Stop Firefighting with Barbara Nixon

🔥 Ever feel like you’re constantly putting out fires in your business? Like every single day you're running from one crisis to the next, barely finding time to breathe—let alone think about the bigger picture? 😫 Trust me, I’ve been there. And if you’re a construction business owner trying to scale, you probably know this feeling all too well. 🚧

In this episode, Greg Wilkes and Barbara Nixon, author of The Boss Hat 🎩 and leadership coach, dive deep into this exact struggle. You know the one—where you're wearing all the hats, doing everything yourself, and feeling like you're the only one who can. 🧢 It’s a common trap, but it’s also one that’s keeping you from hitting those ambitious growth targets 📈.

Barbara lays out some hard truths 💥 about why this happens and—more importantly—how to break free from it. She gets real about the cost of constantly “firefighting” 🔥 and shows how empowering your team 💪 to take on responsibility can free you up for the high-impact tasks that actually drive growth 🚀. It’s about stepping back, not stepping away, and finally making the space to lead your business instead of being trapped in the day-to-day grind 🛠️.

If you’re serious about scaling your company 🏗️ and stepping into the role of a true leader, this episode is packed with actionable insights 💡 you don’t want to miss. You’ll walk away with a clear roadmap on how to empower your team, refocus on the bigger vision 🎯, and stop getting bogged down by the little fires 🔥.

🚨 If you’ve ever felt like your business is running you instead of the other way around, it’s time to get out of firefighting mode and step into your role as the leader 🦸‍♂️. Tune in, take notes, and get ready to scale.

Links:
See the episode here:
https://developcoaching.co.uk/podcast/stop-firefighting-with-barbara-nixon/

🎧 Listen to more episodes here: https://developcoaching.co.uk/construction-podcast/

Website: www.barbaranixon.co.uk

Linkedin: https://www.linkedin.com/in/barbaranixon1/

The Confident Leaders Scorecard: https://barbara-dn4exwq0.scoreapp.com

https://developcoaching.co.uk

For more episode please visit:
https://developcoaching.co.uk/construction-podcast/

If you'd like to discuss fast-tracking your results, book in a free call - https://www.developcoaching.co.uk/schedule/

If you'd like help growing your business join my private Facebook group - https://m.facebook.com/groups/constructiontradesaccelerator

Transcript

Greg: [00:00:00] So are you sick of firefighting in your business and being stuck among the weeds? What do we mean by that? What does firefighting mean? Well, does it seem like you're doing everything? And is everyone throwing everything upon you so that they can't do anything themselves? They're always relying on you to sort things out.

Well, if that's the case, as it is for so many construction business owners, you're really going to enjoy this podcast with my guest Barbara Nixon. She is an author, having written a book called The Boss Hat: How to Become a Better Leader. Barbara is a leadership development coach, and she really has a passion for helping leaders overcome the common pitfalls, like firefighting. She's also been featured on BBC Woman’s Hour. So I think you're going to find this podcast really interesting. If you want to get out of firefighting and become a better leader, this is the podcast for you.

So let's have a listen.

Greg: Barbara, great to have you on the show.

Barbara: I'm really excited to be here. Thanks for having me, Greg.

Greg: Appreciate you joining us. So, really interesting subject that we're going to be discussing today, because I think this is going to [00:01:00] resonate with so many construction business owners. And that's the problem of firefighting in business.

What a problem that is for not just construction business owners but all industries. People get stuck doing things that they don’t want to be doing. So, we’re going to delve into what that is and how we can overcome it. But first of all, let’s learn a little bit about you, Barbara. Tell us what you’re currently working on and what got you into this.

Barbara: Yeah, so I am a success and leadership coach. I work with executives, managing directors, and business leaders, and I’ve been in the people development and leadership space for, oh, I think it’s about 27 years now. So, nearly three decades, pretty much all of my career. One thing that I support them with is to help them do exactly what we’ve been talking about—get out of the weeds, sidestep things like self-doubt, fear of failure, or anything that really stops them from achieving the results they want. And by results, I mean both in and out of work because I’m a big believer in how you do one thing is how you do everything. Sometimes what happens at work has a ripple effect and can really affect how you manage your life outside of work and your relationships as well.

So, yeah, I’ve been in this space for nearly three decades and I’ve seen so many leaders fall into this trap of just getting stuck in the weeds. It feels like you’re treading water, always having to be available, and it can feel like you just can’t get out of it. So, that’s really where I’ve focused my attention. [00:03:00]

Greg: Yeah, great. So, let’s just dive into that to make sure we’re talking about a subject that everyone can relate to. What does it mean to be stuck in the weeds and firefighting? What are the typical scenarios that happen to a business owner?

