Patti Cotton

Executive Coach & Career Strategist

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Combating Decision Fatigue: Empowering Executives to Make Better Choices

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Combating Decision Fatigue: Empowering Executives to Make Better Choices
Image Credit: Depositphotos

Imagine Jane (a real situation, but fictitious name), a senior executive at a fast-growing tech company. Jane is brilliant, driven, and deeply committed to her role; and her leadership has helped the company outperform its two main competitors.

When I met her, however, Jane was feeling overwhelmed.

“Every day presents a relentless stream of decisions, both big and small. Honestly, it feels harder and harder to keep up. I’m mentally exhausted.”

What Jane was experiencing is decision fatigue, a common challenge for leaders like her, who oversee a volatile and dynamic environment.

Decision fatigue occurs when the quality of our decisions declines after an extended period of decision-making. For someone in Jane’s position, the constant need to make high-stakes decisions, coupled with managing complex issues, exacerbates this phenomenon.

Factors contributing to decision fatigue most often include the following:

  • Volume of Decisions – Jane faced an endless array of decisions daily, from strategic directions to operational details.
  • High-Stakes Nature – Each decision carries significant consequences, adding immense pressure.
  • Lack of Rest – Jane rarely took breaks, leading to mental exhaustion and diminished cognitive function.

Effect on the Team

As I talked with members of Jane’s team, it was clear that they were eager to support her and at the same time, concerned with how her leadership was taking a turn.

“She always seems tired, and when I present her with an issue, she seems to struggle to think clearly,” said one.

“True,’ said another. “She was quick to make choices that are straightforward, but they seem overwhelming, now.”

All agreed that Jane now became easily frustrated over minor issues. “I’m not even sure when to bring things to her attention,” said a third. “I’m starting to lose confidence in our ability to pull things off.”

It was clear that decision fatigue didn’t just affect Jane—it rippled through her leadership and organization, as it always does.

  • Jane experienced decreased productivity and heightened stress, edging towards burnout.
  • Jane’s impaired judgment and indecisiveness undermined her leadership effectiveness.
  • Her team’s morale and performance suffered, as they lost confidence in her decision-making.
  • This decline was starting to impact the company’s overall performance.

Internal Shifts and External Changes

To address decision fatigue, Jane had to make both internal shifts and external changes.

First, Jane had to recognize the real problem.

She initially perceived that she was simply overwhelmed by the volume of decisions. However, the real issue lay in her lack of effective decision-making strategies and self-care practices. Without these, the cognitive load became unmanageable.

Jane’s inner shifts included prioritizing self-care and mental health with regular exercise, enough sleep, and mindfulness and stress management techniques. This helped to recalibrate her nervous system and scattered thinking, and to replace this with a solid sense of calm and the ability to focus well.

She also needed to create a decision-making framework to simplify her process by categorizing decisions and delegating lower-stake choices.

These were simple shifts, but they required initiating new habits. As we worked on these, we also worked on some key external changes, including reviewing where Jane needed to delegate decision-making and how she might develop the trust to do so.

We also worked with her team to implement structured decision-making processes to ensure consistency.

And finally, Jane acknowledged that regular breaks and time off would be vital to helping her recharge. She recognized that this would be important for her team, as well, and they came to a mutual decision to implement this team wide.

What did this ultimately do for Jane and her company?

As I shared in the beginning, today, Jane’s company is out in front of her two main competitors with the lion’s share of the market. After establishing norms for decision-making, along with mental health and self-care, she was able to focus on developing a supportive work environment and to lead in the way that only someone in her role could.

What does this mean for you?

Jane’s story illustrates how decision fatigue can affect even the most capable leaders. By understanding its causes and impacts, and taking proactive steps to mitigate its effects, executives can enhance their decision-making capabilities.

Implementing both internal shifts, such as self-care and mindfulness, and external changes, like effective delegation and structured processes, can empower them to lead more effectively. This not only improves their well-being but also ensures their teams and organizations thrive.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

From Firefighting to Strategic Leadership: Breaking the Cycle of Urgency

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From Firefighting to Strategic Leadership: Breaking the Cycle of Urgency
Image Credit: Depositphotos

In today’s fast-paced business environment, many senior executives find themselves perpetually in fire-fighting mode. This means they seldom feel the bandwidth to focus on the things that are most important to move the company forward.

