Working late ≠ Having an impact

one of the persistent fallacy in teams

ResidualHue has reached a significant milestone this week: 100 Subscribers. While the number might not appear substantial, it feels great to realize that 100 individuals are engaging with my writing and journey. In this week's edition, I delve into one of the prevalent and widespread misconceptions within companies—the notion that working on weekends or late hours equates to creating a significant impact.

With the inception of this newsletter, I am launching a new series of articles tailored for young and aspiring managers and leaders. Throughout this series, I will explore mental models and concepts essential for effective leadership. Without further ado, let's delve into the content of today's article.

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In my role as an engineering leader, I've observed a persistent fallacy that ensnares many emerging managers, leaders, and founders—the notion that toiling longer hours, including weekends, translates to a greater impact on teams and company’s goals. This belief warrants a closer inspection. I, too, once adhered to this notion until a pivotal realisation transformed my perspective.

The Illusion of Hard Work

Like many of you, I was brought up to believe that burning the midnight oil and toiling relentlessly was the key to success. I used to wear my late nights and exhaustion as badges of honor, believing they were a testament to my dedication and commitment to the company. But over time, I've come to realize that this view is incomplete and even misleading.

Within the context of engineering teams, the illusion of hard work must yield to a culture that nurtures discerning problem-solving, perpetual learning, and strategic execution. It's not about clocking endless hours, but rather channeling expertise and energy into projects that genuinely elevate the team's accomplishments.

Consider this: an engineer who crafts an elegant, optimized solution in a fraction of the time may outshine one embroiled in laborious tasks for days without strategic clarity. A whirlwind of activity doesn't necessarily equate to tangible progress unless grounded in a strategic direction and a focus on impactful solutions.

Celebrating Diversity in Engineering Impact

Each engineer possesses a unique blend of skills, problem-solving styles, innovative thinking, and communication approaches. This diversity dismantles the myth of a universal hard work formula. For instance, while one engineer may find rejuvenation in nature or time with loved ones, another might choose to address pending tasks over the weekend. Neither approach is superior, yet the tendency to equate weekend dedication with commitment often persists among leaders and founders.

Navigating the Impact Paradox

In my experience, diverse skills define individuals. One engineer might showcase unwavering focus, dedicating nights to complete tasks, while another demonstrates consistent diligence. These contrasting approaches shape a complex tapestry of skills within a team. But the tendency to glorify one style over the other can inadvertently demoralize and discourage certain team members.

Occasionally, we encounter colleagues who invest boundless hours into their work, yielding inadequate results. It's akin to a treadmill of effort devoid of tangible progress—a scenario I've coined the "Impact Paradox." This quandary arises when energy is misdirected or inefficiencies hinder advancement. Caution is required to prevent falling into a cycle of motion devoid of purpose.

Gauging Success Through Impact

As we challenge the fallacy of "working hard," it's imperative to recalibrate success metrics. Tangible outcomes and the influence of our work should eclipse the focus on hours logged. Guided by a collective mission, let's establish clear goals and ensure every action contributes purposefully.

Keep in mind, success isn't solely measured by hours invested or sleep sacrificed. True triumph materializes when efforts are channeled strategically, fostering innovation and effecting transformation that propels both the team and the company onward.

Actionable Insights for Aspiring Managers

1. Prioritise Impact: Encourage your team to align projects with company objectives. Valuable contributions on critical tasks far outweigh a multitude of mediocre outputs.

2. Work Smart, Not Just Hard: Emphasise efficiency and resourceful time management. Uncover innovative avenues to achieve tasks, harnessing unique strengths. If longer hours become habitual for an individual, explore the rationale. Reevaluate project allocation and normalize such practices without undue glorification.

3. Value Rest and Creativity: Acknowledge the significance of work-life equilibrium. Encourage regular breaks for a rejuvenated mindset that fuels fresh perspectives and nurtures creativity. Encourage the team members to take vacation or to develop habits like hiking, running or what ever interests them.

4. Measure Success by Outcomes: Shift the spotlight from hours invested to tangible achievements. Celebrate milestones that significantly impact the team and the organisation.

5. Lead by Example: As a manager, embody advocated principles. Exhibit a balanced work-life approach and underscore the value of impactful work.

Remember, the path to effective management is an ongoing learning journey. Embrace these principles, fortify your team's potential, and foster a dynamic and motivated work environment that ultimately propels lasting impact.

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