We’ve all heard (or even said) it before: “I always give 110%!” That’s The 110% Myth. This familiar phrase might sound motivational, but it’s fundamentally flawed. You can’t give more than 100%, and most of us don’t even have that to spare once life’s other demands are factored in. So, let’s dive into a more sustainable truth: if you’ve only got 20% energy left for work, give it your best shot—100% of your 20%.

In today’s hustle culture, there’s immense pressure to burn the candle at both ends. Yet research shows that pushing beyond reasonable limits only leads to burnout, poor productivity, and frustration. As a leader, recognising this can be a game-changer. Instead of squeezing every last ounce of energy from your team, focus on creating an environment that values well-being and real results. Empower your team to work smartly within their limits, fostering both productivity and job satisfaction.

With trials of a four-day week showing promising results, there’s a real chance to rethink productivity metrics. Instead of hours clocked in, let’s focus on outcomes, quality, and impact. This approach not only aligns with evolving work-life expectations but could make adjusting to shorter workweeks far smoother. Embracing this shift may even future-proof your organisation, paving the way for happier, more engaged employees—and better results.

The Beauty of Realistic Expectations

We live in a world where hustle culture is glorified. There’s this idea that if you’re not burning the candle at both ends, you’re not doing enough. But let’s get real. Pushing yourself to give 110% doesn’t just defy logic; it’s unsustainable. It sets you up for burnout, exhaustion, and ultimately, disappointment when you inevitably can’t meet such impossible standards.

In fact, research shows that working excessively long hours can actually decrease productivity. A study by Stanford University found that productivity per hour declines sharply when a person works more than 50 hours a week. Beyond 55 hours, productivity drops so much that putting in any more hours is practically pointless. Meanwhile, those working 70 hours a week achieved little more than those working 55.

Instead, what if you focused on making the most out of the energy you do have? Imagine being fully present and engaged with the 20% you allocate to your work. That’s not just effective; it’s sustainable. It allows you to be your best self, not just at work but in all areas of your life.

Leading with Empathy and Realism

Now, let’s flip the script. As a leader, this is where you come in. Recognising that your team members have lives outside of work is key to fostering a healthy, productive environment. Perhaps since lockdown and the phenomena of T.W.A.T.s (Tuesdays, Wednesdays, and Thursdays in the office), we need to adjust our leadership style and approach to better reflect what was always true: life doesn’t neatly compartmentalise itself into work and personal time.

In fact, with the UK government seriously considering the implementation of a four-day working week—something that will surely spill over into the private sector—we’re witnessing a broader shift in how we view productivity and work-life balance. Trials of the four-day week across the UK have been promising.

One of the largest trials involving 61 companies found that 92% of participating organisations opted to continue with the four-day week after the trial period ended. Not only did employee well-being improve, but company revenues remained steady or even increased for many businesses.

This shift acknowledges what we’ve always known deep down: more hours at work don’t necessarily mean more output. If anything, they might mean less.

Balancing the Debate: The Other Side of the Coin

While the idea of a four-day workweek has garnered much support, it’s important to consider some counterarguments to this trend. Critics often point out that reducing work hours might not be suitable for all industries, particularly those that rely on continuous operations like healthcare or manufacturing. There’s concern that a shorter workweek could lead to increased costs if businesses need to hire more staff or pay overtime to cover reduced hours.

Furthermore, some argue that mandating a four-day week could limit the flexibility businesses need to operate effectively. In a globalised economy, where companies often compete with others in countries with longer work hours, reducing the workweek might put them at a disadvantage. Additionally, not all employees may benefit equally—those eager for career advancement might find fewer opportunities for growth with reduced work hours, impacting their long-term development.

It’s crucial to weigh these perspectives when considering changes to work policies. A one-size-fits-all approach may not work for every business or individual, and flexibility could be key to finding the right balance.

