Our society values more. We are constantly pushed in our careers to gain more responsibility. Commercials continually encourage us to buy more stuff. Having more to do than can be ever be done is seen as a sign of success. However, having more is only good up to a point. After that, having more is actually an impediment to happy and productive life.
Jason Fried and David Heinemeier Hansson, co-founders of Basecamp, wrote about this in their book, It Doesn’t Have to be Crazy at Work. They set out to make their company the opposite of how most technology companies operate. No 60-80 hour weeks; no endless meetings; no pressure to perform every day. One of their fundamental operating principles is that having less to do is better than more. As they wrote on page 172-3 of their book:
Management scholar Peter Drucker nailed it decades ago when he said, “There is thing so useless as doing efficiently that which should not be done at all!” Bam!
At Basecamp we’ve become ruthless about eliminating either work that doesn’t need to be done or work we don’t want to do.
I have recently appreciated that eliminating extra items from my work life is the best way to become productive. Just as it is easier to juggle one ball instead of ten, having only a few top projects is easier to manage than dozens of low value projects. I often think back to a conversation with Pat Losinski, CEO of the Columbus Metropolitan Library. When I asked him for advice on being a Library Director, one thing he shared was, “Focus only on what the Director can do.” By that he meant don’t get caught up doing work that other people could perform. Do only the things that are your own responsibility, then delegate or eliminate everything else.
To that end, how can you find ways to purge your workload? After all, the less you have to do, the better you will do what you are doing.