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Balance Your Managerial Life
By Matthew Rekers, MBA, Sat Dec 10th
We have only one life, but we live in three overlappingworlds—our business world, our family world, and our othersocial world. Imagine bringing your spouse and kids to a meetingwith seven of your salespersonnel. Sitting off to your left,Miss Wright asks the question on the minds of all her fellowsales colleagues, “Why did you bring your family to our meetingtoday? Will they be playing any sort of role in our discussion?”You simply respond, “No, they’re just here so I can tend totheir needs.” Of course, this is a highly unlikely scenario. You don’t bringyour family into work with you every day. However, HeatherHowitt does. Howitt, the CEO of Oregon Chai in Portland, Oregon,balances motherhood with her responsibility of running an elevenmillion dollar manufacturer of tea lattes. “Our office is a verycasual place. We’ve got a family element going on here.” Living in the rain soaked city of Portland, 32-year-old Howittoften arrives at her office lightly splattered with mud. Sheoften spends her lunch break taking her one-year-old son,Sawyer, to a nearby park, or to her nanny who takes him home. Onother days, she simply places him in his crib in her office.
With the growth of her company, Howitt hired some key executivesincluding a chief operating officer to manage operations andfinance. She also delegated the sales calls that she used tomake herself. “I used to come in at 6 a.m. and make callsnonstop,” she explained. “I don’t have to do that anymore.”Howitt positioned herself in a way so that she is no longerpersonally over-worked or over-challenged by her dailyresponsibilities at the company. She balanced her business andprivate life. She not only recognized her strategic contributionto the success of Oregon Chai, but she also appreciates herunique role in the life of her young son. As an entrepreneur or a business executive, you must give yourbest in two entirely different worlds. The needs of yourbusiness and the needs of your family and friends compete foryour time and attention. And both expect the very best from you.Heather Howitt found one way to do it; you may have another way. To enjoy both the rewards of business success and familyfulfillment, you need to constantly work to keep your balance.To successfully tackle the challenges of a fast-growing company,you need all the personal resources that come from a balancedlife. “How do you develop a balanced business personality?” Some entrepreneurial executives suffer from dangerous imbalance.Others achieve top excellence in maintaining optimal balance.“Early in my career, I use to think that entrepreneurship wasmore an art than a science, that it was a gift or something,”says Cherrill Farnsworth. “I don’t believe that anymore.”Entrepreneurial leadership is not some automatic personalitytrait or some artistic talent some people are just born with andothers happen to lack. Instead, entrepreneurial effectivenesswith a balanced life is a dynamic process that you mustconstantly work at. If you don’t keep developing and nurturingyour entrepreneurial personality, it might just die. Then, onlydrastic action might revive that entrepreneurial spirit. That’s exactly what happened to Sam T. Goodner. His softwarecompany, the Austin-based Catapult Systems Corp., ranked 77thamong the fastest growing companies in America while Goodnerserved as the founding CEO. At age 33, Goodner decided to stepdown as CEO of Catapult to take on the new challenge of servingas CEO of Inquisite Inc., a Catapult subsidiary that sellssoftware over the Internet. But Goodner soon found his new digsto be “harsher, more spartan” than what he was accustomed to.“Half of it is actually under ground,” he explained, describinghis much less attractive new office space. But Goodner was not complaining. After all, it was his own ideato leave the comfortable CEO position of Catapult with a staffof 115, to head Inquisite Inc., with only 20 employees. But nowsomething was wrong. To be sure, there were plenty of challengesto attend to. The phone rang for his attention, paper keptfilling the “in” box, and email messages steadily came in fromemployees, venders, and customers. Every day, and every hour,urgent decisions had to be made, so much so that anyone in hisshoes could have been overwhelmed by the “tyranny of theurgent.” But increasingly, he felt like he was only reacting to demandsand not taking a visionary proactive role any longer. And toooften, long hours of work would crowd out what he’d prefer to doin his home and personal life. Even worse, he realized that evenif he could experience any gratification in his personal world,it could not make up for what was missing in his business world. “I had none of my entrepreneurial creativity left,” Goodnerreflected. “I was falling back on what