Barbara: Oh geez, so many. It can be feeling like you’re available all the time. Often what happens is I see business leaders who have grown their business to a level where they now have a team, but they’re still trying to manage it the way they did when they first started. So, they’re rolling their sleeves up, getting stuck in, being the person that has to solve the problems. That’s great when you first start your business because, obviously, there’s no way around that. It’s only you or just a very small number of people. But as your business expands, if you don’t shift those habits, they can continue. You can inadvertently train your team to rely on you to be the “fix-it” person, the go-to person. You can end up being 24/7, literally. I’ve seen that happen. You can end up being in all the meetings and the person who solves all the problems.

Although that’s great to start with and you think you’re helping people—that it’s your job, your role, and everything revolves around you—what it actually does is have a massive effect on you. You can’t sustain that because you’re not a robot, just a person. It can also limit the growth of your business because you’ve no time to focus on the things that will really move the needle. And you’re surrounded by a team that’s probably quite disempowered because they’re capable—you’ve hired them for a reason—but they’re in this habit, this mentality of thinking, “I’ve got to go speak to you, I’ve got to run things past you,” and it affects their confidence and your retention—you could potentially start losing really good people. [00:05:00]

Greg: Yeah, really interesting. I can really relate to this because I remember doing an apprenticeship with my dad in construction. He was a real grafter, a real worker, but if anyone didn’t do something the right way or they were being lazy or too slow, he’d jump in and say, “No, this is how you do it.” He’d push them out of the way and get it done himself, almost to prove, “This is how quick you should do it, and this is how you should do it because I know best.” In the end, you just know that he’s going to do it better than you, so you let him step in.

I can see how that affected the way I became a leader and a manager when I started running my businesses. I had a similar attitude—“Let me just show you how to do this.” One of the dangers for many construction business owners is you can become a little controlling and micromanaging because it’s your baby and you want it done the right way. You end up doing everything, and it’s so dangerous going forward.

Let’s talk about the dangers of that. If someone’s listening to this podcast and thinks, “Yeah, that’s me. I’m firefighting,” what does it say about them as a leader? What areas of their personality or leadership skills should they start working on?

Barbara: First of all, if you’re listening and can resonate, give yourself some grace. It means you’ve grown your business to a different level, which is great, and you’re just trying to grow your business and lead in a way that you think is right. There’s nothing wrong with that mentality. However, it’s a big signpost that things need to change because you can’t carry on this way.

The dangers? Well, like I said, it affects your team, your health, and your personal life. I’ve worked with people who’ve said, “I know I’m doing this for the right reasons, but I haven’t hung out with my kids, I haven’t gone out with my partner, I haven’t seen my friends, and I haven’t done anything where I can switch off. I’m starting to flag.” And that feeds back into their business because they’re not inspired anymore and they’re starting to fall out of love with it. You can’t grow from that place. There’s no growth when you’re stuck there. The only way out is to step back. I’m not talking about exiting the business, just stepping back to elevate yourself, so you can see things from a different perspective.

Greg: Yeah, that’s a great point. So, let’s imagine someone’s listening to this, they realize they have a problem, and they want to fix it. What do you encourage them to do? What are the next steps to becoming a better leader and stepping back from firefighting?

Barbara: The first step is finding a pocket of air, and this is probably the hardest part because you’re fighting against a habit. Your business is your baby, and you’ve been ingrained in it, so stepping back feels uncomfortable. It’s like, “Can I really trust my team? Do they know what they’re doing?” Deep down, you know they do. But finding that pocket of air helps you get out of the hamster wheel.

By “pocket of air,” I mean a time that’s just for you. Whether it’s going for a run or sitting down with a coffee to people-watch, it doesn’t matter. Find your thing. Many people say, “But my diary’s chock-a-block!” Scroll forward in your diary, find the next empty space, and book a meeting with yourself. Make it a recurring meeting. That’s your pocket of air. When my clients do this, they resist it at first, but then they go, “Wow, why didn’t I do this earlier?” It gives you the clarity to think differently. You can start reflecting on your business, planning, or thinking strategically. The ideas will come, but they can’t while you’re clogged up with other things. So, that’s the first step—find that pocket of air.

Greg: That’s such a good suggestion. I think the initial resistance is, “I’ve got no time,” but you’ll find something in your diary in a couple of weeks. So, that’s really valuable. How often should this be done, and for how long? Should it be every day? Five minutes? An hour?

