Storytime: Back in the day, I regularly ran training sessions for my coworkers and updated them on various procedures and products. There was one coworker, we’ll call him John, who, literally (and yes, I do mean literally), at every training session, would zero in on and ask about a specific step in the process and why we were doing it. Every, single time, he spotted the unnecessary steps that were just busy work with no value-add. I was both impressed and mystified by his ability to hone in on, and call out, extraneous work. John was the epitome of a smart, lazy worker.
Such workers can be nightmares for a manager. Not only viewed as lazy and possibly apathetic, they question everything. Directing them and having them fit smoothly in the workplace can be challenging. Their habit of questioning systems and cutting corners makes them a disruptive cog in the mechanics of the workplace. But that’s because these workers are meant to be disruptors, not cogs. And when not just individuals, but entire workplaces, can lean into that philosophy, we can create adaptive and balanced businesses.
Shift the Mindset
As Adam Grant says about leading with authenticity, we need to act like scientists. Too often, we want those around us to just go with the flow and accept the established systems in our workplace. It is annoying when someone disrupts the routine to question accepted systems. It is easier if we all go with the flow, but… it is not more effective. As a whole workplace, we need to shift into a scientist mindset. If John was at a workplace that had a scientific mindset, then when he questioned the busy work, changes could be made. People wouldn’t groan when John spoke up. His contributions wouldn’t be viewed as a waste of everyone’s time; rather, each question would be seen as an opportunity to create more effective methods, which would return stolen time. Employees could invest their time more effectively. Company money wouldn’t be wasted. We should all be willing to take a step back and critically evaluate the efficiency of our current methods. Look for potential bottlenecks, redundancies, or outdated practices that hinder progress. This mindset will help us identify areas where strategic changes can lead to significant improvements.
Learn to Question
Unfortunately, Adam Grant saying, “Think like a scientist!” does not automatically make it so. At many organizations, we have cultivated a lemming status where we pride ourselves on our ability to follow our orders. So let’s take a crash course together on the types of questions we can ask as we try to get those scientific goggles to fit us properly:
- What are the current systems and processes in place, and do they align with our goals?
- What aspects of the system are hindering efficiency or causing bottlenecks?
- Are there any redundant or unnecessary steps that can be eliminated?
- What are the underlying dynamics and hierarchies within the system?
- How do different components of the system interact with one another?
- What are the key leverage points within the system that can drive significant improvements?
- Which tasks contribute the most value to the organization’s goals?
- Can any tasks be eliminated, delegated or automated to optimize productivity?
- How can I ensure that I am focusing my time and energy on high-impact activities?
- Which repetitive or time-consuming tasks can be automated using technology?
- How can I simplify complex workflows and eliminate unnecessary steps?
- Are there tools or software available that can streamline our work processes?
Don’t Forget the Lazy Part
We do not find shortcuts, only to create more time to plug back into work. We do our job, and we do it well. And, also, we take a break. Smart, lazy leaders understand that sustainable productivity stems from maintaining a healthy work-life balance. Recognize the importance of taking breaks, recharging and engaging in activities outside of work. Studies show that by giving yourself time to relax and rejuvenate, you will enhance your creativity, problem-solving abilities, and overall effectiveness as a leader. So avoid the burnout trap by setting boundaries and ensuring a harmonious integration of work and personal life.
Smart, lazy workers do not make assumptions or simply accept what they are told, and if we created more space in our workplaces for that kind of thinking, we would be better for it. Again, these are our disruptors. We praise disruptors as they re-imagine our field, but hush them when they interrupt our training session. But we need more of these questions in our day-to-day workplace. Be smart. Be lazy. With those two attributes, we can create change and remain resilient.
