The Power of Doing Less
In our effort to create positive impact, do more, achieve more, be more, we often find ourselves overwhelmed, staring at to-do lists or action plans that seem ambitious, and at times, unachievable. As I’ve been working with leaders and teams, I've observed a common thread: the intent to maximize productivity and take on more, often leads us away from the most impactful work.
The State of Overcommitment
Recently, I've been reflecting deeply on the concept of doing less. In reviewing my own commitments and those of my clients, I've realized how hard it is to let go. These aren't just random tasks; these are projects and goals we've deemed important. Yet, there’s something we can’t ignore - we simply cannot do everything and still preserve our wellness (as individuals, teams and organizations).
“The most significant challenge of time management is, precisely, our infinite capacity for self-deception. We’d like to think we can somehow bend the rules of a finite universe so that, in some impossible way, they no longer apply to us.” - Oliver Burkeman (Four Thousand Weeks)
Leverage Points in Systems
Donella Meadows, one of my favourite authors on systems thinking, writes beautifully about leverage points within systems (essentially leverage points are places where a small intervention can lead to big changes). She describes how often when we find the right levers for change, we turn them in the wrong direction. Piling on more tasks, more into the action plan, layering in strategy on strategy—all in the mistaken belief that this will lead to greater results. In reality, the lever should often be turned in the opposite direction: doing less, not more. I can hear the critique of doing less ringing in my ears, as part of the myths of capitalism (and philanthrocapitalism for that matter) — words like lazy and urgency are used frequently.
But in reality doing less is about directing energy to what matters most.
This brings me to another brilliant author, adrienne maree brown, who calls for "doing less" – less rigid planning and overcommitment, or being more strategic and intentional with actions. She suggests that by focusing on what is most effective and adaptive, we allow for a more organic, impactful form of growth and change.
“There is such urgency in the multitude of crises we face, it can make it hard to remember that in fact it is urgency thinking that got us here, and that our potential success lies in doing deep, slow, intentional work.” - adrienne maree brown (Emergent Strategy)
Balance isn’t Static
In exploring this topic, I draw parallels with natural systems, in which equilibrium is created through continual adjustment. Balance is such an overused word, I often also use the term equilibrium. Finding equilibrium and maintaining it isn't a static process. Like the natural world around us (and within us), we are constantly in and out of “balance.” An increase in one element often results in a counteraction. For example, too many aphids in the garden might give rise to their natural predator, the ladybug.
Like all living systems, our organizations operate in much the same way, constantly shifting, adjusting, and adapting. We are in a constant state of emergence (as we say in Organizational Relationship and Systems Coaching). In organizations we’re constantly faced with new demands, requests, mandates and re- prioritizing, creating, adjusting, structuring. If finding and maintaining equilibrium means we're constantly re-prioritizing and giving birth to new things, it also means putting things to rest or hospicing.
Leading from Aliveness Requires Hospicing
The term 'hospicing' comes from the work of the Berkana Institute and the 'Two Loops Model,' which explores the dynamics at play when systems undergo transitions. Borrowed from the practice of caring for those critically ill or dying, hospicing, in this context, refers to being with a system (projects, practices, teams, whole organizations and other social systems) intentionally as they end. It emphasizes compassionate support and dignified closure, recognizing that endings are natural and essential phases of the lifecycle of systems.
In many of our lives and organizational systems, however, we don't hospice well. We add more new things and don't let go. It’s hard in most of our systems to acknowledge decay, death, and what needs to pass. This leads to such a state of overwhelm that nothing gets done well, and if it does, it might be at the cost of the well-being of the people involved.
Letting go of projects, dreams, procedures, or goals is a deeply emotional process. Acknowledging this grief is crucial, as it honors the value of what we release and facilitates a deeper relationship with what we choose to pursue. Embracing this dynamic equilibrium—constantly adjusting, just as ecosystems do—allows us to operate in a way that is not only sustainable but also respectful of our capacities and the unpredictability of our lives. This isn’t merely about managing tasks; it’s about leading from aliveness.
Ways to Turn the Lever
How do we begin to turn this lever? There are many angles which we can approach, and as we do know that you’re in good company of others who are also making the journey. Here are some ideas:
Assess Commitments:
Start with a ruthless audit of what’s on our plate (as an individual or team).
A challenge I’ve been throwing out is to literally cut the list in half.
Identify Essentials:
What tasks are truly essential?
What purpose do they serve?
Which ones advance your deepest values and long-term goals?
How do they support the thriving of the human spirit (yours/your team included)?
Grieve:
Create rituals, ceremonies and even games that help create space for letting go.
Acknowledge what you’re letting go of, what has passed, what won’t become.
Make a conscious effort to be aware that any new venture (or even task) will likely require the end of something somewhere in your system.
Create Information Flows:
This isn’t a solo journey. It can be revealing and challenging to show your task list, action plan or priorities to others.
Having coworkers, team members or fresh eyes look at and challenge you related to your focus and what not to do. Practice this regularly, not just one time.
Embrace 'Strategic Neglect':
Learn to intentionally ignore or delay tasks that are low in urgency and importance (as outlined by Steven Covey's four quadrants).
Perspective Shifts:
Ultimately continuous growth is not a personal problem, but a wider myth that is losing its hold.
Finding new myths, stories and paradigms to see the world has a transformative power.
The Power of Intentional Non-Doing
By focusing on less, we open up space for deeper engagement with what matters most. This isn’t just about clearing out a physical to-do list (though that is nice); it’s about recalibrating our energy. The act of not doing—intentionally creating space—allows our visionary capacity to come forward, offering us broader perspective.
“We can’t control systems or figure them out. But we can dance with them!” - Donella Meadows (Thinking in Systems)
Conclusion: A Call to Reflect
I challenge you, as I challenge myself, to look at your commitments.
What would it mean for you to do less? How might it enable more to flourish?
What stories do you tell yourself about your to-do list? What other stories might be true?
What matters most?
As we consider these questions, doing less isn't about inactivity. It's a conscious choice to engage more deeply with what truly matters.
