Caffeinated drinks have some intriguing names: Xtreme shock, Redline, Bang, Spike, Loud, and Tube Shot. While it may not be smart to down too many of these drinks, it is awesome to see a metaphorical “caffeinated” leader at work. To be clear, being a caffeinated leader does not mean no rest, no pacing, and no recreation. It only means they love what they do. They have a consistent supply of energy. They look forward to their work. And they inspire others with a vision of accomplishment.
So, what comes to mind when you think of the phrase “decaffeinated leadership”? Over the years, our consulting team has met more than a few of these leaders. Sometimes it’s the result of hating what they are doing or dreading the team they work with. Other times, issues of age or health may contribute to it. Either way, decaffeinated people can be a drain on themselves, the organization, and those around them. Here are six signs of a decaffeinated leader and how they can become re-energized.
1. You get more energized about your leisure than your leading.
Leisure is important. Even caffeinated leaders need a diversion from the intensity of their work life, a rest for their brain, and a time for family and friends. Leisure activities such as golf, hiking, gardening, travel, or sports can provide you with a necessary break from the stresses that come with leading. Periodic distraction can be beneficial to any leader. But if you find yourself consistently getting greater energy from leisure than from leading, you may be a decaffeinated leader.
2. You get more excited about Fridays than Mondays.
For decaffeinated leaders, TGIF (Thank Goodness it’s Friday) is tattooed on their brain. The end of the workday brings them joy while the return to work brings them down. They emotionally become like the sports cars and boats we buy – only activated on weekends! Such leaders cannot understand how anyone would find meaning in and be energized by their job. If you consistently dread Mondays, you may be on your way to becoming a decaffeinated leader.
3. You talk more about “wins” of the past than about ideas for the future.
In contrast to energized leaders who talk a lot about new ideas and plans for the future, decaffeinated leaders seldom talk about new initiatives and more often talk about what they did in the past. Reminiscing about past successes is not a bad activity – except when it serves as an escape from vision for the future. So, if you find yourself having little vision and passion for the future of your organization but often talk about the past, you may have become a decaffeinated leader.
4. You look more at your retirement account statement than your mission statement.
Have you ever talked with someone who constantly talks about retirement? How much they look forward to it. What they plan to do after it. How much they have saved for it. How many months or years they have left until it arrives. After working for 30-40 years, it is not a bad thing to look forward to some change as well as less stress. But God created us for mission, and if the organization’s mission no longer drives you, find a new mission. Otherwise, you will settle into decaffeinated living.
5. You contribute more to a flat culture than a flourishing culture.
Every leader contributes to the culture of their organization. When a leader believes in the mission, is enthusiastic about the people he/she works with, and finds joy in what he/she does, the organizational culture is more likely to flourish. However, when a leader hates coming to work, does not find the mission compelling, and often talks about “getting out,” the culture will ultimately flatten out. Motivated team members may not say it out loud, but they cannot wait for decaffeinated leaders to step aside and allow those who have vision and energy to step in and step up.
6. You increasingly respond with anger more than with grace.
You might think that decaffeinated leaders are more mellow. And you would be wrong. Sometimes, leaders who have reduced vision and decreased love of their work get agitated more easily and lash out more quickly. Why? Because they no longer love what they do and therefore the common (and very real stressors) that come with leading and managing can wear them out much more quickly. So, although not necessarily a guarantee, if you are increasingly angry at work it could be a sign that you are a decaffeinated leader.
What to Do If You Are a Decaffeinated Leader
If you had symptoms such as fatigue, loss of appetite, and stomach pain, what would you do? Hopefully, you would take action. So if you are experiencing any of the signs of decaffeinated leadership (which can be due to conflict with others, boredom, loss of interest in the work, low energy, physical health issues, or depression), here are just a few ways to begin regaining your leadership passion and vision.
Find a skilled coach to help you acquire or regain vision and energy.
Define your life purpose since that determines how we find meaning even in the mundane things we have to do.
Be sure to have a few caffeinated leaders around you whom you admire and can learn from.
Consider how your mindset may be shaping the way you look at both work and leisure.
Don’t underestimate the power and benefits of exercise including something as simple as walking.
Keep decaffeinated colleagues at a distance since they have a way of draining energy.
Don’t settle for boredom or just getting by. Life is too short, opportunities to make a difference are too plentiful, and you are too gifted to settle for coasting!
Contact us to learn how our experienced coaches can assist you in rediscovering your vision and passion in leadership.
Additionally, if you are between the ages of 50 and 70 and are beginning to determine what will energize you in the next stage of your life, join us on Thursday, March 23 from 6-9pm for The Next Step workshop which will start you on the path to a successful life transition process. Learn more here.
Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.