Marc reached out to me at a time when, in his words, he had “fallen prey to the tyranny of the urgent.”

“It’s critical that I make a pivot,” he said. “My board has set some stretch goals that will require most of my time. I was already fighting to focus on what is most important. Now, I just don’t know how to dig myself out of this hole.”

Indeed, the constant barrage of urgent issues that executives face can demand their immediate attention. And, as in Marc’s case, this often occurs at the expense of being able to focus on more important, long-term strategic goals. This mode of operation, while seemingly productive, can create a culture of quick fixes and reactive decisions, ultimately hindering sustainable growth and innovation. It can also mentally and physically drain even the greatest of executives.

What can you do when this happens?

The Perceived Problem: Urgency Over Importance

Executives often perceive their primary challenge as the need to address urgent issues swiftly. The pressure to respond immediately to crises can be overwhelming, leading to a perpetual cycle of urgent task management. This sense of urgency is fueled by several factors.

  • Market Volatility: Rapid changes in market conditions demand quick responses to maintain competitive advantage.
  • Stakeholder Expectations: Shareholders, customers, and employees expect prompt solutions to emerging problems.
  • Technological Advancements: The fast-paced evolution of technology requires constant adaptation and rapid decision-making.

While addressing urgent issues is undeniably crucial, this focus often comes at the expense of more important, strategic initiatives that drive long-term success.

The Real Problem: A Culture of Reactivity

The real problem lies deeper than the immediate need to manage urgent tasks. It is rooted in a culture that prioritizes reactivity over proactivity. This culture manifests in several ways:

  • Short-Term Focus: Emphasizing immediate results over long-term goals creates a myopic view of success.
  • Lack of Reflection: The constant state of urgency leaves little room for reflection, analysis, and learning from past experiences.
  • Decision-Making Fatigue: Continuous quick fixing can lead to decision-making fatigue, where the quality of decisions deteriorates over time.
  • Inadequate Planning: Insufficient time and resources are allocated to strategic planning, resulting in reactive rather than proactive leadership.

This reactive culture not only hampers strategic growth but also creates an environment where systemic issues remain unaddressed, leading to recurring problems.

Marc admitted that his executive team struggled with the same issue, firefighting becoming the norm at the expense of focusing on the strategic.

“And if they are challenged in this way, it probably means that their own teams are also doing the same,” he said.

“I can guarantee it,” I responded. “If you and your team are experiencing this, it’s sure to ripple throughout the company. However, this can be turned around – and it starts with you.”

Solutions: Shifting from Firefighting to Strategic Leadership

To break free from the cycle of firefighting, executives must cultivate a culture of strategic leadership. This requires a shift in mindset, processes, and organizational structure.

Here are actionable solutions to facilitate this transformation.

  1. Prioritize Strategic Planning

    • Dedicated Time for Strategy: Allocate specific times in the calendar exclusively for strategic planning and reflection. This helps ensure that long-term goals are not overshadowed by daily urgencies.
    • Scenario Planning: Regularly engage in scenario planning exercises to anticipate potential challenges and opportunities, allowing for more prepared and proactive responses.

  2. Empower and Delegate

    • Build a Strong Leadership Team: Develop and empower a leadership team that can handle urgent issues, freeing up senior executives to focus on strategic initiatives.
    • Delegation and Trust: Delegate authority and decision-making to capable team members, fostering a culture of trust and accountability (see previous article on delegation).

  3. Foster a Learning Culture

    • Encourage Reflection: Promote a culture where reflection and learning from past experiences are valued. Regularly conduct post-mortem analyses of projects and crises to identify lessons learned. When Marc and his team implemented this, they not only pinpointed areas for improvement, but they used this as a learning lab to cultivate innovation.
    • Continuous Improvement: Implement continuous improvement processes that encourage innovation and the proactive identification of potential issues before they become urgent.

  4. Implement Effective Systems and Processes

    • Crisis Management Framework: Develop a robust crisis management framework that outlines clear roles, responsibilities, and protocols for handling emergencies efficiently.
    • Proactive Risk Management: Establish comprehensive risk management practices that identify, assess, and mitigate potential risks before they escalate into crises.

