Leading Through Fatigue: What We Need to TAKE to Succeed

In September, I launched a “Notes from the Dean” newsletter as a way to stay connected with the Wharton community while we remain apart. With the new year beginning under continued trying circumstances, this month I reflected on the concept of “leading through fatigue.” The pandemic is affecting us all, so I am choosing to share these thoughts with the broader community here on LinkedIn in hopes of inspiring others to self-reflect, sparking honest conversation about the current reality, and informing leaders facing similar challenges. 

Weeks ago, we welcomed a new year. Unfortunately, in many ways, 2021 began just as intensely as the year we left behind. The mental, financial, and emotional demands on our lives remain elevated at a time when our energy reserves are often depleted. And the calendar — along with the weather — indicate it’s only the beginning.

Soldiering through the day becomes infinitely harder when your tank begins on empty, especially for those who must lead. This doesn’t just mean leading in the workplace, but also at home or in your community. As a scholar in leadership, this issue intrigues me. But given I am also a manager, mother, wife, and daughter — this issue is salient and urgent to address in these times.

So I propose we all be a little “self-centered” in these moments, and focus on what we need to TAKE to succeed:

1. TAKE Stock: Anyone who’s flown knows the drill: Put on your own oxygen mask before helping others. It’s a common metaphor for self-care, and I can’t overstate how important it is for leaders to first assess themselves when fatigue sets in. In what ways can you fortify yourself before doing so for others? Learning what rejuvenates or invigorates us is critical — as is making time to do those things so you can be at your most prepared for the work ahead.

2. TAKE Away Distractions: Many of us multi-task, both at work and at home. We celebrate those who manage to balance many priorities, all while we look for new ways to add to our already overcrowded plates. Yet in trying times, it’s imperative to know what to let go of in order to focus on what must be accomplished. A good leader helps others prioritize by removing lesser or unnecessary pressures and encouraging everyone to use their limited energy to advance the most pressing goals.

3. TAKE the Lead: As an academic, I love a good framework. But sometimes rubrics are an ill-fitting solution for the job. Modeling the behavior you want to encourage can be a more inspiring option. Personally, I’ve tried to take advantage of the opportunities virtual work/life offers by reflecting on choices I’ve made that have been in service (or not) to larger life goals. So recently, I’ve chosen to become more intentional in my eating habits and have a newfound joy in trying to recreate meals from restaurants in my own kitchen. And I look to share these experiences with my staff, family, and friends — in hopes that they too will give themselves permission to find a silver lining in our temporary solitude.

The complexity of the world around us doesn’t often lend itself to a “one size fits all” approach to handling challenges. Even if we do all of the above and more, it is likely we will still have times where the weight of our work feels heavier than usual. In those moments, I hope we will each take what we need to succeed, while offering what is necessary to continue to lead.

Erika James is Dean, Reliance Professor of Management and Private Enterprise, and Professor of Management at the Wharton School of the University of Pennsylvania. Follow Erika on LinkedIn and Twitter.