Archives des Leadership - Sénamé AGBOSSOU

Why Sensemakers Feel Exhausted in Fast-Paced Teams (And What This Teaches Us About Energy Alignment)

By Sénamé Agbossou The Strategy Meeting That Changed Everything Raphael sat in the corner of the conference room, watching his colleagues rapid-fire through decisions that would impact the next six months of product development. As Head of Strategic Planning, he'd prepared extensively for this meeting; analyzing market trends, competitor movements, and potential risks. But every time he tried to raise a strategic concern, someone cut him off with "We don't have time for analysis paralysis" or "Let's just move forward and adjust as we go." Three hours later, the team had made decisions that Raphael could see would create problems down the road. But in that fast-paced environment, his natural Sensemaker energy (the deep thinking and pattern recognition that made him invaluable), felt like a liability. Sound familiar? If you've ever felt like your thoughtfulness is seen as slowness, or your strategic perspective is dismissed as overthinking, you might be experiencing what I call energy misalignment. Understanding the Sensemaker in a Speed-Obsessed World Sensemakers are one of the five Work Energy Types I've identified through decades of leadership coaching. They bring clarity to complexity, see patterns others miss, and provide the strategic insight that prevents costly mistakes. In our Ubuntu philosophy, Sensemakers serve as the navigation system for the collective journey. While others focus on speed and immediate action, Sensemakers help ensure the team is heading in the right direction. But in today's business environment, with its emphasis on "fail fast" and "move quickly and break things," Sensemakers often feel like they're swimming upstream. The Real Cost of Speed Without Wisdom Here's what I've observed in organizations that consistently prioritize speed over strategic thinking: Short-term gains, long-term pain. Teams move quickly in the wrong direction, creating expensive course corrections later. Decision fatigue. When every choice is made rapidly without proper consideration, teams burn out from constantly dealing with the unintended consequences. Strategic blindness. Organizations lose the ability to see around corners, missing both opportunities and threats until they're unavoidable. Sensemaker exodus. Strategic thinkers leave for environments where their contributions are valued, taking critical institutional knowledge with them. Raphael's experience illustrates this perfectly. His team's rapid decisions in that strategy meeting led to three major product pivots over the following year; pivots that Raphael's initial analysis could have prevented. The Sensemaker's Dilemma Maria, a senior analyst at a consulting firm, described her frustration this way: "I can see the patterns that lead to client churn, but by the time I've done the analysis properly, my colleagues have already moved on to the next fire drill. Then six months later, we're dealing with exactly the problems I predicted." This is the Sensemaker's dilemma: their greatest value often lies in preventing problems that haven't happened yet, but fast-paced environments reward visible action over invisible prevention. Creating Ubuntu Teams: Balancing Speed and Wisdom The solution isn't to slow down every fast-paced team or to speed up every Sensemaker. It's to create what I call Ubuntu Teams: environments where different energy types can contribute their…

0 commentaire

9 septembre 2025

Sénamé Publication

The 3 PM Energy Crisis That’s Crushing High-Performing Leaders

By Sénamé Agbossou After 25 years of coaching business owners and executives across Europe and Africa, I've witnessed a troubling pattern that affects even the most successful leaders: the 3 PM energy crash. It's not about caffeine withdrawal or lunch choices. It's something much deeper. The Hidden Struggle of High Performers Last month, I sat across from Elena, a brilliant CEO who had built three successful companies over the past decade. Her latest venture was thriving: revenue growing 40% year-over-year, team of 85 people, industry recognition flowing in. But Elena looked exhausted. "I love what I do," she told me, "but by mid-afternoon, I feel like I'm running on empty. I used to think I just needed better time management or maybe more delegation. But I've tried everything." Elena's story isn't unique. In fact, it's become the norm among the leaders I work with. They're achieving external success while battling internal energy depletion. The Real Problem: Energy Misalignment Here's what I've discovered after working with hundreds of leaders: Your energy isn't broken. You're just using it wrong. Think of it like this: Elena is what I call an "Explorer" energy type: someone naturally energized by innovation, breakthrough thinking, and pioneering new approaches. But as her companies grew, she found herself spending 80% of her time in detailed operational oversight, systematic process management, and routine decision-making. It's like asking a race car to pull a plow. Both are powerful machines, but they're designed for completely different purposes. The Ubuntu Connection In the Ubuntu philosophy, we understand that "I am because we are." Our individual energy affects the collective energy of our teams and organizations. When leaders operate against their natural energy patterns, it doesn't just drain them; it creates ripple effects throughout their entire organization. Teams start to mirror their leader's energy depletion. Innovation stagnates. Decision-making becomes sluggish. The very success that leaders have built becomes the source of their exhaustion. What I've Learned About Energy Patterns Over 25 years, I've identified that work energy follows predictable patterns. The leaders who feel alive at 5 PM while others are burnt out? They've discovered something crucial: their natural work energy pattern and designed their role around it. These leaders understand that: Energy alignment isn't selfish, it’s strategic Sustainable high performance requires working with your nature, not against it When you operate in your energy zone, you elevate everyone around you Common Energy Drains (And What They Reveal) Pay attention to what consistently drains your energy at work: Endless meetings that go nowhere might indicate you're an Explorer type craving innovation over routine discussion. Detailed administrative tasks could signal you're a Driver type built for momentum, not maintenance. Working in isolation for extended periods might mean you're a Connector type who needs collaborative energy. Constant pressure for quick decisions could indicate you're a Sensemaker type who needs time for deep analysis. Surface-level work without deeper meaning might reveal you're wired for strategic thinking and long-term impact. The Path Forward The solution isn't working…

