Problem: Old ways of working make people think that working extra hours and doing too many tasks is the only way to succeed, which ends up tiring everyone and slowing down progress.
Solution: We can fix this by working in small, focused teams, cutting out extra busy work, and protecting our time so we only do what really matters.
Traditional approaches to productivity are fundamentally broken. This is a blueprint for creating a high-velocity team that challenges conventional wisdom.
The foundational premise is radical yet simple: treat your organization like a living, iterative product. Just as product designers meticulously analyze user experience, leaders must critically examine how employees actually "use" the organization.
This means relentlessly questioning existing processes, identifying inefficiencies, and being willing to deconstruct and rebuild organizational habits that no longer serve the team's core objectives.
Avoid Hustle Culture
We must fundamentally reject the toxic hustle culture that equates long hours with dedication. 40-hour work weeks—or even 32-hour weeks—can produce extraordinary results. The key is not time spent, but intentional, focused work. Extended hours are not a badge of honor, but a clear signal of poor planning, inadequate prioritization, or systemic inefficiencies.
Protect Time
Protecting employees' time isn't just a nice-to-have; it's a critical strategic advantage. This means:
- Ruthlessly eliminating unnecessary meetings
- Implementing "Office Hours" for experts to answer questions without constant interruption.
- Prioritizing asynchronous communication over real-time disruptions.
- Creating deliberate barriers against constant notifications and unplanned interactions.
Small Team Size
Team size is a critical lever of efficiency. Projects should be handled by small teams, which naturally simplifies communication, reduces complexity, and maintains razor-sharp focus.
Be Suspicious of Best Practices
Challenge fundamental "best practices" that large corporations consider sacrosanct. What works for massive organizations often fails for smaller, more agile teams. Design and develop unique processes that align precisely with your organization's specific needs and employee capabilities.
Know When to Stop
Overdoing or perpetually perfecting tasks leads to unnecessary stress and wasted resources. The goal is to do just enough to meet objectives without falling into the trap of diminishing returns.
Instead of continuously adding tasks, the focus shifts to elimination—ruthlessly cutting unnecessary work to create a lighter, more manageable workload.