The authors, a former CEO of Procter & Gamble and a former dean of the Rotman School, respectively, frequently find themselves sitting across the table from overwhelmed leaders. These executives are trying to improve or turn around an organization or the piece of it they head. They all face a long—and typically lengthening—list of important items on their to-do lists. They all understand that the job of a leader involves working intensely hard. But for many of them the current state feels like too much—and it’s getting worse.
The problem here is that whereas a company can always expand capacity to meet increasing demand, a leader’s hours are constrained by nature: As the saying goes, there are only so many hours in a day. Many leaders think they can get more done if they simply work harder and longer. But in due course they tire, their overall productivity falls, and they risk burning themselves out and exiting. In this article the authors, drawing on their own experience and that of CEOs they have advised, explain how to escape that trap.
Read more here https://hbr.org/2025/01/leaders-shouldnt-try-to-do-it-all?ab=HP-topics-text-25
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