Practical Application: Making the Most of Your Energy

Applying the concept of giving “100% of your 20%” is both realistic and empowering. Here’s how you can start integrating it into your work and personal life:

• Identify Your High-Impact Tasks: Spend a few minutes each morning to pinpoint the 20% of tasks that will yield the most significant results for your day. Aim to give these your focused attention, tackling them during your peak energy times.
• Set Boundaries and Breaks: Recognise that to be effective, you need moments to recharge. Schedule breaks and set clear boundaries around your work hours, even if it’s as simple as blocking out 10-minute “pause” slots in your calendar.
• Use Outcome-Based Goals: Instead of focusing on how much time you’ll spend on a task, set goals based on outcomes. For example, “finish project proposal draft” instead of “work on project for two hours.” This will help you prioritise quality over quantity.
• Align Work with Personal Life: Since energy is finite, balance your work by integrating it with personal commitments. Plan your week to include time for family, health, and hobbies to ensure that work doesn’t dominate your energy reserves.
• Regularly Assess and Adjust: At the end of each week, reflect on what worked well and what didn’t. Did you meet your outcome-based goals? Did you find yourself low on energy at certain times? Adjust your approach as needed to improve week by week.

Trends and Future Outlook: A New Era of Productivity

We’re witnessing a shift in how productivity is defined and measured, with trends suggesting that traditional “more hours equals more output” thinking is giving way to quality-focused, balanced approaches. Here are some developments likely to shape the future:

• Outcome-Based Performance Metrics: Companies are moving from time-based measures to outcome-based metrics, focusing on the value of what’s accomplished rather than the hours spent. This shift aligns with the evolving workplace, where flexibility and results matter more than rigid hours.
• Rise of the Four-Day Workweek: Trials across various industries suggest the four-day workweek could become a new standard. As more companies report stable or increased productivity with this structure, it’s increasingly likely that reduced hours, balanced with high-impact work, will become commonplace.
• Well-Being as a Core Metric: Companies are increasingly recognising employee well-being as integral to productivity. Businesses that prioritise mental health, offer flexible work options, and encourage manageable workloads are attracting and retaining talent, setting a new standard for sustainable work.
• Increased Automation and AI: As automation takes over more repetitive tasks, employees can focus their energy on high-level work requiring critical thinking, creativity, and interpersonal skills. AI tools may even support work-life balance by automating workflows and providing insights into energy-efficient scheduling.
• Flexibility and Hybrid Work Models: With remote work here to stay, organisations are exploring hybrid models and personalising work schedules to match individual productivity patterns. This flexibility enables employees to align work with their energy rhythms, fostering a more balanced approach to output and engagement.

Supporting Insights

1. Stanford University Study on Productivity: John Pencavel’s research shows productivity per hour sharply declines beyond 50 hours of work weekly, emphasising diminishing returns from excessive hours.
2. The Pareto Principle: Richard Koch’s “The 80/20 Principle” explores how 80% of outcomes come from 20% of efforts, a valuable framework for prioritising high-impact tasks.
3. UK Four-Day Workweek Trials: Research from Autonomy and 4 Day Week UK Campaign showed 92% of companies maintained the four-day work model after trial, seeing improved well-being and steady or increased revenue.
4. Work-Life Balance and Job Satisfaction: Research published in Journal of Happiness Studies links balanced workloads to productivity and organisational commitment.
5. Outcome-Based Performance Metrics: As detailed by Harvard Business Review, measuring results rather than hours allows flexibility, aligning with modern productivity needs.

These insights build a case for prioritising well-being, smart energy management, and a focus on outcomes over excessive hours. Embracing these shifts could foster happier, more productive workplaces and sustainable career growth.

Enjoy your weekend, and remember: it’s all about working smart, not hard. And maybe, just maybe, start using that 110% energy to plan your next holiday instead.

References:

• “Working hours and productivity.” The Economist. Available at: The Economist
• “Four-day working week: majority of UK firms in trial extend changes.” The Guardian. Available at: The Guardian

Counterarguments:

• “The Four-Day Week: A Potential Pitfall for Business?” Forbes. Available at: Forbes
• “Productivity and Working Hours: The Case for Caution.” Harvard Business Review. Available at: Harvard Business Review
• “The Economic Impact of a Four-Day Work Week.” Financial Times. Available at: Financial Times

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

Developing a “Tip of the Spear” Approach to HR Leadership

In the corporate world, the phrase “tip of the spear” is a powerful metaphor derived from military terminology. It describes the front line of a military operation, where those involved face the most risk and bear the responsibility for achieving critical objectives. In business, it represents the leading edge of a company’s strategic efforts—those pivotal roles and initiatives that are essential for success and subject to the most intense scrutiny.

For HR leaders, understanding and cultivating the “tip of the spear” within their organisation is essential to driving strategic success, building a resilient workforce, and navigating the complexities of today’s business environment.

