The “Chasing” Trap: Leanne Bridges on Why Important Work Waits for Agency Leaders

In a recent LinkedIn post, Leanne Bridges discusses a common yet often unaddressed challenge faced by many Managing Directors (MDs) and agency leaders: the perpetual cycle of operational firefighting that prevents them from focusing on strategic, growth-oriented initiatives. Bridges poses a critical question to prompt reflection: “If your team delivered this week without you chasing a single thing… what would you actually spend your time on?”

This simple yet profound question, according to Bridges, often leads to a moment of quiet introspection among leaders. While the ambition and ideas for future growth are typically present, the immediate demands of day-to-day operations consistently pull them away. Bridges highlights that the list of crucial, forward-thinking tasks – such as nurturing key client relationships, developing new services, or optimizing profitable business areas – often resides “somewhere at the back of their mind. Behind everything else that has to be done first.”

The Time Scarcity Dilemma

Leanne Bridges argues that this lack of time is not a reflection of inefficiency on the part of the leader. “It’s not a lack of ambition. It’s purely a lack of time,” she states. The core issue, as Bridges sees it, is the constant diversion of attention towards urgent operational matters. These can range from resolving immediate client issues to managing internal team needs, all of which demand immediate attention and pull leaders away from the tasks that could drive long-term, sustainable growth.

Bridges elaborates on the consequence of this dynamic: the important work, the strategic initiatives that could transform the business, are perpetually postponed. “Until that changes, the important work waits. And ‘next month’ becomes the answer to everything.” This recurring deferral, she suggests, creates a self-perpetuating cycle where the future-focused work never truly gets the dedicated attention it requires.

Identifying the Bottleneck

According to Bridges, the first step for leaders is to recognize this pattern. The initial question she poses serves as a diagnostic tool. By envisioning a week where operational demands are met by the team, leaders can begin to identify the strategic activities they *would* prioritize. This mental exercise, Bridges implies, helps to surface the latent strategic agenda that is often buried under the weight of daily responsibilities.

Bridges points out that the solutions often lie not in working harder, but in working smarter through delegation and process improvement. The key is to shift the operational burden so that the leader’s time is freed up for higher-value activities. She notes:

“The time isn’t missing because the MD is inefficient, far from it! It’s missing because the day-to-day operational issues keep pulling them back.”

This insight is crucial for agency leaders who are often deeply involved in the execution of client work. While this involvement is valuable, Bridges suggests that a leader’s primary role should evolve towards steering the ship, identifying new opportunities, and ensuring the long-term health and growth of the business. Without this strategic focus, even the most ambitious leaders risk stagnation.

Shifting from Firefighting to Future-Building

Bridges’s post serves as a call to action for leaders to critically assess how their time is being spent. The goal isn’t to eliminate operational involvement entirely, but to create systems and empower teams to handle the day-to-day, thereby carving out dedicated time for strategic planning, innovation, and business development. As Leanne Bridges concludes:

“Most MDs I ask this to go quiet for a moment. Not because they don’t know. The list is usually there.”

The challenge, therefore, is not a lack of vision, but a structural impediment to execution. By acknowledging the reality of operational demands and proactively seeking ways to delegate and optimize, leaders can begin to reclaim their time and invest it in the crucial work that will shape their company’s future.