Sometimes I share these posts at the start of the day, and I imagine that this is what people want. At other times, like today, I share them as my last piece of writing (possibly my most fractured and tired writing) and I suspect they act more like my own diary, than anything else. I guess that this is ok, in that we are in dialogue, and that our conversation is somewhat asynchronous.
Perhaps my discomfort lies in my own sense of control: on those days where I have written this, and the Blog, before 10AM, I feel well ahead of the curve. Days like today, where I have charged along, and share the writing at the end, I feel I’m chasing my tail.
Feelings matter, but we should take them for what they are. In reality, the stats tell me that there is no discernible difference in when I post. People seem to find their way to what they want, when they want.
Use your sixty seconds to consider this: in which aspects of your leadership do ‘feelings’ count for the most, and when are they supported, or countered by, ‘facts’.
Anyway: today has been a good day. I’ve been guiding a wonderful group through some challenging work, and we all emerged unscathed. I feel I have used my experience to surface some new ideas, and now, as I sign off my writing for the day, I can be pretty pleased with it all.
I hope you’ve had a good day too (whenever you read this).
Feelings count for a lot, when they tell me the group isn't ready for the level of discussion I was hoping for, when the staff isn't ready for the amount of structure I was hoping for, when the person I'm conversing with seems distracted. I go with my "feelings" mostly in my leadership role. When it's countered by facts is every month when the financial health is shared, when goals and metrics are shared. But it is supported (or not) in feedback, culture surveys, and performance evaluations.