Barbara: Great questions. I’d say make it a non-negotiable every day. You’re the business leader—if you’ve got big ambitions and you want your business to grow, you deserve that time to reset. It doesn’t have to be long—it could be 30 minutes. The first thing you do in the day could be your pocket of air. Get into the habit, and over time, make it more meaningful. Start doing something for your business after that time, asking yourself, “What do I need to focus on that will move the needle?” So many people have long to-do lists, but there are things on there that could really catapult the business forward that they’re not doing because they’re busy with the small stuff.

Greg: Yeah, I love that. Giving a bit of structure to that pocket of air is important, so it doesn’t just turn into aimless sitting. You can focus on what will move the needle forward in your business.

Barbara: Exactly, and that’s why you do something for yourself first, like go for a run. Then when you come back and you’re sitting down, ask yourself, “What’s going to move the needle for me today?” It’s often the thing you’ve been putting off, and it’ll take a bit of time. These aren’t two-minute jobs, but starting them can shift your business forward.

Greg: Yeah, I think once you start and the momentum builds, it’s easier to stay on track, especially if you review your progress daily. So, we’ve created the pocket of air, got some clarity—what’s next?

Barbara: Now, it’s about changing your habits with your team. Historically, you’ve been involved in everything, so your team has gotten used to coming to you for every little problem. Now, you need to start nudging back and being more discerning about what you get involved in. It might be worth having a conversation with your team to realign expectations, like, “I don’t need to be in this meeting, you can handle it.” Start pausing before jumping into things.

Greg: This is such a good point. In my business, when I started doing this, I realized I wasn’t needed as much as I thought. My team could handle things fine. Sometimes it’s in our heads that we’re needed, when we’re not.

Barbara: Exactly. We kid ourselves that we’re needed. When we realize our team is capable, we might even feel a bit lost, thinking, “What’s my job now?” That’s where things get fun because you can focus on really moving your business forward.

Greg: That’s interesting because Tony Robbins talks about this need for significance. Business owners often feel significant because everyone relies on them, but stepping back can affect that sense of significance. Tony suggests finding new ways to fulfill that need for significance outside of firefighting.

Barbara: So true! These internal things can block business growth. If you’re seeking significance in areas that no longer need you, it’s about recognizing your role has changed and finding significance in new areas.

Greg: So, we’ve started to delegate and discern where we’re not needed. Where do we go from here?

Barbara: This is where you start embedding these habits and limiting distractions. Look at your diary and see where you’re getting pulled back into old ways of working. This is often in areas you enjoy but don’t need to be involved in. Once you’ve nailed that, you can make deliberate actions to move the business forward. Ask yourself, “What am I avoiding that will really shift the business forward?” Often, it’s fear of failure that holds us back.

Greg: That’s a great point. Fear of failure is tough to identify on your own. It’s one of those internal struggles we’re not always aware of. That’s where someone like you comes in, right?

Barbara: Absolutely. When you’re in your own business, it’s like you’re in a maze. You’re following the same path every day, making the same decisions. It’s hard to see things differently. But when you work with someone like me, I can get up on the bridge in the middle of the maze and help you see things from a different perspective. That’s gold, really. You can unpick habits you didn’t even realize were holding you back.

Greg: Yeah, for sure. Some people can naturally step back, but most need help. Jocko Willink, a former Navy SEAL, talks about the importance of stepping back in leadership. In the middle of a firefight, he stopped shooting, got up on a hill, and surveyed the situation. His team was confused, but he saw the bigger picture and realized they could flank the enemy. It’s the same in business—we need to step out of the weeds to get the full picture.

Barbara: Exactly, and that’s not easy. It can feel terrifying to step back, especially when there’s so much going on. But by doing that, you can move everything forward.

Greg: So, for those listening who want to analyze what kind of leader they are, do you have any tools or resources to help them?

Barbara: Absolutely. I have a free assessment on my website called the Confident Leader Assessment. It takes two minutes—just 20 yes/no questions—and it’ll show you where you’re at and where you need to focus your attention. It covers things like time, mindset, and work-life balance, which are easy to dismiss but make a massive impact on you and your business. You’ll get a full report with tips on how to move forward.

Greg: That sounds awesome. We’ll put the link to the assessment in the show notes. Barbara, thanks so much for your time today. It’s been a really interesting conversation on leadership and firefighting. I really appreciate you coming on.

Barbara: You’re welcome. Thanks so much, Greg.