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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and GOLA GV.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul Fellavaledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode six't eighty four. Let me start with something

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<v Speaker 2>that might sound wrong at first. If you feel like

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<v Speaker 2>you need to work more hours to get more done,

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<v Speaker 2>you are already losing. And I say that as someone

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<v Speaker 2>who has worked long shifts, double shifts, disaster deployments and

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<v Speaker 2>everything in between. I know what hard work looks like.

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<v Speaker 2>I respect it. But somewhere along the way, leaders started

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<v Speaker 2>confusing motion with progress. They started believing that longer days

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<v Speaker 2>equal better results. They started wearing exhaustion like a badge

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<v Speaker 2>of honor. And what happens. You burn out, Your team

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<v Speaker 2>burns out, the quality drops, the mistakes increase, the culture

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<v Speaker 2>starts to crack. So today I want to give you

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<v Speaker 2>a better way how to do more by working less,

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<v Speaker 2>not by cutting corners, not by being lazy, but by

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<v Speaker 2>leading smarter. First, you have to understand this. Your job

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<v Speaker 2>as a leader is not to do everything. Your job

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<v Speaker 2>is to make sure everything gets done and those are

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<v Speaker 2>two very different roles. If you were still operating like

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<v Speaker 2>the hardest working individual contributor on your team, you were

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<v Speaker 2>stuck in the wrong seat. You're not scaling yourself, you're

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<v Speaker 2>bottlenecking your entire operation. So the first move you make

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<v Speaker 2>is this, you stop doing work that someone else can

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<v Speaker 2>do at seventy percent of your level. That's a tough

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<v Speaker 2>pill for a lot of leaders because you think, well,

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<v Speaker 2>I can do it faster. Of course you can, you

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<v Speaker 2>have more experience. But every time you say that, you

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<v Speaker 2>were training your team to stay dependent on you and

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<v Speaker 2>you're locking yourself into longer hours. Instead, you hand it off,

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<v Speaker 2>you coach it, you accept that it might not be

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<v Speaker 2>perfect the first time. That is how you buy back

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<v Speaker 2>your time. Second, you need to eliminate fake work, and

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<v Speaker 2>there is a lot of it. Meetings that don't go anywhere,

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<v Speaker 2>Emails that could have been a two sentence text, reports

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<v Speaker 2>that no one reads processes that exist because we've always

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<v Speaker 2>done it this way. This is where leaders waste hours

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<v Speaker 2>every week. So here's a challenge for you. Take one

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<v Speaker 2>day and track everything you do. Then ask one question,

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<v Speaker 2>over and over does this actually move the mission forward?

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<v Speaker 2>If the answer is no, it's fake work. Cut it,

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<v Speaker 2>reduce it, or delegate it, because every minute you spend

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<v Speaker 2>on fake work is a minute stolen from real leadership. Third,

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<v Speaker 2>you need to protect your decision energy. Leaders make decisions

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<v Speaker 2>all day long, and what most people don't realize is

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<v Speaker 2>that decision making is a finite resource. You only have

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<v Speaker 2>so much of it in a day, So if you

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<v Speaker 2>are burning that energy on small, low impact decisions, you're

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<v Speaker 2>going to be drained when the real one shows up.

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<v Speaker 2>This is where systems come in. Standard operating procedures, checklists,

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<v Speaker 2>clear expectations. When you build systems, you remove the need

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<v Speaker 2>to decide over and over again. Think about aviation. Before

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<v Speaker 2>every flight, there's a checklist, not because pilots don't know

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<v Speaker 2>what to do, but because it removes variability. It protects

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<v Speaker 2>focus for when things go wrong. That's what you need

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<v Speaker 2>in your organization. Less thinking about routine, more thinking about risk. Fourth,

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<v Speaker 2>you need to get comfortable saying no, and this is

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<v Speaker 2>one of the biggest unlocks in leadership. Every time you

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<v Speaker 2>say yes to something, you were saying no to something else,

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<v Speaker 2>usually something more important. Leaders who work NonStop are often

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<v Speaker 2>the same leaders who can't say no. They take on

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<v Speaker 2>every request, they attend every meeting, they respond to every problem,

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<v Speaker 2>and they slowly bury themselves. You have to draw a line.

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<v Speaker 2>If it doesn't align with your priorities, it's a no.

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<v Speaker 2>If it doesn't move your organization forward, it's a no.

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<v Speaker 2>That is how you create space. Fifth, you need to

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<v Speaker 2>build leaders, not followers. This is the multiplier. If your

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<v Speaker 2>team relies on you for every answer, every decision, every direction,

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<v Speaker 2>you will never work less. But if your team can think, decide,

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<v Speaker 2>and act without you, everything changes. Now you were not

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<v Speaker 2>the center of every problem. Now work continues even when

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<v Speaker 2>you were not there. And that is real leadership. That's

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<v Speaker 2>how organizations scale. And here's the part most people miss.

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<v Speaker 2>Building leaders takes time. Upfront, you will invest more energy

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<v Speaker 2>early coaching, teaching, letting them fail and learn. But over

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<v Speaker 2>time that investment pays you back ten times over because

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<v Speaker 2>now you are not carrying everything. Your team is carrying

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<v Speaker 2>it with you. And finally, you need to redefine what

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<v Speaker 2>productivity actually means. It's not how many hours you worked,

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<v Speaker 2>it's not how busy you felt. It's the results you produced,

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<v Speaker 2>the problems you solved, the clarity you created. You can

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<v Speaker 2>sit in your office for twelve hours and accomplish very little,

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<v Speaker 2>or you can spend six focused hours making high impact

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<v Speaker 2>decisions that move your entire organization forward. That is the shift.

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<v Speaker 2>Working less is not about doing less, It's about doing

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<v Speaker 2>what matt most and letting go of everything else. Because

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<v Speaker 2>at the end of the day, leadership is not about

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<v Speaker 2>how much you carry, It's about how much you enable

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<v Speaker 2>others to carry with you. So here's your challenge. Take

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<v Speaker 2>a hard look at your day tomorrow and find one

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<v Speaker 2>thing to delegate, one thing to eliminate, one decision to systemize,

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<v Speaker 2>and one thing to say no. To start there, seven

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<v Speaker 2>intentional minutes, that's all it takes to begin changing how

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<v Speaker 2>you lead and how you work. And when you do

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<v Speaker 2>this right, you won't just work less, you will lead better.

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<v Speaker 2>This has been the seven Minute Leadership Podcast and I

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<v Speaker 2>thank you for listening.

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<v Speaker 1>For more Paul Fell of Alito Podcasts, visit paulfellowalito dot com.