The ability to structure tasks, allocate resources, and coordinate efforts effectively to achieve goals. It involves setting clear priorities, planning with foresight, delegating responsibilities appropriately, and maintaining oversight without micromanaging.
“Plans are of little importance, but planning is essential.” Winston Churchill
Barriers to organising self and others
Inexperience: Inexperienced leaders may lack the necessary skills to manage resources, people, and processes efficiently, leading to disorganisation and confusion.
Lack of delegation: Leaders who struggle often try to manage everything themselves, failing to delegate tasks effectively, leading to burnout and inefficiency.
Poor planning skills: A lack of foresight and structure can result in leaders being unable to create effective strategies, timelines, or objectives, causing delays and missed opportunities.
Too self-reliant: Leaders who are overly self-centred or unwilling to seek help may struggle to pull resources together or trust others, limiting collaboration and eventually impacting productivity.
Poor motivator: A leader who fails to engage or inspire their team may find motivating others to align or follow directions challenging, leading to disengagement and poor performance.
Too last minute: Leaders who do not plan ahead or anticipate potential challenges often find themselves working long hours at the last minute, creating unnecessary stress and inefficiency for themselves and others.
Poor at task juggling: As the number of tasks increases, some leaders may struggle to maintain focus and efficiency. This should not be confused with multitasking, as research shows people are generally poor at performing two or more complex tasks at once.
Resource management issues: Unresourceful leaders may find it difficult to identify, organise, and allocate the necessary people, materials, and budgets, hindering project success.
Poor negotiation skills: Leaders who are weak negotiators may fail to secure necessary resources or agreements, limiting their ability to drive projects forward.
Inability to see the big picture: Some leaders may lack the ability to see how multiple tasks and activities interconnect, resulting in poor coordination and incomplete or failed projects.
“If plan A doesn’t work, the alphabet has 25 more letters – 204 if you’re in Japan.” Claire Cook
Enablers of organising self and others
Set clear goals: Start by defining your overall objective and breaking it down into smaller, manageable tasks. Set measurable targets so you and your team can track progress. Having well-defined goals keeps everyone focused and motivated.
Create a sufficiently detailed plan: Organisation begins with a solid plan. Map out each key step of the process, considering what needs to be done, by when, and with what resources. Anticipate who controls these resources and build flexibility into the plan.
Be resourceful: Make the most of limited resources by negotiating, trading, or borrowing where possible. Think creatively about how to obtain what you need, whether it is people, time, or materials.
Communicate and build support: Clearly communicate your goals and vision to your team or stakeholders. Involve them in the process by seeking their input, as people are more likely to support efforts they feel part of.
Delegate: Delegating is crucial for large or complex projects. Assign tasks to the right people, giving them the autonomy to make decisions. Empowering others not only spreads the workload but also increases motivation and accountability.
Task juggle effectively: When handling complex projects, you often need to manage several tasks simultaneously. Develop a master plan to keep track of these parallel activities and delegate where appropriate to stay organised across multiple tracks.
Optimise resources: Maximise efficiency by closely monitoring budgets and timelines. Plan spending carefully and always leave room for unexpected costs. Regularly monitor your resources and adjust as needed.
Keep calm and carry on: When things get hectic, staying calm and composed is vital. Use your plan and goals as a guide to maintain control. Learn and apply techniques to reduce tension and stress.
Celebrate: Acknowledge and celebrate successes. Sharing victories boosts morale and strengthens relationships with your team and stakeholders.
Learn from the experts: If you are struggling with organisation, seek out mentors or colleagues who excel in this area. Observe their strategies, ask questions, and compare their approach to yours to provide valuable insights.
“Every minute you spend in planning saves 10 minutes in execution; this gives you a 1,000 per cent return on energy.” Brian Tracy
Reflection questions on organising self and others
How clear are the goals you set for yourself and your team? Do you break larger objectives into smaller, measurable tasks? How do you ensure that everyone understands and tracks progress towards these goals?
How effectively do you plan the steps needed to achieve your goals? Could you lay out the work in more detail, including timelines and resources? How often do you review and adjust your plans?
Are you resourceful in securing the tools, people, and support you need? How do you handle situations where resources are tight? Could you be more creative in how you trade or negotiate for what you need?
How well do you communicate your vision and objectives to others? Do you involve others in the planning process to gain their support? How could you improve engagement?
Do you delegate tasks effectively? Could you delegate more, or do you tend to take on too much yourself? How do you ensure the people you delegate to have the authority and resources to succeed?
How do you manage multiple tasks or projects at once? Could you create a more structured approach to juggling parallel activities? What systems could you put in place to ensure nothing slips through the cracks?
Are you efficient in managing budgets and resources? How well do you track ongoing expenditures and adjust spending when necessary?
How well do you maintain composure under pressure? When you feel flustered, what techniques do you use to stay calm? How could you improve how you manage stress in high-pressure situations?
Do you celebrate successes and acknowledge team contributions? How often do you take time to reflect on and share your achievements?
Do you seek help or mentorship when needed? Who do you look to as a model for organisation and leadership? How could you actively seek out advice or feedback to improve your skills?
“By failing to prepare, you are preparing to fail.” Benjamin Franklin
Explore related leadership resources
To further develop this capability, examine how it intersects with other core leadership dimensions across the libraries:
Leadership library:
- Prioritisation: Focus your energy and resources on the most impactful tasks, ensuring that both you and your team are working on what truly moves the needle.
- Planning: Develop robust roadmaps that anticipate potential bottlenecks, allowing for a structured approach to complex projects and tight deadlines.
- Buy-in (Driving): Secure the necessary commitment from stakeholders and team members to ensure that your organised plans are met with active support rather than passive resistance.
- Command Skills: Take the lead during times of crisis or transition, providing the clear direction and firm structure needed to keep the team focused and productive.
Supporting libraries
- Articulating intent (Traits): Empower others to act autonomously within your organised framework by clearly explaining the ultimate goals and the “why” behind the plan.
- Decisiveness (Traits): Prevent organisational drift by making timely choices that keep projects moving and provide your team with the certainty they need to execute.
- Preference for structure (Traits): Leverage your natural inclination for order to create scalable systems and clear workflows that reduce chaos for everyone involved.
- Interpersonal relationships (EQ-i): Use your professional bonds to ensure that your organisational efforts feel like support rather than micromanagement, fostering a culture of mutual accountability.
Continue exploring: Return to the Leadership Library to view the full directory of competencies and resources.