  5. Balance Urgency and Importance

    • The Eisenhower Matrix: Utilize tools like the Eisenhower Matrix to differentiate between urgent and important tasks, ensuring that important but non-urgent tasks receive adequate attention. Marc’s team began to review this as part of their weekly meeting to bring consensus to priorities and reported saving hours weekly by doing so.
    • Strategic KPIs: Define and track key performance indicators (KPIs) that align with long-term strategic goals, ensuring that progress towards these goals is regularly monitored and prioritized.

  6. Promote a Visionary Mindset

    • Vision and Mission Alignment: Regularly communicate the organization’s vision and mission to ensure that all team members are aligned with the long-term strategic direction.
    • Innovation and Creativity: Encourage innovative thinking and creativity within the organization, fostering an environment where new ideas and approaches are welcomed and explored.

Breaking free from the cycle of firefighting requires a deliberate and concerted effort to shift towards strategic leadership. By prioritizing strategic planning, empowering teams, fostering a learning culture, implementing effective systems, balancing urgency and importance, and promoting a visionary mindset, executives can transform their organizations from reactive to proactive. This shift not only enhances the organization’s ability to navigate immediate challenges but also positions it for sustained long-term success. In the end, moving away from firefighting and towards strategic leadership is not just a necessity—it’s a strategic imperative.

This transformation is not easy and requires a significant shift in mindset and organizational culture. The list of potential strategic solutions may feel daunting. I encourage you to pick one or two areas and start there, integrating more along the way. Even one tool listed above will move the needle for you.

Indeed, the rewards—sustainable growth, innovation, and a resilient organization—are well worth the effort. Executives who embrace this shift will find themselves better equipped to lead their organizations through the complexities of today’s business environment and beyond.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Confronting Elephants in the Room That Hold Your Executive Team Back

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Confronting Elephants in the Room That Hold Your Executive Team Back
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Aligning and coordinating your team in a strategic direction is paramount. However, as challenging as this might seem, it is easy compared to the conversations you and your team need to have around what will actually make the plan work.

Surprised?

So was our CEO, Michael.

He thought that setting a clear direction (see the article Getting Your Leadership and Company Out of the Weeds) and aligning and coordinating his executive team’s energies around this (see the article How to Align and Coordinate Your Team) would get them to “hit the ground running.”

Not so. In fact, his efforts had only been the first two of five important steps to becoming a high-performing team to meet the goals that matter most.

Aligning and coordinating his team revealed some deep, dark secrets that turned out to be what actually held his team back.

As a reminder, Michael had set a business imperative for the year as a first step to getting out of the weeds. He then took this to his executive team and asked each of them to consider their respective areas of responsibility as they drew up their own business imperatives to support the larger one. Recognizing that this would require some time, they agreed to meet the following week.

As they reconvene seven days later, let’s sit in on their conversation…

“Max,” I asked the COO. “You had a great question just before we adjourned our last meeting. You asked if redirecting the team’s energy around the business imperative would not require that we reexamine the other initiatives currently on your plates.”

“That’s right,” Max responded.

Candace, the CFO interjected. “Patti, I’m more interested in the shifts in behaviors you mentioned we would have to discuss.”

“Great kick-off to this meeting,” I responded. “If you will recall, I mentioned that you are all part of a system, and that all parts of the system need to work together in an aligned and coordinated way. This means not only having the same focus and organizing your efforts, but also confronting those things that hold you back from getting this done.”

“We are going to talk about what will hold you back from achieving the goals you have set together. I call these the “elephants in the room.” These are things that interfere with moving forward. And we are all well aware of them. But we don’t address them for various reasons.”

Max spoke up. “Like the fact that we probably won’t effectively address what to do with the other initiatives we have on our plates, because we just hope that by ignoring them, they will get done, anyway.”

“Right!” I said.

Michael spoke up. “And how about things take away from our focus?” He glanced at Candace. “For instance, employee problems that keep happening because we don’t want to confront them.”