0 commentaire

9 septembre 2025

Sénamé Publication

The Three Job Types: Why Your Work Energy Affects Everyone (And Why That Actually Matters)

Or: How I Learned to Stop Worrying and Love the Ancient Philosophy That Makes Perfect Sense at Work Picture this: You're at your desk on a Monday morning, staring at your computer screen with the enthusiasm of a sloth doing math. Your coffee has gone cold, your motivation has gone AWOL, and you're wondering if this is what your parents meant when they said "follow your dreams." Well, if that sounds like you, you might be experiencing what I call a "Red Job." And according to Ubuntu philosophy, that's not just your problem. It's everyone's problem. Ubuntu Meets the Modern Workplace: "I Am Because We Work" Ubuntu, the beautiful African philosophy that roughly translates to "I am because we are," suggests that our humanity is interconnected. We exist through our relationships with others. Now, before you roll your eyes and think this is about to get all “Peace, love, and happiness,” hear me out. This ancient wisdom has some seriously practical applications for our modern work lives. Think about it: when you're miserable at work, you're not just ruining your own Monday morning; you’re probably making your colleagues' Mondays a little grayer too. That heavy sigh you let out during the team meeting? That's not just personal expression; that's atmospheric pollution. The Three Colors of Career Energy: A Traffic Light for Your Professional Life Just like traffic lights guide us through intersections without causing total chaos, we can classify jobs into three simple colors that help us navigate our career intersections: 🟢 Green Jobs: The "Hell Yes!" Zone These are the jobs that make you jump out of bed like a caffeinated kangaroo. You know you're in Green Job territory when: You lose track of time (in a good way, not in a "where did my life go?" way) You actually volunteer for projects instead of playing corporate hide-and-seek Your energy levels at 5 PM are higher than most people's at 9 AM You find yourself talking about work at dinner parties (and people don't immediately change the subject) Ubuntu Connection: When you're energized and fulfilled, you become a positive force multiplier. Your enthusiasm is contagious (the good kind, not the flu kind), and you lift up everyone around you. 🟡 Yellow Jobs: The Danger Zone Disguised as "Fine" Ah, Yellow Jobs: the career equivalent of saying "I'm fine" when you're clearly not fine. These jobs are sneaky little devils: They pay the bills without breaking your spirit (initially) You can do them with your brain on autopilot They're not terrible, but they're not exciting either You find yourself saying "It's a job" more often than you'd like The Ubuntu Alert: Yellow Jobs are particularly dangerous because they create what I call "contagious mediocrity." When you're just going through the motions, you're not bringing your full self to the collective. You're like a smartphone running on 30% battery: functional, but not optimal. Warning: Yellow Jobs have a nasty habit of slowly morphing into Red Jobs, like that leftover pizza in your…

0 commentaire

29 août 2025

Sénamé Publication

“What If I’m Wrong About My Team?” The Leadership Question That Changes Everything