The HR Role in Developing ‘Tip of the Spear’ Leaders

Recruiting, developing, and retaining ‘tip of the spear’ leaders is crucial for any organisation striving to maintain a competitive edge and achieve impactful results. These individuals are not only the pioneers in operational execution but also the catalysts for innovation and transformation across the organisation. HR professionals play a pivotal role in identifying and nurturing these leaders, ensuring they are equipped with the skills, mindset, and resources necessary to drive the organisation forward.

At NorthCo, we specialise in recruiting operational management leaders, those at “the tip of the spear.” However, the responsibility of fostering this mindset extends beyond just hiring; it involves creating an organisational culture that promotes and supports these high-impact roles.

Instilling a “Tip of the Spear” Mindset in HR Strategy

For HR leaders, the “tip of the spear” mindset transcends specific actions or strategies—it is a state of mind. This approach involves cultivating leaders who are proactive, strategic, and capable of executing critical tasks with precision. These leaders are adept at anticipating market trends, seizing opportunities, and navigating the complexities of the business landscape.

In short, they are experts in “getting things done,” and HR’s role is to ensure these leaders are strategically placed throughout the organisation, at every level.

The Importance of ‘Tip of the Spear’ Leaders Across All Levels

A common misconception is that ‘tip of the spear’ roles are exclusive to senior executives or top-tier management. In reality, these qualities are vital at all levels of management. Whether it’s a team leader, a mid-level manager, or a department head, having ‘tip of the spear’ individuals throughout the organisational hierarchy ensures agility, innovation, and resilience from the ground up. HR must ensure that leadership development programmes are tailored to cultivate these characteristics across the entire workforce.

Junior Management: The Emerging Leaders

At the junior management level, ‘tip of the spear’ individuals are those who consistently push boundaries and lead their teams to exceed expectations. HR leaders should focus on:

• Initiating Improvements: Encourage junior managers to proactively identify inefficiencies and propose solutions, fostering a culture of continuous improvement.
• Motivating and Mentoring: Support the development of leadership skills in junior managers, helping them inspire their teams and drive high performance.
• Operational Excellence: Ensure that these leaders are equipped with the tactical expertise to maintain smooth operations and swiftly address challenges.

Mid-Level Management: The Strategic Executors

Mid-level managers bridge strategic goals with operational execution, making their roles crucial. HR leaders should prioritise:

• Driving Strategic Initiatives: Provide mid-level managers with the tools and support to translate high-level strategies into actionable plans, ensuring alignment with organisational objectives.
• Fostering Innovation: Cultivate a culture of creativity and experimentation within this group, recognising and rewarding innovative ideas that contribute to growth.
• Enhancing Cross-Functional Collaboration: Facilitate opportunities for collaboration across departments, ensuring cohesive and unified efforts towards common goals.

Senior Management: The Visionary Strategists

Senior management ‘tip of the spear’ leaders shape the company’s direction and inspire the entire organisation. HR’s role includes:

• Setting the Vision: Assist senior leaders in defining and communicating the company’s long-term vision, ensuring alignment across all levels.
• Leading Transformational Change: Equip these leaders with the tools and resources to spearhead initiatives that drive significant growth and innovation.
• Building High-Performing Cultures: Foster a culture of excellence, accountability, and continuous improvement, ensuring that senior leaders can motivate and empower employees.

Crafting Role Profiles to Support ‘Tip of the Spear’ Leadership

To ensure clarity and alignment, HR should utilise a structured approach to role profiles. The MOST format—comprising Mission, Objectives, Strategy, and Tasks—provides a comprehensive framework to define roles, set actionable goals, and enhance organisational productivity.

• Mission: Clearly define the core purpose of each role, ensuring it aligns with the organisation’s vision and values.
• Objectives: Set specific, measurable goals that contribute to broader organisational success, using SMART criteria.
• Strategy: Outline the plan and approach to achieve these objectives, ensuring a coherent and practical pathway.
• Tasks: Define the specific actions required to execute the strategy, providing a clear roadmap for daily responsibilities.

Conclusion: The Strategic Imperative for HR Leaders

For HR professionals, the recruitment and development of ‘tip of the spear’ leaders at all levels is not just a responsibility but a strategic imperative. These leaders are instrumental in driving innovation, executing strategies, and achieving transformative results. By focusing on identifying the right qualities, implementing targeted development programmes, and ensuring effective onboarding, HR can build a cadre of operational leaders who will propel the organisation to new heights of success.

