Commentary: Why Government Leaders Must Make Time for What Really Matters

Steve Monaghan, Nevada County’s longtime chief information officer — and, most recently, the director of its Information and General Services Agency — is retiring at the end of the year. The award-winning government leader is a frequent speaker and participant in professional organizations, and he posts regularly on LinkedIn on the topic of rural and local government. For more information about Monaghan, his background and his post-retirement plans, visit his website, lgov.llc.

As an agency director with responsibilities over eight county departments/business lines, I often find myself entangled in a web of responsibilities, leaving little time to actually lead.

Our government organizations are designed in legal code for individual accountability at the director level, and at times, it seems like micromanagement as well. I have had too many instances where I would reflect at the end of a long day and struggle to think of anything I did that day that actually moved my organization forward. We get caught up in the minutiae of “responsibility” — tasks that, while essential, don’t necessarily foster the growth, culture or vision of the organization we are leading. It’s a common pitfall, and one that even seasoned leaders (like me with 25 years) struggle to avoid. Let's explore why it happens, what it costs us and how leaders can consciously make time for the essential, strategic activities that truly define leadership.

THE TRAP OF DAILY RESPONSIBILITIES

The responsibilities that consume a leader’s day are not trivial. They are, in fact, critical to the smooth operation of the organization. Leaders are often required to attend a multitude of enterprisewide meetings, board gatherings and community events. There’s the constant cycle of workflows — from budget approvals and procurement processes to staffing requests. And of course, there’s the ever-present avalanche of emails, messages, texts and voicemails, each seemingly demanding immediate attention. These tasks pile up, creating an overwhelming sense of “busyness,” which can, unfortunately, push real leadership to the back burner.

A leader’s day often includes special projects assigned directly by the CXO, customer meetings, governance discussions and major project updates. These tasks are demanding and time-sensitive. Each one feels like it cannot wait. But when we spend all our time on these day-to-day responsibilities, we risk becoming reactive rather than proactive. We become “firefighters” or “problem solvers” focusing on maintaining the status quo rather than envisioning and leading toward a higher-performing and healthier organization.

Leaders are responsible for these operational tasks, but if they monopolize our schedules, we lose sight of what’s equally, if not more, important: creating a strong organizational culture, nurturing our teams and setting a vision for the future. Working in the business vs. working on the business. At times, it can just be less stressful and easier to autopilot through the daily tasks compared to the complex and, at times, messy leadership items that take more effort, concentration and energy. While cathartic and mentally necessary at times, let this be the exception and not the norm.

The Cost of Not Leading

When leaders are stuck in a loop of constant “doing,” there’s a significant cost to the organization. Without a clear, focused effort on leadership, organizations can stagnate. Values and culture may suffer, communication can break down, and strategic goals may become murky. The organization may continue to run, but may lack direction, energy and alignment.

The cost isn’t just to the organization but to the employees as well. Without effective leadership, staff may feel disconnected from the organization’s vision, unsure of their role in the bigger picture. Morale can dip, and team members may feel they lack support for their projects and professional growth.

And let’s not overlook the toll on leaders themselves. The relentless cycle of tasks can lead to burnout, stress and a feeling of being overwhelmed. Leaders may start to feel like they’re treading water instead of making meaningful progress.

RECLAIMING TIME FOR LEADERSHIP AND FOCUS

The solution? Leaders need to consciously make time for critical leadership activities — and that begins by re-evaluating their calendars. Scheduling time to set and pursue goals, rather than allowing daily demands to take over, is essential. It may require an initial period of restructuring, delegating and prioritizing, but the benefits are invaluable. If I attended every meeting I was invited to, that is pretty much all I would do — all day, every day. I have learned to be very protective of my time, especially the time of day when I am most productive and creative, proactively blocking that time out on my calendar to work on leadership items.

