Controversial Leadership Idea: Don’t Do More With Less

Controversial leadership idea: the mantra of “do more with less” is often heralded as a sound business strategy. It encourages efficiency, cost savings, and maximizing resources. However, it is crucial to recognize that this approach has limitations and can lead to diminishing returns if taken to the extreme. As leaders, it is essential to strike a balance between productivity and the well-being of our teams.

Recognizing the Point of Diminishing Returns

While striving for productivity and efficiency is commendable, there comes a point where pushing for more becomes counterproductive. It sounds controversial leadership-wise. However, when individuals are investing excessive personal time and effort to solve system problems, it is a clear sign that we have crossed the line. The toll it takes on our team members’ well-being and work-life balance can be detrimental in the long run.

Distinguishing Surges from Everyday Operations

It is important to differentiate between a surge and everyday operations. A surge represents a temporary increase in workload, often driven by specific circumstances such as a project deadline or an unexpected event. While surges may require additional efforts and resources to tackle, they should not be mistaken for the norm or the standard operating procedure.

Avoiding the Trap of Normalizing Unsustainable Practices

When we blur the lines between surges and everyday operations, we run the risk of normalizing unsustainable practices. It is crucial to acknowledge that surges are temporary by nature. Treating them as the new baseline can lead to exhaustion, burnout, and the illusion that constantly operating at peak levels is sustainable. As leaders, we must be mindful of maintaining a healthy balance between extraordinary efforts during surges and the sustainable pace required for long-term success.

Embracing Servant Leadership

In navigating the challenges of leadership, it is essential to adopt a servant leadership approach. Servant leadership focuses on prioritizing the needs of the team and empowering them to reach their full potential. It involves supporting their well-being, providing the necessary resources, and fostering a culture of collaboration and trust.

Striking a Balance for Sustainable Success

To achieve sustainable success as leaders, it is imperative to strike a balance between maximizing productivity and maintaining the well-being of our teams. Here are some key considerations:

1. Evaluate the Cost-Benefit Ratio: Assess the potential gains and the cost, both in terms of resources and well-being, when pushing for increased productivity. Ensure that the benefits outweigh the drawbacks.
2. Promote Open Communication: Encourage open and honest communication within the team. Regularly check in with team members to identify signs of overload or burnout and address them promptly.
3. Provide Adequate Resources: Equip your team with the necessary tools, technology, and support to effectively manage their workload. Investing in their development and well-being will yield long-term benefits.
4. Delegate and Empower: Delegate responsibilities appropriately, allowing team members to take ownership and contribute their expertise. Empower them to make decisions and trust their abilities.
5. Encourage Work-Life Balance: Emphasize the importance of work-life balance and lead by example. Promote healthy boundaries and encourage time off to recharge and rejuvenate.

As a controversial leadership theory, throwing away the ‘do more with less’ mentality is challenging. By embracing servant leadership and maintaining a balanced approach, we can foster a work environment that promotes productivity, well-being, and sustainable success. Remember, leadership is not solely about achieving immediate results but also about cultivating a culture of long-term growth and fulfillment for our teams.

David Neal

David Neal Is a leader, strategist, founder, project and change manager, as well as a practical consultant for clients such as the ADA NSW, University of Sydney, Australian Defence Force, Prescare, RSL Queensland, MedReleaf, and KPMG. ​He is one of the authors of ‘Growing Good Leaders’ which focuses on developing high performing teams and running projects. He travels throughout Australia and overseas helping others to simplify the complex. His time serving in the military has provided him with vast experience in leadership, complex problem solving, project and risk management. He has chosen mateship, family and helping good people as his path.