Being an executive is an exercise in enduring boredom
The mundane is not glamorous, but the mundane is necessary.
Hello to the 1,736 subscribers who read Consulting Intel!
I often talk to doe-eyed professionals who dream about stepping into a corporate executive role. They want to be making decisions that drive company growth and impact the world based on their craftily curated skills and a healthy dosage of narcissism.
What they usually overlook is that corporate governance is less about “brain power” and more about “boredom power”.
In these roles - which can be labeled anywhere between Managing Partner, or Chief Operating Officer and Intergalactic Accounting Assassin - you will have to go through marathon meetings and endless conferences, finding yourself in rooms filled with mildly portly middle-aged men (and the occasional woman) who excel at stating the painfully obvious.
During these moments, you might find yourself asking: “WTF am I doing here??”
This is a reality that people at lower levels often do not realize or appreciate.
I understand that.
Why would they, anyway?
The mundane is often where the magic happens though and, therefore, the ability to stay engaged in these situations is a skill that separates successful executives from the rest.
It is precisely in these tedious sessions that key decisions are made, relationships are built, and strategies are aligned.
It’s not glamorous. It’s just necessary.
The context of “executive boredom”
The word “boredom” in the context we are discussing needs some unpacking.
At this level, you won’t be spending your time diving into the tasks you’re passionate about on a daily basis.
That’s not your job anymore.
As you rise in the organizational hierarchy, the breadth of your control and responsibilities expands. Your value lies in decision-making and governance, not in individual contributions or project execution.
One of the most challenging aspects of becoming a senior executive is the need for “thinking time”.
This is tough to measure in terms of productivity.
Researching, considering options, thinking through consequences - whether political or market-wise - and talking to other leaders in the firm and across the industry are all part of the job.
This isn’t trivial.
Years ago, I used to work for a small boutique consultancy. My role was to help them grow in new markets, so I enjoyed good access to the CEO.
One day, we were sitting at a client’s office, and he had just flown in after a 15-hour trip. He was visibly tired, but we were working on an important deal, so he came to meet the client executive straight from the airport.
As we were waiting for that meeting to start, he told me how he likes to spend his time on intercontinental flights:
“In the air, I have a lot of time to think, and that’s not good for certain people when I think about them!!”
The point was clear: his position required extensive contemplation (sometimes, thinking about people he didn’t like!)
Boredom as a strategic tool
The boredom you experience as a business leader isn’t about inactivity, but about being engaged in tasks that aren’t always exciting yet are important.
It’s in these moments that you lay the groundwork for future success.
The ability to find value in these moments is what sets effective executives and, eventually, successful companies apart.
How do you make these boring moments bearable?
I wish I had a good answer.
One small tactic you can adopt is shifting your mindset.
Instead of seeing these sessions as tedious or a waste of your precious time, view them as opportunities.
Every meeting, every conversation, and every presentation is a chance to gather information, build relationships, and influence outcomes. This sounds a bit la-la-land, but, in fact, most of those things can be helpful if you look at them from the right perspective!
Focus on the constructive side.
What questions could you ask? What people could you meet? What subject could you explore? What relationship could you start or strengthen?
Gamify the whole thing.
Something I learned while playing with my daughter is that the way to teach kids anything is to make it a game.
In the middle of a mind numbing presentation about credit risk, I am challenging my brain to come up with 2 questions about what I’m hearing, or choose 2 new people to meet, or think of 2 more ways to compliment someone at the conference with me.
Try it!
Ultimately, there’s no denying that executive roles come with a hefty dose of boredom, but mastering this aspect is key to success.
I get it. My message today is not fancy nor particularly inspirational but - as I like to remind my clients sometimes - I’m here to do the job, I’m not here to please.
✍ The Management Consultant
PS: If you like this newsletter, I have one huge favor to ask.
Share it around with friends, family and colleagues.
This is the most effective way to support me (…and to keep me motivated to continue writing 😁).
Thank you 👇👇👇
🎯 INTERESTING SH*T
A few things I found on the internet that you may like…
Interesting perspective by
on “literary careerism”. A lot of the thinking is applicable in business too:“the word “careerism” sounds somewhat outdated today, as it implies that there is still a career to be had, an institutional ladder to climb, worthy gatekeepers to please.”
I stumbled into this piece by Jason Fried titled Why am I still doing it? It’s short, and full of Truth.
🚨 SPONSORSHIP
Consulting Intel is read by more than 1,700 consultants globally.
The readers include management consultants from McKinsey, BCG, Bain, Deloitte, EY, EY-Parthenon, KPMG, PwC, Accenture, Oliver Wyman, PA Consulting, and various boutique consultancies worldwide.
Many corporate employees and independent consultants are regular readers of Consulting Intel.
If you think your products or services could resonate with this audience, get in touch!
👀 JOIN THE DISCORD SERVER
If you like this newsletter, you will love our Discord Server.
In there, you will find a tight-knit community of more than 100 management consultants from all over the world discussing real-life challenges, giving each other support and recommending the good stuff to keep our knowledge top notch.
It’s absolutely FREE, and I’d love to see you in there!
Consultants and experts tend to be hedonists. They do what they love doing and ignore the rest. The manager is willing to do the boring stuff because it is not fun but necessary. A lot of management is dull.
“The willingness to put in the labour of continuous performance is the key differentiator of the successful executive. For most people, this all just seems like a massive ballache. But for the driven, who aspire to the highest levels of the royal court / C-Suite, it is all necessary”
https://tempo.substack.com/p/performance-management
https://tempo.substack.com/p/plumbing
Interesting. I've been thinking and writing about boredom at all levels of organizations below the executive levels. Sounds like it only gets worse.