“Well, if you are going to talk about this, then let’s talk about it,” bristled Candace. “Because if we are really going to surface these elephants in the room, then let’s talk about that employee situation to which you are probably referring, which occurred again last week.”

“That’s exactly what I’m talking about,” said Michael.

“Well,” Candace took a deep breath, “Would it surprise you to know that I feel you are the cause of that problem?”

The entire room fell silent.

“Okay,” said Michael. “I’m listening.”

Candace resumed. “I actually spent another two hours in HR last week over those two employees, only to find out that I couldn’t take action. Apparently, one of them had gone straight to you and gotten permission to do exactly what I had told him not to do. This happens a lot! So how do we handle that, Michael?”

“Now, we are talking,” I said. “We’ve just begun to reveal and confront some of the important things that are holding you all back.”

Michael sat back in his chair. “It sounds like I may be a chief culprit in keeping us in the weeds.”

“Well, I guess I can stand with you,” said Candace. “I’ve been avoiding this conversation for months.”

“Take heart, team,” I said. “This happens to the best of companies. The good news is, we can turn this around. The heart of successful change lies in identifying these behaviors and actions that hold us back – and in having the courage to confront them together.”

We spent the next two hours identifying main areas where shifts needed to occur. The team was subdued as they adjourned.

“Just a minute, team,” Michael paused. “I want to say a couple of things. First, I want to apologize for what I now know has held us back. I’m going to work very hard on making these changes. I’m thankful that you listened to the shifts I need to see in the team – and I’m very proud of you for speaking up today; for having the courage to confront me on what I need to do to support these changes.”

“I want to second the motion,” I shared. “And believe it or not, when we confront what is holding us back, this is when great things begin to happen. Let’s meet next week to pull this forward. It’s not enough to reveal the elephants – we need to up-level these behaviors to move past them.”

What are the elephants you need to confront in your executive team room? Next week, we will talk about how to up-level the behaviors and actions that hold you back so that you, too, can move forward.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Keeping Your Head in the Game: Leadership 2021

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Keeping Your Head in the Game: Leadership 2021
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It’s a new year, and the pundits are calling 2021 the Year of Transition. If anything has changed, it has been that we have acclimated to a new way of working and living.

There are definite perks to this, but there have also been major drawbacks which have caused us to abandon much of what we know and adopt a learner’s mindset out of necessity.

Admit it – it’s been rough. Many of you reading this are tired. And some of you have called me, asking me how you can get your head back into the game.

What does it take to reenergize and motivate you as leader so that you can lead your life and work in 2021?

I work primarily with top executives to recreate future, working with their respective teams and companies, and also in small leadership groups where CEOs can put their heads together to share experiences and ideas. When we work on meeting the future, motivation of self is a hot topic.

And here is what we know: the head game of motivation requires that you focus on three things:

1. Purpose

Energy and engagement come from purpose. After weathering the initial shock and challenges of 2020, your physical and mental stores may be depleted. Revisiting your purpose is a first necessary step to picking back up. Why do you lead? What impact do you hope to make? What legacy are you seeking to create? If you keep pushing forward but cannot answer these questions, you will be headed for burnout. I invite you to take time to reflect on this. Call a coach or trusted advisor and talk through this. Because anything sustainable starts with purpose.

2. Direction

Know where you are headed. It is true that long-term planning is no longer valid due to the volatility and uncertainty around the future of work. Instead, one must use shorter-term planning to head in a general direction, and continuously bench against the changes in the business landscape. Keep your organizational vision at the forefront as you acquire the personal agility needed to meet goals and objectives. This particular step requires that you also open up to the perspectives of others. Seasoned leaders are comfortable doing things in the familiar way. And the word familiar is one that will not be used often in 2021.

3. Synergy

Leadership has been lonely, but then, we haven’t learned how to share it very well. Leading forward now requires the shift from “me” to “we,” for connection, mutual support and collective accountability. Inviting your executive team to share the vision is a first step, but the next is to allow them to share in greater responsibilities – the kind that ignites their purpose, as well. Raising the tenor of team energy is the magic we need to create great things together. Where do you start? Begin with a conversation around this topic. Ask for their ideas and feedback, ask what it would take for them to get excited around the idea. I believe this might be one of the most meaningful brainstorming you will have experienced for a long time – and it can yield great fruit.

