Most companies are riddled with inefficiencies. This may sound harsh, but it's a reality that many organizations face, often without even realizing it. These inefficiencies are embedded in company culture, driven by a fear of failure and a tendency to maintain the status quo.
But what if we could take a different approach? Instead of accepting inefficiency as inevitable, we could initiate cultural and structural changes that foster efficiency and accountability. This path is not easy—it requires challenging established norms, questioning conventional practices, and potentially upsetting those who are resistant to change. However, for those willing to lead this transformation, the potential rewards are enormous.
Why Inefficiency Persists
1. Status Quo Bias
"No one gets fired for doing what we've always done." This phrase captures the essence of why inefficiency persists. Organizations often reward those who play it safe, while discouraging calculated risk-taking—even if it's well-considered. Comfort is prioritized over progress, which prevents meaningful growth.
"No one gets fired for doing what we've always done." This phrase captures the essence of why inefficiency persists. Organizations often reward those who play it safe, while discouraging calculated risk-taking—even if it's well-considered. Comfort is prioritized over progress, which prevents meaningful growth.
2. Middle Managers and Status Games
Middle managers sometimes spend more energy navigating internal politics than leading their teams. Instead of inspiring their teams, they focus on maintaining appearances and playing office politics. This behavior stifles creativity, turning the workplace into a competitive environment focused on personal advancement rather than growth and achievement.
Middle managers sometimes spend more energy navigating internal politics than leading their teams. Instead of inspiring their teams, they focus on maintaining appearances and playing office politics. This behavior stifles creativity, turning the workplace into a competitive environment focused on personal advancement rather than growth and achievement.
3. The Meeting Problem
Countless hours are wasted in unnecessary meetings that involve everyone who "might" need to be there. These meetings rarely serve to make efficient decisions or move initiatives forward. Instead, they often serve to dilute responsibility, allowing nonproductive individuals to appear busy while holding back those who could drive progress. Meetings should have a clear purpose—to facilitate decisions and push initiatives forward—not serve as exercises in maintaining the illusion of action.
Countless hours are wasted in unnecessary meetings that involve everyone who "might" need to be there. These meetings rarely serve to make efficient decisions or move initiatives forward. Instead, they often serve to dilute responsibility, allowing nonproductive individuals to appear busy while holding back those who could drive progress. Meetings should have a clear purpose—to facilitate decisions and push initiatives forward—not serve as exercises in maintaining the illusion of action.
Process vs. Results-Oriented Culture
Process-oriented cultures are designed to avoid accountability, where success is measured by adherence to procedure rather than by outcomes. These environments make failure a collective burden, ensuring that no one individual is held fully responsible.
In contrast, results-oriented cultures focus on meaningful outcomes. They empower individuals to take calculated risks and learn from their mistakes. These cultures prioritize impact over adherence to rigid processes. Real progress comes from relentlessly pursuing success—not by avoiding failure, but by striving for impactful results.
Creating a Culture of Accountability
1. Ownership and Accountability
Every action, decision, and product must be tied to a specific individual. When ownership is clear, accountability naturally follows. People are motivated when they know they are responsible for an outcome. This drives them to put forth their best effort, take pride in their work, and exceed expectations.
Every action, decision, and product must be tied to a specific individual. When ownership is clear, accountability naturally follows. People are motivated when they know they are responsible for an outcome. This drives them to put forth their best effort, take pride in their work, and exceed expectations.
2. Reforming Meeting Culture
Imagine a meeting culture where attendance is optional, and participants are free to leave if their presence isn't adding value. This "walk-out freedom" fosters efficient, focused discussions rather than lengthy, unproductive sessions. Meetings should exist to drive decisions and progress, not to create the appearance of consensus.
Imagine a meeting culture where attendance is optional, and participants are free to leave if their presence isn't adding value. This "walk-out freedom" fosters efficient, focused discussions rather than lengthy, unproductive sessions. Meetings should exist to drive decisions and progress, not to create the appearance of consensus.
3. Eliminating Roles Without Purpose
Roles that don’t directly contribute to meaningful outcomes must be re-evaluated. This includes positions that focus on 'work about the work'—those involved primarily in managing bureaucracy, maintaining appearances, or creating processes that do not add tangible value. These roles often become a drain on resources by adding unnecessary layers of administration or complexity without contributing to meaningful outcomes. This doesn’t mean punishing those who take reasonable risks and fail—it means celebrating those who learn from failure and rewarding meaningful progress. Instead of retaining roles that exist only for the sake of procedure, organizations should refocus efforts on roles that directly drive impact and create value.
Roles that don’t directly contribute to meaningful outcomes must be re-evaluated. This includes positions that focus on 'work about the work'—those involved primarily in managing bureaucracy, maintaining appearances, or creating processes that do not add tangible value. These roles often become a drain on resources by adding unnecessary layers of administration or complexity without contributing to meaningful outcomes. This doesn’t mean punishing those who take reasonable risks and fail—it means celebrating those who learn from failure and rewarding meaningful progress. Instead of retaining roles that exist only for the sake of procedure, organizations should refocus efforts on roles that directly drive impact and create value.
Reforming Hiring and Empowering Teams
1. Limit HR's Role in Hiring
HR should manage administrative tasks like payroll, benefits, and paperwork—not drive hiring decisions. The responsibility for hiring should lie with those who directly oversee team success. Team leaders, who understand the skills, attitudes, and drive required for success, should have the authority to choose who joins their teams.
HR should manage administrative tasks like payroll, benefits, and paperwork—not drive hiring decisions. The responsibility for hiring should lie with those who directly oversee team success. Team leaders, who understand the skills, attitudes, and drive required for success, should have the authority to choose who joins their teams.
2. Empower the Core Product Team
In a product-driven organization, the core product team—Product Managers, Designers, and Engineers—should hold significant decision-making power. These individuals are the ones who create value. Too often, decision-making power is given to departments like sales, marketing, or accounting, which do not directly contribute to value creation. Empowering the product team ensures a focus on generating true value.
In a product-driven organization, the core product team—Product Managers, Designers, and Engineers—should hold significant decision-making power. These individuals are the ones who create value. Too often, decision-making power is given to departments like sales, marketing, or accounting, which do not directly contribute to value creation. Empowering the product team ensures a focus on generating true value.
Empowering the Product Trio
The product trio—Product Managers, Designers, and Engineers—are often direct, focused, and uninterested in office politics. Their work is what drives progress, and their loyalty stems from being given the space to do meaningful work.
- Shield from Office Politics: Product professionals need to be shielded from unnecessary office politics and busywork. Their focus should be on what truly matters—creating value and driving progress.
- Fair Treatment: Fairness in pay, benefits, and expectations is crucial. These individuals create immense value, and they deserve compensation that reflects their contributions.
- Provide Meaningful Challenges: The product trio thrives when faced with meaningful challenges that make a real difference. Assign them work that matters, and they will achieve extraordinary results.
Inspiration Through Action
Building a successful and efficient company requires inspiration through action. Words and motivational speeches are nice, but they cannot substitute for meaningful action. When leaders demonstrate genuine care for the work and make tough decisions, their teams will follow. Employees will work harder, collaborate more effectively, and prioritize the team's goals over individual ambitions.
True inspiration drives people to set ambitious goals, work together to solve problems, and treat their colleagues as trusted allies.
TL;DR
We need a different type of leadership—one that confronts inefficiency, drives accountability, and ignites passion. If you want to build a great organization, lead through action. Do meaningful work, and do it with genuine care. Cultivate a culture where people feel proud of their work, take accountability, and stay focused on achieving impactful results.
This is how we replace inefficiency with accountability, excellence, and real progress.