I read an article in Harvard Business Review this morning that included some important tips for leaders in startups—"Leaders Shouldn't Try to Do It All" by A.G. Lafley and Roger L. Martin (PDF). The title alone grabbed my attention.
In my work as a consultant to leaders in growing startups, I often see founders and executives struggling with overwhelming demands and competing priorities. Everything feels important. Their to-do lists keep growing. Can you relate?
Lafley and Martin argue the most effective leaders ruthlessly prioritize based on their comparative advantage. In other words, they focus where they can add the most unique value and delegate the rest. As they put it, "Leaders shouldn't spend their scarce time on activities simply because they are very important. They should do only the things that nobody else in the organization can do nearly as well—if at all."
"Leaders shouldn't spend their scarce time on activities simply because they are very important. They should do only the things that nobody else in the organization can do nearly as well—if at all."
Here are my five favorite strategies from the article:
First, question the "should dos"—tasks you assume you must do because that's the way it's always been done. Just because something is tradition doesn't always mean it's the best use of your time. Challenge those assumptions. (Beware the knower trap.)
Second, eliminate tasks where you don't have an edge over others. The key here is to assess your skills and abilities relative to those around you. It's not just about whether you're good at something in absolute terms, but whether you're the best person for the job compared to others on your team. Say goodbye to responsibilities where someone else's skills match or exceed yours. Build teams you can trust and delegate fully.
Third, for tasks where you have only a slight edge, consider whether someone else's skills are good enough. "Having reassigned tasks for which they have no advantage at all over other people," the authors propose, "leaders should consider shedding those for which they have only a modest advantage in favor of those for which their advantage is distinctive."
"Having reassigned tasks for which they have no advantage at all over other people, leaders should consider shedding those for which they have only a modest advantage in favor of those for which their advantage is distinctive."
Fourth, double down on your superpowers. Spend the majority of your time on the short list of high-impact areas where you have a significant comparative advantage over others. This is your leadership sweet spot.
Finally, invest in your future leaders. Carve out time to hire, develop and guide your leadership bench. It's one of the best long-term uses of your time. Regular one-on-one mentorship sessions with each executive team member can pay big dividends.
The common thread is being intentional about how you spend your most valuable resource as a leader: your time and attention. It's about having the discipline to continually evaluate whether an activity merits your focus based on your unique strengths and its impact, not ego, inertia or short-term fires.
As a business owner myself, I know firsthand how challenging it can be to let go of tasks that feel important. But by being strategic and focused on your comparative advantage, you give your organization the best chance of success—and create space for a more balanced and sustainable leadership journey.
If you found these insights valuable, I highly recommend reading the full "Leaders Shouldn't Try to Do It All" article in Harvard Business Review. And if you're a startup leader looking to take your skills to the next level, explore our leadership workshops designed specifically for entrepreneurs navigating the challenges of growth and scale. Together, we can help you focus on what matters most.
Come join us for, and bring some of your managers to, our next Leadership and the Middle Path workshop and take your leadership skills to the next level.
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