Here are some strategies I use to create time for leadership and ensure it becomes a priority:

1. One-on-ones with my team members: I hold regular one-on-ones with each of my direct report team members to build trust, understand their concerns and provide mentorship. I make sure these meetings aren’t rushed or treated as a formality. Instead, I create a safe space for open dialog, feedback and guidance. By investing this time, I gain a better understanding of each team member’s strengths, challenges and aspirations.
2. Focusing on values and culture: I take time to reflect on and promote the values I want to see within our organization. I actively work to foster a strong culture, setting the tone through my actions, recognizing behavior that aligns with our values, and addressing issues when they arise that don't.
3. Creating and communicating a clear vision: My role as a leader involves articulating a clear vision for the future and inspiring my team to work toward it. I consistently communicate and reinforce this vision, ensuring that everyone understands how their work contributes to our overall goals.
4. Conducting leadership team meetings with purpose: I treat leadership team meetings as strategic opportunities rather than formalities. These meetings are a time to discuss long-term goals, review key metrics and brainstorm ways to overcome obstacles. I aim to keep them proactive, not just reactive updates. If team members feel overwhelmed by too many meetings, I often recommend reading The Five Dysfunctions of a Team by Patrick M. Lencioni to understand why meetings are critical to our success.
5. Setting clear goals and measurements: I believe that clear, measurable goals are essential for progress. I set these goals thoughtfully, involving my team in the process and establishing systems to track progress. I regularly check in on these metrics to keep everyone aligned and make adjustments when needed.
6. Developing maturity plans for team growth: I think long term about the development of my team. I create maturity plans that outline skill-building, career progression and succession planning. By investing in my team’s growth, I’m helping build a stronger and more adaptable organization.
7. Practicing Management by Walking Around (MBWA): I make it a priority to get out of my office and engage with my broader team members, however, I don't do this nearly enough and am working on doing it more. This allows me to understand their day-to-day realities, build relationships and show genuine interest in their work. These informal interactions often provide insights that formal meetings miss.
8. Hosting all-staff meetings for transparency: We hold regular all-staff meetings to foster transparency and inclusivity. During these gatherings, we share important updates, celebrate successes and address any issues affecting the organization. We also see these meetings as a chance for employees to ask questions and feel directly connected to leadership.
9. Leading and facilitating continuous improvement initiatives, not doing them: I resist the urge to jump in and take on tasks directly. Instead, I focus on facilitating continuous improvement initiatives by empowering others to take ownership. I delegate tasks to team members, provide guidance and remove obstacles — but I refrain from doing the work myself. My role is to create the conditions for success, not to do everything personally. Without your deliberate leadership here, staff will be consumed with the day-to-day as well, applying all their resources to “working in the business.”
   

CREATING BOUNDARIES AND SAYING NO

Perhaps the hardest part of reclaiming time for leadership is learning to say no. Not every meeting, project or task requires your direct involvement. Learning to delegate and create boundaries around your time is essential. Leaders should set clear criteria for what requires their attention and what can be managed by others.

This might mean declining some meetings, as I do, pushing back on requests that fall outside of strategic priorities, and empowering team members to make decisions without you. Creating boundaries around time allows leaders to focus on high-impact activities that move the organization forward.

FROM 'DOING' TO 'LEADING'

Leadership is about more than just keeping the wheels turning and the lights on — it’s about creating a compelling vision, fostering a healthy culture and empowering people to succeed. By consciously reclaiming and prioritizing time for these leadership activities, leaders can break free from the trap of constant busyness and focus on what truly matters.

Keep your focus on the three pillars of leadership:

1. Self-awareness enables leaders to understand their strengths, limitations and the impact they have on others. By cultivating self-awareness, leaders can make conscious decisions that align with their values, demonstrate authenticity and foster trust within the team. It is the foundation of personal growth and emotional intelligence, guiding leaders in navigating challenges with clarity and purpose. Being more self-aware will assist with recognizing if you’re spending too much time on low-value work.
2. Team building emphasizes the leader’s ability to create cohesive, motivated teams aligned with a shared vision. This pillar involves fostering a collaborative environment, nurturing trust and encouraging open communication, all of which contribute to a high-performing team that can achieve organizational goals effectively. Strong team-building skills enable leaders to harness the collective strengths of their team members, driving innovation and resilience.
3. Self-control represents the leader’s ability to manage emotions and impulses, particularly in high-stress situations. This pillar is crucial for maintaining professionalism, demonstrating resilience and making thoughtful, level-headed decisions. Self-control helps leaders remain focused and adaptable, allowing them to model calm and intentional behavior for their teams. Self-control is also key to prioritizing leadership work over busy “responsibilities” work and keeping your time focused on high-value work.

The old saying applies here in that “being busy does not mean you’re being productive or impactful.”

The journey from “working in the business” to “working on the business” isn’t easy, but it’s essential. When leaders prioritize real leadership activities, they not only benefit their organizations but also contribute to a more engaged, inspired and capable workforce. So take a step back, look at your calendar and ask yourself: Am I just being responsible, or am I actually leading?