This Economist article struck me, and I’m sure it’s striking you.
We are all so incredibly busy – especially as we work to close out this year and prepare for the one ahead - and it seems like the pile keeps getting higher and higher. So, I asked myself - as a leader - am I better at adding or subtracting? Hmmm. I'm not sure I liked my honest answer.
The reality is that when you have high performers, you sometimes need to turn to them to do additional things because you trust them so much. But there is a difference between the valuable new ask or project and the one that should be killed. Is the task you're adding the person's plate their best and highest use? Is it a nice add or a necessary one? That’s really the question.
Image: Ryan Gillet
Another important question to consider is whether we’re making people participate in too much in the name of culture. I suspect at most companies the answer is yes, which is why it’s always worth looking at whether there are easy places to reduce.
It strikes me that the goal of assigning work should be what I call ADDING WITH ALIGNMENT. Make sure your bosses and employees are aligned that the add is a mission critical meeting, activity, or task.
It’s even better if there is a "win-win" to the new task or activity; that’s the holy grail. Giving someone something new that contributes to their professional development and also helps the organization should be a primary objective. For example, asking an ambitious person who loves travel to help us open our new Abu Dhabi office and manage the process is a win-win. The firm gets what it needs, and the person gets the cultural, travel, and professional development experience of a lifetime.
This is also a place where AI will help us tremendously. We will be able to subtract work and routine tasks by asking AI “co-pilots” to pitch in. AI might replace some jobs, but it will also decimate the part of the work pile that is less meaningful and mission critical.
I have already started thinking about how I can subtract less meaningful work from my partners and employees and have started with some big and little things. It's also helpful when people are brave enough to tell the boss that the addition isn't their best and highest use – or, even better, offer another solution. For example, a new assistant joined us this week. She looked at the pile of responsibilities and shuddered. We had an open, honest discussion about what is the most critical part of the job. We both decided it was staying on top of my crazy, ever-changing daily calendar.
Then, we both identified tasks and projects that are important to the company but can be handled elsewhere. We re-assigned three things that day to other people who would see the work as a positive challenge and an opportunity to work directly with me (some people actually see that as a perk).
Essentially, we aligned the interests of my new assistant, the firm, and the employees that would take on the tasks we reduced from the assistant’s workload. I felt really good about the solutions, and I know she appreciated being able to get up to speed and focus on the most critical part of the job.
As 2024 approaches and all leaders think about what they will do differently, the "Minus Mindset" and "Adding with Alignment" will be squarely on my mind. I hope you all kill something from your personal workloads too. Consider it a holiday gift to both yourself and your employer.
Follow Jen's Leading in Volatile Times Newsletter on LinkedIn.