My wish for you in 2021 is to know that you have what it takes (I know some of you question this at this time). My challenge to you is to rediscover your purpose and direction, and to create that synergy that will lift you up, as well as your team, so that you can move confidently to meet the future.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Why to Practice Gratitude in Restless Times

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Why to Practice Gratitude in Restless Times
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The United States is celebrating Thanksgiving. Historically, it is a cheerful and exciting kick-off to the holidays. However, this year has been full of complexity and challenges, and there are those of you reading this who are struggling with significant loss, perhaps personally and professionally.

It is important to acknowledge this and to recognize that, for many, life has been altered in a way that feels heavy and difficult. Tapping into the right resources to help provide support is key. And although we cannot possibly list every resource here that might be needed, if you are unsure as to where to turn, checking with a local county or state official’s office is a great start.

As we move forward, the practice of gratitude becomes even more important. It is not a replacement for loss, nor is this intended to dismiss confronting challenges. However, the art and science of gratitude has proven to be a life experience enhancer for many reasons, and I invite you to consider putting this to work for you.

Practicing gratitude has actually shown to be effective in many studies. In other words, research supports its positive effects.

Here are some key reasons you might want to begin a simple gratitude practice.

1. Elevate your mood and lower your stress.

The expression of gratitude is a perspective brightener. Researchers from Harvard, University of California Davis, and University of Pennsylvania have produced studies showing that people report elevated happiness as much as a month later by doing such things as keeping a gratitude journal, writing letters of appreciation, and jotting down positive memories.

The good feelings associated with performing these tasks also positively affect the hypothalamus, which controls basic bodily functions such as eating and sleeping, and dopamine, the “reward neurotransmitter.” And if you receive positive acknowledgment from someone else in this way, it operates on your brain in a similar way. This means better sleep habits, well-being, and health.

Imagine what this can do in the workplace!

2. Motivate those around you – and make the world a better place.

Integrating a practice of gratitude affects those around you. It is a great motivator, both at home and in the workplace.

A study performed by professors Grant and Gino on the merits of gratitude and its effects on motivating prosocial behavior emphasizes this point. Researchers divided participants into two groups and asked them to make fundraising calls to solicit alumni donations. One group followed the traditional method of making calls while another group was given a speech by the director of annual giving, who expressed gratitude for their efforts. The group who received the pep talk made 50% more fundraising calls than those who did not.

3. How do you begin? Here are a few tips.

  • Express gratitude daily.

Keep a journal and simply jot down three things for which you are thankful each morning. Over time, this has been shown to help redirect a person’s perspective in a more positive manner throughout the day. Write thank-you notes when you recognize your appreciation of others. Make a phone call to share your gratitude of others with them. Human beings need connection and acknowledgment more than ever before during these tumultuous times.

  • Celebrate small wins as well as large ones.

Look for the small nuggets of “good” and count your blessings. What do you take for granted each day that is really a luxury? Who do you appreciate for who they are – and not for what they do?

  • Seek out the unsung heroes.

There are many in our circles who, through their faithfulness and steady commitment, continue to make the world a better place. Note these. Let them know. Again, appreciation should not be limited to achievements, but to what they bring to the table in their character or demeanor.

  • Be genuine in your expressed appreciation.

If you are one who does not readily acknowledge the good things in life and other people, make sure that you are genuine in your expression when you do express appreciation. Others will not trust your efforts if you otherwise send signals of dismissal or unappreciation.

  • It’s the quality, not the quantity.

A client recently shared that she has a colleague who passes by her desk several times daily and each time he does, he says, “Good job!” However, when she stopped him the other day and asked him what he appreciated about her good work, he couldn’t answer her. Be sure that, when you are recognizing blessings or others, you are specific, so that this is meaningful to both you and them. Quality in this regard is everything. Otherwise, your message rings hollow.

Practicing gratitude just makes sense. It’s better for your health and outlook. It is contagious, inspiring, and motivating to those around you. And in times like these, when we cannot control many things we used to take for granted, we can serve as ripples in a pond, collectively making positive impact all around us.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.