Fuelling your tank to power sustainably through the final quarter

Do you ever let your car fuel tank run to virtually empty? How many times have you felt like that personally in recent months? If you're anything like me when I get to the last quarter tank of fuel, I start checking petrol prices at local stations. But it's only when I’m almost running on air that I actually commit to fuelling my petrol tank. Yes, I know it’s bad for the engine….but trying to change the habit of a lifetime is tough!

So, do we ever treat ourselves like this?  Pushing until the very last ounce of oomph is virtually extinguished?

For those fortunate enough to have a break over the summer it can provide the ideal time for a digital detox and chance to catch our breath, but what of the return to work in the autumn?  How can we create more sustainable habits and patterns of behaviour to fuel us through the final quarter of the year and beyond?

Ambition and bravery

Over the past decade or so at Windsor Leadership I’ve had the privilege of listening to speakers from all walks of life sharing their personal and profound stories of the highs and lows of leadership. 

Perhaps the ones that have been most impactful have been those where they’ve recognised that it’s not just in the Olympics that ‘hitting the wall’ is an issue. Physical and emotional fatigue can affect us all. 

There can be many triggers, and the term ‘being overwhelmed and going under’ may hold particular significance for those in maritime professions. Rear Admiral (Ret’d) Bob Tarrant shares, ‘Mental health issues in men have always been under reported, and it’s fair to say that most men across all professions are less comfortable discussing a mental health struggle with their friends or colleagues. That was certainly the case for me nearly twenty years ago when I found myself not coping well emotionally with the aftermath of traumatic stress. After a while, I sought and received the support of my boss to access professional counselling, undertaken in work time, which helped me better understand and manage my emotional response. 

It goes to show that mental health issues can affect anyone, at any time and in any rank and it is incumbent on leaders and their organisations to create a more transparent environment that positively promotes mental health support and take up and reduces stigma.’

Chasing goals and being on the back foot

Niky Dix’s experience of setting up and running a small charity was probably a typical one; constantly striving to find the next round of supporters, connecting with new partners, and chasing the next big break that would ensure sustainability for the organisation. 

She says, ‘In reality, I was always chasing goals. These goals were meaningful as they aimed to change lives, and my life had great purpose - plus I’m a natural problem solver - but I didn’t enjoy constantly feeling on the back foot, with much of my work feeling reactive.’ 

Niky goes on to say, ‘Intentional Health was a Christian charity with a vision to inspire healthier, happier, and more hope-filled lives. As the founder and CEO, it was critical that I didn’t burn out in the process. As an organisation we needed to practice what we preached, but this was hard - both theoretically and in practice.’

Finding the balance

So whilst it’s good to experience a healthy dollop of stress enabling us to stretch further and reach higher, some may be hitting the gas pedal a little too hard, to use the car analogy, taking the curve a little too fast and risking burnout. And nobody wants to see team members slipping into long-term absence from work.

Despite having the knowledge, Niky found that being intentional about preventing burnout was still easier said than done, ‘there were plenty of times when I danced more closely than I admitted with exhaustion. But knowing the risks of burnout helped us keep its prevention front and centre, especially after hearing too many stories from victims of burnout who consistently said, “I never saw it coming.”’

Building a sustainable work pattern

So how might we mitigate the risks and ensure we have a sustainable footing for the future? Niky shares three areas that helped her:

1. Supportive checks and balances

‘Surrounding myself with people who understood the risks and held me accountable in a supportive and edifying way was key. My wellbeing was on the agenda at every meeting, and they frequently checked in with me about my workload. This wasn’t about failing to meet targets and being chastised; it was about recognising burnout as a business risk and working together to mitigate that risk. I had to be honest with them and with myself - something that wasn’t always easy when the need was so great.’

2. Having a Clear Vision

‘A clearly defined vision was crucial for ensuring we could say ‘no’ when needed. As a small charity with a big heart, we had more opportunities than we had capacity to manage. The board’s permission and support to say no was a blessing. It meant we didn’t have to say yes to everything good, and we didn’t compromise our core vision or anyone’s wellbeing. However, it also meant we didn’t grow fast, a cost we collectively agreed to. This reminds me of the saying: “To go fast, journey alone; to go far, journey with others.”’

3. Knowing Our Strengths

‘Understanding what energized and drained each team member was essential when delegating tasks. As a small organisation there were always tasks no one wanted to do. For me, examples of tasks that might drain me were spreadsheets, social media, and admin - but these were life-giving to others. Similarly, tasks that energized me, like asking questions about behaviour change, exploring values, and holding space in groups, were tasks some of my team would rather avoid. The beauty of understanding our strengths meant we could collaborate effectively and ensure everyone could contribute meaningfully. It became less about hierarchy and more about being a team that was worth more than the sum of our parts.’

Fuelling your tank for sustainable leadership

So, if you’re on your last quarter tank of fuel and feel like you’re almost running on air, why not park up for a while and earmark some reflection time. A few minutes embracing one or two of the questions below may just set you on a new road to refuelling and ensuring you have the oomph to end the year and start the next season on a more sustainable footing.

1. Might you, or anyone you know, need to flag a concern and seek support? Often the hardest step is the first one. 

2. What checks and balances do you have in place to ensure that you’re using your strengths for a sustainable footing?

3. What might you put in motion this week to implement insights from the saying: “To go fast, journey alone; to go far, journey with others.”?

Disclaimer: 

The views expressed in Blogs, Articles, Podcasts and Videos posted on Windsor Leadership’s website and social media channels, remain the opinions of the individuals and do not necessarily represent the views or opinions of Windsor Leadership. Windsor Leadership does not accept any responsibility for the accuracy of the information shared. We hope however that the views prove to be useful in reflecting on the challenges of leading today.