Embrace the challenge of cultivating these exceptional individuals, and your organisation will benefit from their expertise, vision, and leadership.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.

A Void in Leadership is estimated to cost UK business £84 billion annually.

While recent headlines in the UK have been dominated by the new Government’s push to improve productivity, with ministers making high-profile statements, this is not a new phenomenon. Top HR leaders have long been grappling with low productivity, often exacerbated by voids in leadership, and have developed pragmatic strategies to address these gaps.

Despite the buzz around new policies and government initiatives, many businesses have struggled for years to mitigate productivity losses caused by leadership voids. This ongoing challenge highlights the need for the Government to draw inspiration from the approaches of successful business leaders and learn how to tackle productivity issues effectively.

The Financial Impact of Leadership Voids

Decreased Productivity: Leadership voids lead to significant productivity losses. Without effective leadership, teams lack direction, reducing efficiency and output. Research from the Institute of Leadership & Management suggests poor management costs UK businesses up to £84 billion annually. This figure includes losses from decreased productivity, poor decision-making, and lack of strategic direction.

Employee Morale and Engagement: A lack of leadership can lead to low employee morale and engagement. Employees may feel unsupported and uncertain about their roles, leading to increased turnover and absenteeism. The cost of replacing employees can be high, with estimates suggesting that replacing a manager can cost up to £30,000, factoring in recruitment costs, training, and lost productivity during the transition period.

Operational Disruptions: Leadership voids can disrupt daily operations. Decision-making processes slow down, strategic initiatives stall, and the organisation’s overall efficiency suffers. This can result in missed operational and financial opportunities, affecting the bottom line.

Quantifying the Costs

• Lost Productivity: If a leadership void results in just a 2% drop in productivity for a business with an annual revenue of £10 million, the loss would be £200,000 annually.
• Turnover Costs: High turnover rates due to low morale can significantly impact performance. If an organisation has to replace three managers in a year, the cost could be around £90,000 (£30,000 per manager).

Overall Impact

While exact figures can vary, the financial impact of leadership voids is substantial. For medium—to large businesses, this could easily translate into hundreds of thousands, if not millions, of pounds annually. Addressing leadership voids promptly through effective interim management can mitigate these losses and maintain organisational stability.

Understanding the Complexity of Bridging Leadership Voids

HR leaders understand that there is no simple, one-size-fits-all solution to bridging leadership voids. A comprehensive, adaptable, multi-layered approach is required to effectively address the unique challenges each organisation faces. Traditional recruitment firms often fall short in this regard, as they may not possess the specialised expertise needed to navigate the complexities of leadership gaps. Instead, a more nuanced approach is necessary—one that considers the specific needs of the business, the intricacies of the vacant role, and the strategic objectives of the organisation.

The NorthCo Approach to Tackling Leadership Voids

Since 2012, NorthCo has provided Operational Management solutions for businesses where people, specifically management, affect operational productivity and performance. NorthCo’s approach to addressing leadership voids is comprehensive and tailored to each business’s unique needs:

• Headhunting Replacement Managers

NorthCo excels in headhunting skilled and effective managers who can seamlessly fit into the organisational structure and bring immediate value. By identifying candidates with the right experience and leadership qualities, NorthCo ensures that businesses quickly regain direction and momentum.

• Interim Management Solutions

During turbulent trading periods or significant organisational changes, NorthCo provides interim management solutions. These interim leaders are equipped to maintain stability, drive performance, and guide the organisation through transitions, ensuring minimal disruption and sustained productivity.

• Filling Temporary Skills Gaps

For major projects or when specific skills are temporarily unavailable, NorthCo sources professionals to fill these gaps. These individuals bring specialised expertise that ensures projects remain on track and operational goals are achieved without delay.

• Operational Coaching for New Leaders

NorthCo offers operational coaching to new leaders, ensuring they are well-prepared to take on their roles effectively. This coaching focuses on enhancing leadership skills, strategic thinking, and team management, enabling new leaders to contribute positively from the outset.

Conclusion

The financial impact of leadership voids in UK businesses is significant, with estimated costs reaching £84 billion annually. However, this impact can be mitigated through swift and effective recruitment and interim management solutions. NorthCo’s proven track record in providing operational management solutions highlights the importance of addressing leadership voids promptly to maintain organisational stability, productivity, and performance. By sourcing the right people for the right roles, NorthCo helps businesses navigate challenges and achieve their operational goals.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.