How a 3-minute team diagnostic revealed what 6 months of one-on-ones couldn’t, and transformed how one leader approaches team development Marcus had been leading his 8-person engineering team for two years. By all external measures, they were successful: projects delivered on time, clients satisfied, no major conflicts. But something felt... stuck. "We're good," he told his mentor during their monthly coffee. "Maybe even really good. But I keep feeling like we're operating at 70% capacity, and I can't figure out why." His mentor leaned back thoughtfully. "Marcus, here's a question that might sound simple, but answer honestly: What if you're completely wrong about where your team actually stands?" That question led Marcus to a discovery that would transform not just his team's performance, but his entire approach to leadership. The Leadership Blind Spot We All Have As leaders, we develop mental models of our teams based on individual interactions, project outcomes, and observable behaviors. But here's what most of us miss: we're seeing our teams through the lens of our own expectations and experiences, not through their collective reality. Marcus thought his team was performing at Level 7-8 on the Human Potential Meter. They were reliable, delivered quality work, and seemed engaged. What he didn't see was the hidden dynamic that was capping their potential. This touches on something the African philosophy of Ubuntu teaches us: "I am because we are." Individual performance and collective performance are inseparable. When the team dynamic is stuck, everyone's potential gets limited, regardless of individual capability. This is where the Team Performance Diagnostic becomes invaluable, not as a judgment tool, but as a reality check that reveals the gap between leadership perception and team experience. The Human Potential Meter for Teams: Ubuntu in Practice The Human Potential Meter maps team contribution across 10 levels in three distinct zones, rooted in the Ubuntu understanding that individual and collective success are inseparable: Friction Zone (Levels 1-4): Teams where Ubuntu is broken and individual struggles drain collective energy, making work harder than it should be. Drift Zone (Levels 5-7): Teams with Ubuntu awareness but without direction and they care about each other but haven't discovered how to elevate the collective through authentic individual contribution. Contribution Zone (Levels 8-10): Teams where Ubuntu comes alive and each person's authentic contribution elevates everyone, creating collective success that surpasses what individuals could achieve alone. The key insight? Most teams operate 2-3 levels below their potential, not because they lack capability, but because they haven't aligned individual strengths with collective purpose, the essence of Ubuntu in action. Marcus's Discovery When Marcus deployed the 3-minute anonymous team diagnostic, he was genuinely shocked by the results. His team averaged Level 5.8: "Task Followers transitioning to Reliable Helpers." "I was seeing their compliance as engagement," Marcus reflected later. "I thought they were being strategic when they were actually just waiting for more direction." But the real eye-opener wasn't the number, it was the individual responses: "We work well together but wait for direction on most…

0 commentaire

29 août 2025

Sénamé Publication

“Where Am I Really?” The Personal Growth Question That Changes Everything

How a simple self-assessment transformed Sarah's career trajectory, and how it can transform yours too Sarah stared at her laptop screen during another Monday morning team meeting, feeling that familiar knot in her stomach. She was good at her job, really good, but something felt... stuck. "I know I have more to offer," she confided to her mentor later that week. "But I can't put my finger on what's holding me back or what my next step should be." Her mentor smiled knowingly. "Sarah, when was the last time you honestly assessed where you are in your professional journey? Not where you think you should be, but where you actually are right now?" That simple question led Sarah to discover something that would change her entire approach to career growth. The Power of Ubuntu-Centered Self-Assessment Most of us navigate our careers with a vague sense of where we stand professionally. We know our job title, our responsibilities, our salary, but do we really understand our contribution level? Our growth trajectory? Our authentic next steps? One way to gain this clarity is through an Ubuntu-centered approach. Ubuntu is an African philosophy that means, "I am because we are." It teaches that individual and collective success are inseparable. From this perspective, when we're stuck in our own growth, it affects everyone around us. Conversely, when we flourish authentically, we create space for others to flourish too. This is the foundation for a more interconnected way of assessing your professional contribution This is where the Human Potential Meter becomes invaluable, not just as a team assessment tool, but as a personal compass for discovering how your individual contribution can elevate both yourself and your workplace community. The Human Potential Meter maps professional contribution across 10 levels, organized into three zones that reflect different states of Ubuntu connection: Friction Zone (Levels 1-4): Where Ubuntu is disrupted and your energy drains the collective rather than contributing to it Drift Zone (Levels 5-7): Where Ubuntu is partial and you care about the team but haven't discovered your authentic contribution to collective success Contribution Zone (Levels 8-10): Where Ubuntu comes alive and your individual flourishing creates space for everyone around you to flourish The beauty of this Ubuntu-based framework? It's not about judgment; it’s about clarity and connection. Every level is a valid starting point for growth toward collective flourishing. Sarah's Ubuntu Discovery Back to Sarah's story. When she took the Self Progression Scan (a personalized assessment based on the Human Potential Meter), she discovered something both humbling and empowering. "I scored as a Level 6," Sarah later shared. "Reliable Helper. The description was spot-on: 'Consistent, likable, wants to contribute, but needs guidance for ownership.'" Instead of feeling defeated, Sarah felt energized. Finally, she had language for what she was experiencing, and more importantly, she understood how her current state was affecting not just her, but her entire team. "I realized I was waiting for permission to lead instead of just... leading. Ubuntu taught me that when…

0 commentaire

29 août 2025

Fin du contenu

Aucune page supplémentaire à charger

Articles plus anciens

Don't miss tips!