The 110% Myth and the Power of 100% of 20%

Ah, the famous phrase we’ve all heard in the workplace, perhaps even uttered ourselves at some point: “I always give 110%!” It’s one of those statements that, while well-intentioned, is frankly a wee bit innacurate. I whince a little, especially when it comes from the FD.

Now, I’m no mathematician, but I do know one thing for sure: you can’t give more than 100%. And in a normal “everyday” job, you probably don’t have 100% available in any case.

Let’s break this down. As humans, we have a lot on our plates. Life isn’t just one big task we can throw all our energy at. We’ve got families to care for, friends to laugh with, bodies to keep healthy, hobbies to indulge in, and yes, even the occasional need to daydream or skive off.

Given all these demands, how much of your energy do you realistically have left to devote to work? Let’s be generous and say you have 20% left. And while we’re at it, let’s add a bit of Pareto into the mix—chances are, that 20% is responsible for 80% of your most important outcomes anyway.

So, what’s the secret? It’s not about somehow wringing more than 100% out of yourself; it’s about giving 100% of that remaining 20%.

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 hours.

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.

Embracing Change: Future-Proofing Through Performance Metrics

However, while these counterarguments offer valid points, it may be futile for business leaders to resist the tide of change forever. The momentum behind a shorter workweek and more flexible working conditions is growing, and the writing is on the wall—change is coming whether we’re ready for it or not. Rather than standing in its way, perhaps it’s time for us to start preparing.

This is where HR comes into play. To better equip our organisations for this shift, we should focus on rethinking our performance metrics. Traditional metrics, which often emphasise hours worked over outcomes achieved, may no longer be fit for purpose. By developing new ways to measure productivity that align with the realities of modern work life, we can ensure that our management teams are better armed to undertake effective performance management.

Performance metrics that focus on outcomes, quality, and impact—rather than simply time spent at a desk—will be key in this new era. Encouraging employees to give 100% of their 20% requires us to understand and measure what truly matters. This approach not only supports well-being and sustainability but also aligns with the potential move towards a four-day workweek, making it easier for businesses to adapt without sacrificing productivity.

Wrapping Up: The 100% of 20% Mindset

So, the next time someone proudly proclaims they’re giving 110%, you can smile and nod, knowing the truth. It’s not about pushing beyond your limits. It’s about respecting them, and then excelling within them. As a leader, your job isn’t to squeeze every last drop of energy from your team, but to help them use their energy wisely.

In the end, giving 100% of your 20% is more than enough. It’s smart, sustainable, and it just might be the key to finding that elusive work-life balance everyone’s always talking about. And who knows? With a four-day working week potentially on the horizon, we might all find that giving our best in less time leads to even greater success.

So, here’s to a weekend where you give 100% to whatever percentage of life you’re focused on—whether that’s relaxing, spending time with loved ones, or just doing absolutely nothing at all. Cheers to that!

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.