Think Like a Director
“Why are you doing that? You can’t want it more than they do. Just stop already.” My wife Jess asked me that question, and I had no answer. Someone very close to me was going through a rough time. I was helping them through it in the best way I could; by offering my support and love and care and resources. On the phone with them, texting them, checking up on them, following up with them. I was laying myself out there. I was a martyr for them. Sounds great, right? Except for one huge blind spot that I wasn’t able to see until Jess smacked me in the face with my fake martyrdom: This person couldn’t care less. They were happy to take the help. Who wouldn’t be? The problem was they just consumed it. They didn’t do anything with it. Jess forced me to come to the realization that I, Max Michieli, Helper Of All, was not in fact, helping this person. I was enabling them. Damn. Hard truth exposed. Which, of course, means a pattern was exposed along with it. Which, of course, means I had to look back on my entire life and see where else this pattern showed up. Which, of course, was pretty much everywhere. One time stands out to me, because it was the first time I ever fired anyone. I had just been placed in charge of a department that was brand new to me. In the spirit of Being A Great Boss, I immediately implemented an “open door” policy. My new employees had direct access to me any time they wanted it. And they wanted it a lot. One employee in particular took the opportunity to chat several times a day. These chats usually took the form of complaining. This person clearly had a lot of interpersonal issues and wanted to clear the air. All. The. Time. I tried my best to listen. I tried my best to help. I tried my best to offer solutions. I gave fantastic advice. From little hacks, to systems improvements, to complete departmental overhauls. It took a lot of energy to keep this up. Little by little, I realized that this person was not implementing anything I was suggesting. So I naturally started suggesting more stuff. This didn’t work either. In fact, this employee seemed to get along worse with their coworkers the more I tried to help. Their performance on the job got worse too; they started missing simple things that they had been doing well for years. The systems didn’t improve either, they seemed to be running just as they had before. It got so bad I was forced to terminate their employment. After they were gone, I went to their desk to prepare it for the next person. And that’s when I found them. The stickies. The bottom of this person’s keyboard was completely covered in sticky notes. And on these stickies were all of the information they had been hoarding for the past fifteen years. Things that should have been in the system but were intentionally kept for themselves. I realized this person was trying to protect their job by making sure that no one else could do it without going through them first. They intentionally made themselves the bottleneck. And fooled me for an entire year before I finally caught on. Reflecting on this, Jess’s words rang in my ears: “Why are you doing that? You can’t want it more than they do. Just stop already.” I wanted this person to change more than they did. They wanted to stay right where they were. And you know what? So did I. Because, by me thinking I was honoring their dignity, giving them advice, and basically carrying their burden, I was denying them the opportunity to carry it themselves. In a way, it was condescending. Because I set myself up to be their savior. But they didn’t need it, didn’t want it, and actively worked against it. And by me trying to remove their bottleneck, I exposed the true bottleneck: Me. By jumping in where I shouldn’t, I made a fundamental error of leadership: erosion of trust. I was demonstrating lack of trust in this employee. A better way to handle it would have been to hold them accountable. This way they would have had an opportunity to earn trust, and vice-versa. Now I had to ask myself the question: why did I do this? This is a great question. The painful answer is: because I cared more about how I looked than doing the job right. I did not want to write that last line. It is embarrassing to admit. But it is true. Now, how in the world did I come to believe something so diabolical? Because I did not know who I was. Not for lack of trying. I was- and still am- trying to figure this out daily. But I was ignoring my Interior Life and felt justified in doing so, because I was so busy. And then externalizing this lack of self reflection and trying to cover it up by projecting the image I wanted the world to see. I had to stop. So I did. Not overnight. Not even completely. But I slowly started paying attention to my Interior Life and making it a priority. I started treating it like coffee and just made it a part of my daily wake up ritual. Coffee and contemplation. It works for me. Twenty five years later, it’s just a part of life now. Sometimes I forget to prioritize it. Strike that. Sometimes I choose to deprioritize it. But that always comes back to bite me. So I try not to do that. And it helps me remember who I am and where I should be going. I can trust the decisions I make and carry my own workload. Which means I recognize that others can do the same. That honors their dignity and reveals mine. How about you? Are you carrying someone else’s obligations out of guilt, or pride, or some silly reason you still haven’t figured out yet? If so, I invite you to contemplation along with your coffee or tea or orange juice. Put their obligations aside and focus on carrying yours. Watch what happens. You just may see something in them- and you- that you have never seen before. Peace to you, Max This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit thinklikeadirector.substack.com [https://thinklikeadirector.substack.com?utm_medium=podcast&utm_campaign=CTA_1]
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