The Leader’s Work Buckets: Are You Stuck in the Wrong One?

Time is a leader’s most precious resource, yet it’s often spent in non-intentional ways that don’t move the needle. We are all constrained by money and time – with time being the most precious of all – and being a leader can feel like you’re in the gears of a machine with limits all around and pressure bearing down.

‍

Enter one of my favorite quotes:

“The first step to mastering any subject is order and simplicity.” –Thomas Mann.

‍

At Lateral, we divide leadership work into three buckets:

• Bucket 1: Intentional Work. This is the strategic, high-value planning that drives long-term success. Think of delivering the plan, moving KPIs or OKRs. Defined inputs and measurable outputs. Rhythm. Pace. Marching step-by-step on the 20-mile march toward the goal in a linear path.
  ‍
• Bucket 2: Reactive Work. Firefighting. Stuff happens! The immediate, often urgent tasks like managing escalations, responding to a crisis or putting out operational fires. Necessary, but time-consuming. A key employee leaves. Pandemics happen. Things change. Adaptability is crucial.
  ‍
• Bucket 3: Whitespace Work. The creative, lateral thinking that connects the dots and drives breakthroughs. This is non-linear. Risky at times. Examples include exploring new revenue models, experimenting with untapped markets, or innovating through partnerships. Whitespace. We always get these ideas when meeting new people or on a walk, hike, or run. Hunches based on insights and intimate domain knowledge can be revolutionary, but risky in terms of real and opportunity costs. Validation is key.

We all spend time intentionally (or unintentionally) in different buckets, but labeling them helps drive intention. While we’d all probably like to live in Bucket 1 or 3, Bucket 2 is life. But getting your mail there is not sustainable.

At Lateral, we take on critical projects and deliver on-time, on-budget, and on-quality. We can be a leader’s secret weapon to adeptly move between buckets, creating harmony and rebalance to get stuff done. 

‍

Here’s how:

• In Bucket 1, we’ve helped CEOs design future-proof operating systems, such as building a centralized data model that powers every team and enables intentional decision-making to move metrics methodically and scientifically.
  ‍
• In Bucket 2, we’ve helped teams manage risk through hybrid teams that de-risk key deliverables and work around the clock, bringing a global perspective. Back-up plans create optionality, and if you only have one option… you have none. Our staff augmentation model (our team, your time and priorities) is a great way to create healthy redundancy, build capability efficiently and get leverage on time.
  ‍
• For Bucket 3, we uncover whitespace opportunities by testing new concepts, primarily through design-first prototyping.

Our 350+ architects, engineers, and designers can handle any bucket. And working with a high-integrity, multi-disciplined partner can let you manage your buckets according to the situation. Whether you need strategy, execution, or experimentation, we create space for you to execute efficiently and consistently.
‍

Let’s start with a conversation. No pressure, just being useful in some way, large or small.

‍