The Hidden ‘Second Job’ of Managing Directors, According to Leanne Bridges

In a recent LinkedIn post, Leanne Bridges highlights a common yet often overlooked time drain experienced by many Managing Directors (MDs). Bridges argues that a significant portion of an MD’s week is unknowingly consumed by tasks that should be handled by their teams, effectively amounting to a ‘second job’ that they are paying others to perform.

The Deceptive Nature of ‘Small’ Tasks

Bridges points out that this time is not lost in large, dedicated blocks but rather in fragmented moments throughout the week. These seemingly minor interruptions, she contends, accumulate to a substantial loss of productive time. She elaborates on the nature of these tasks, stating:

“The job that needed a decision, and got held up until you noticed. The problem you dealt with between the sales and project team. The client call you took because nobody else could sort it.”

According to Bridges, these are not the core responsibilities of a Managing Director. They represent tasks that have fallen through the cracks or been escalated unnecessarily, pulling the MD away from strategic work.

Why MDs Fall into This Trap

The underlying reason MDs often take on these extraneous tasks, as Bridges explains, is efficiency. It can often feel quicker for the MD to resolve an issue themselves rather than to delegate, follow up, or train a team member. This approach, however, creates a detrimental cycle.

The Cost of ‘Quicker’ Solutions

Bridges emphasizes the long-term cost of this immediate-fix mentality. By handling tasks that belong to their teams, MDs not only lose valuable time but also miss opportunities to empower their staff and develop their capabilities. She writes:

“None of that is your job. It’s theirs. But these things end up back with you anyway, and you sort them because it’s quicker.”

This reliance on the MD to solve problems can stifle team autonomy and create bottlenecks. Bridges suggests that what appears to be a time-saving measure is, in reality, a significant drain on both the MD’s potential and the team’s growth.

Reclaiming Management Time

The core message from Bridges’s post is a call for MDs to re-evaluate their daily activities and delegate effectively. By identifying and redirecting these ‘hidden’ tasks back to the appropriate team members, MDs can reclaim a substantial amount of their week. As Bridges notes:

“Most MDs I meet do a whole day a week of work they pay someone else to do.”

This perspective challenges MDs to consider the true cost of unresolved delegation and to invest time in building stronger, more autonomous teams. The insights shared by Bridges offer a practical framework for leaders seeking to optimize their time and foster greater accountability within their organizations.