Here's the thing: even though leaders, through the pure definition of leadership, should strive to be at the top of their game and set a good example for the team, the awful fact is.. .we all have bad days. Maybe that flu bug everyone has been talking about but you've avoided because you are, after all, the man/woman or steel. . .has finally gotten you. Maybe you haven't had enough sleep in, say, three years or so. It's even entirely possible that you've hit your quota of "stupid things that people do" and just need to go into a cave.
You are allowed.
First of all, a day away from the office may be a really good thing. . .not just for you, but for your team as well. The adage of "absence makes the heart grow fonder" is true (if you're a decent human being and I prefer to think most are). Moreover, if people are getting gritchy (combination of grouchy and emotionally itchy) at the office, a little respite is in order. Yes, you are allowed that.
Then there are times that, no matter what, it isn't possible to step away from the office. That meeting that has been on the books for three months is happening. You are at month-end reconciliation. You're short a team member of two. Here are a few ideas on how to get through it.
Be honest. . .with yourself and with others. It's not a bad thing to say, "Hey, not at the top of my game today, so if I don't seem like my usual self, don't take it personally." This sets the stage for your team. Since you are the leader, they tend to take everything you do personally - give them the information, and a pass, that it's not your best day and they shouldn't take it personally. This type of messaging also takes the pressure off you so you're not trying to hold up a facade when you really don't feel like it.
This may not be the best day for big decisions. On days when I'm feeling "under the weather" I'm not going to make personnel decisions, or make significant changes in strategy. . .or maybe even try to decide what to make for dinner. For me, it's a great day to do spread sheets, basic analytical work, clean out files, shut myself in a quiet space and be introspective about the business or perhaps visit the field. Pick stuff to do that does not require your natural charisma - pick things that allow you to be present and productive.
This may not be the best day for weighty team discussions. As mentioned earlier, your team is often dependent on you to set the mood and they do take what you do personally. Don't exacerbate what might be a touchy situation by trying to address it when you're not at your best. But, it may be a good day to have lighter, interpersonal conversations that build stronger working foundations.
Don't be afraid to move the schedule around. Someone in your office owns your schedule. . .and that would be you. If you need to move a meeting or appointment, and not too many people are inconvenienced - do it already. You will have a better result at a later time.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," a book about practical leadership. It is available for e-readers, tablets, PCs and Apple products from Amazon Kindle.
http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=books&ie=UTF8&qid=1369263671&sr=1-1&keywords=courageous+questions%2C+confident+leaders
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