You’d be tricked into thinking there are most often big, grand moments of obvious distractions that you as a leader can turn down.
We lose focus, in our projects, organizations and efforts, not at once, but by slow trickle. You can’t stay focused with a single no, it takes constant vigilance. Lost focus comes with a 1,000 small questions no reasonable person would say no to.
A leader has to have a clear destination in mind and constantly remind herself of it. Sometimes, it will take grand moments of cleansing to undo many small moments gone unnoticed.
Because it is not something that comes naturally to me, I think often of focus. In 2009, I was thinking about how to fine-tune a focus on this very blog. In 2011, I made a resolution to focus, after a flurry of experiments. I did something similar when I turned 30. Entrepreneurial leaders have always advocated for obsessive focus, to be the absolute best and most powerful in one clear way, to strive for monopoly.
Pay them a competitive salary. Protect against mission and role creep. Give something clear to work toward and a strategy to employ to get there.
As an organizational leader, these are the foundations of developing a healthy relationship with your workforce. I’ve found there are other signs of an empathetic organizational culture that you can develop, without excessive budget needs.
These are examples of ways to show your team that you actually care about them as people. It goes a long way to develop the relationships you need to take on a big challenge, particularly without a pile of money.
A version of this essay was published as part of my monthly newsletter a couple weeks back. Find other archives and join here to get updates like this first.
Nobody wants to follow someone who made General in peacetime.
I’ve been thinking about that concept a lot lately (Ben Horowitz calls its Peace/War Time CEO). In 2017, after eight years of informally leading the tiny community journalism organization I cofounded, I named myself CEO. Up until that point, my cofounder Brian and I had survived together. We’d always find a way to last a bit longer, growing slowly and thoughtfully as we navigated treacherous waters.
That survival approach was rational for growing a local news company in the early 21st century, a time in which consumers maintain very high expectations for free and independent journalism but have not yet been fully trained to actually pay or otherwise support its work in a post-advertising world.
But in early 2018, as I was finally feeling the great responsibility of the CEO title, I took stock of where my company was.
One unexpected result of becoming CEO of my own company is that I found myself without a traditional budget line I could pull from.
As we grew our company, we created a budget aligned with core functions. I stepped into a role in which I was overseeing them all, but I didn’t set aside budget for me in last year’s budget for myself. That sparked me to wonder how other CEOs approached giving themselves budgetary space to experiment, explore and trial.
Most of the work of business takes place somewhere in between the very start and the very end. Yet a lot of media attention focuses on those two iconic poles. So you might know a lot less about the space between the two poles.
My thoughtful coworkers brought in to the office a young Ben Franklin impersonator to discuss entrepreneurship and civic good in publishing last month. It was perhaps the most fun celebration of the ninth anniversary of starting what became Technically Media I could ask for.
(For some reason, someone shouted out that we should only have serious faces in the above photo. Believe me, we were having lots of fun.)
Afterward, I did a little Twitter rant I thought I’d save here for posterity.