was easy. You know that’shappening when you start just going through your email all daylong.” Recognizing that his former entrepreneurial spirit wasgone, he resigned and hired a new CEO to head the company. Perhaps Goodner had already achieved financial independence andhad other worthy goals to pursue in life. In that case,relinquishing his CEO position could be the best decision tomake. But could there have been another way to recover hisentrepreneurial spirit with a healthy balance of attention towork, family, and friends? Entrepreneurial functioning can range from the low level, “Youare personally over worked and over challenged”—to the mostdesirable level, “You regularly implement action plans toimprove every aspect of your life.” The lowest level of functioning leaves your company endangered.Top management is personally over worked and over challenged.The unrelenting urgent matters of your business seem to demandso much of your time that you go to work earlier and earlier,and stay later and later into the evening. You are like arunaway tire, rolling down a steep hill, turning faster andfaster and faster until finally, you run out of control and thencrash. “There must be a better way.” And you are right! Thereis. “Over the past three years, I’ve been able to identify graduallywhat things I can give to my CPA, or to my bookkeeper, or to myoffice manager. I read about people who work 60 or 90 hours aweek and build multimillion-dollar businesses at the expense oftheir health and family. Those aren’t success stories in mybook. Success is having a multimillion-dollar business and theother stuff, too,” says 40-year-old Tom Melaragno, founder ofthe $7.6-million Compri Consulting, an IT consulting andstaffing firm founded in 1992. Although he put in 12-hour dayswhen he started the business, today he works just 8 or 9 hoursand makes sure he’s there to watch his two sons’ Little Leaguebaseball games in the summer and coach the older one’s footballteam in the fall. Taking a proactive stance means you take control to invest yourlife wisely. Scott Tinley is an extraordinary triathlete who hascompeted in more than 350 triathlons including 19 Hawaii Ironmantriathlons. The triathlon is an endurance sport involvingswimming, bicycling, and running. Amazingly, Tinley has wonnearly 100 races. “This sport is about a combination of personalchallenge, camaraderie, and achievement of self-knowledge,”Tinley explains. Tinley is more than just an athlete; he is also
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a successfulentrepreneur. He co-founded a company that produced athleticclothing—Tinley Performance Wear. He and his partners built thebusiness over 8 years, reaching about $10 million in sales. In1992, they sold the company to Reebok. But even more than justbeing a triathlete and a wealthy businessman, Tinley is alsoappreciated as a writer, traveler, father, and husband. Asproductive as he is in many areas of life, he has not lost sightof the balance he needs. Tinley explains the work-life balance he maintained over his20-year career as an athlete, husband, father, and entrepreneur:“A lot of people have this image of self-management, that itmeans you have to drive yourself and force yourself to getthings done without somebody looking over your shoulder. It isactually quite the opposite: You have to force yourself to havebalance in your life and be efficient in all things you do.” He has recognized the importance of what he calls a “precariousbalance between preparation, competition, professionalism,support systems, and the world of family, friends, and payingthe rent.” He has not lost sight of the fact that among the bestthings in life are family, friends, and a quiet run in the park. This is the kind of balance that John Chambers, CEO of CiscoSystems has also achieved. An interviewer, asked, “What wouldyou like to have accomplished and what’s next after Cisco?” “The most important thing to me is my family, and that doesn’tchange. My wife of 25 years is a perfect balance for me. When Iget down, which I occasionally do, she brings me up, and on rareoccasions if I get a little bit too confident she brings me backdown to earth too.” “I’ve got two kids I’m tremendously proud of and they are mylife; so my family is first, second, and third in terms of mypriorities. And when I’m at home, as my wife reminds me when Iwalk in the door, I’m not the CEO anymore. So at home, I’m likeanybody else. Carrying out the garbage, changing the lightbulbs, and so on.” Chambers illustrates how a proper balance between one’sexecutive performance and other dimensions of life cancontribute to both personal fulfillment and business success. Anawareness of the need for balance has prompted many executivesto make some crucial decisions in their day-to-day business andpersonal life that protected them from failure so they couldjust become an “enduring survivor.” But, no doubt, you want more from life than just maintaining amere survivor level. You want to excel as an executive leader,and also thrive, not merely survive, in your personal life. Sobeyond the awareness that comes from self-assessment andevaluation of your priorities, there are additional steps totake in order to reach the top level of having all that life canoffer. Forty-year-old Mark Holland is the founder of a thrivingcompany, Ascend HR Solutions. At the beginning of every workweekhe pulls out a message that reads: “Wendi is the most importantperson in my life. My family comes before work and otheractivities. I live my religion. I provide the financial securityfor my family. Our home is a retreat from the challenges of theworld. I have a positive attitude, looking for and developingthe strength in others. I help people develop and grow,including, when appropriate, holding them accountable. Theoutdoors provide a needed sanctuary and retreat for me.” Holland wrote this personal mission statement in 1998 followinga major crisis in his business. That year the firm lost$800,000, which caused significant problems in his partnership.Holland experienced so much stress that he lost nearly 20pounds. Then a business seminar inspired him to write down his lifemission statement. Holland admits that the seminar gave him “agood smack upside the head.” He resolved to never againsacrifice his family and health for the sake of his business. Over a two-year period, Holland’s personal mission statementgrew into a life plan for himself and his wife. “We asked, ‘Whatare the important things? What do we want to have happen beforewe die?’” Now they have a 30-year planned life itinerary on aspreadsheet that covers college savings, retirement, vacations,exercise regiments, relating to God and spiritual activities,work goals, personal growth, and personal relationships. Holland constantly improved himself by regularly pursuing clear,written personal goals and life motto. Writing down yourpersonal goals and a life motto not only helps you clarify thekind of balance you want to achieve, but also gives you awritten reference to check week by week. Many people refinetheir goals and motto over several year’s time. Mark Holland and his wife, Wendi take long walks together atleast twice a week with their two-year-old daughter on Mark’sshoulders and their five-month-old son snuggled in Wendi’s frontpack. Once a month, on one of those walks, they discuss andreview their life plan thoroughly. “The plan is dynamic—itchanges. It’s been really good for getting our relationship andour lives back to where they needed to be,” Holland says. This practice of regularly reviewing their life plan indicatesthat Holland progressed to the highest level of functioningunder balancing ones managerial life. At this top level, youconstantly implement action plans to improve the balance of allfive dimensions of your life. Paul N. Howell, CEO of Howell Corporation, named an additionalcrucial characteristic of a successfully balancedentrepreneurial executive: “The willingness and demonstratedability to conduct him—or herself—on a high moral and ethicallevel in both business and personal life. Without it, success isuncertain and short lived.” At the highest level, people who interact with you can see thesterling qualities of your servant leadership. Your executiveactions are guided by clear plans that continually balance andrebalance all the dimensions of successful living: 1. ExecutiveSuccess: Servant leadership, management skills, and careerdevelopment. 2. Loving Relationships: Serving family, friends,and the needy. 3. Healthy Lifestyle: Regular exercise, gooddiet, and regular medical care. 4. Emotional Well-being: Stressmanagement, recreation, and psychological stability. 5.Spiritual Maturity: Ethical character, commitment to ultimatevalues, peace with God, and devoting oneself to life’s greatestspiritual priorities. At this level, you regularly “retreat” from your usual executiveresponsibilities to rethink your personal mission, vision, andaction plans. You deliberately make a continual concerted effortto maintain the delicate balance you need for a fulfilling life. “Balance Your Managerial Life” was excerpted from There’s Roomat the Top: 33 Dynamics for Managerial Excellence, 2004, pages44-51. © Copyright 2004, by Uxbridge Publishing Ltd. Co. All rightsreserved. About the author:Matthew Rekers, M.B.A., is the President and CEO of 33DynamicsLLC. He previously served as the President and COO of Rekers andCompany LLC. Mr. Rekers earned his B.S. in BusinessAdministration, cum laude, from the University of South Carolinawith a major in accounting, and his M.B.A. degree from WinthropUniversity. He is a business consultant for 33DynamicsConsulting LLC. He can be contacted at matt@33dynamics.com.Visit our website at www.33dynamics.com. |
