Executive Summary Managers will tell you that the resource they lack most is time. If you watch them, you’ll see them rushing from meeting to meeting, checking their e-mail constantly, fighting fires—an astonishing amount of fast-moving activity that allows almost no time for reflection. Managers think they are attending to important matters, but they’re really just spinning their wheels. For the past ten years, the authors have studied the behavior of busy managers, and their findings should frighten you: Fully 90% of managers squander their time in all sorts of ineffective activities. A mere 10% of managers spend their time in a committed, purposeful, and reflective manner. Effective action relies on a combination of two traits: focus—the ability to zero in on a goal and see the task through to completion—and energy—the vigor that comes from intense personal commitment. Focus without energy devolves into listless execution or leads to burnout. Energy without focus dissipates into aimless busyness or wasteful failures. Plotting these two traits into a matrix provides a useful framework for understanding productivity levels of different managers. Managers who suffer from low levels of both energy and focus are the procrastinators: they dutifully perform routine tasks but fail to take initiative. Disengaged managers have high focus but low energy: They have reservations about the jobs they are asked to do, so they approach them halfheartedly. Distracted managers have high energy but low focus: they confuse frenetic activity with constructive action. Purposeful managers are both highly energetic and highly focused: These are the managers who accomplish the most. This article will help you identify which managers in your