Could Subtraction Be the New Addition?

Simplicity is about subtracting the obvious

and adding the meaningful.

— John Maeda

On a recent "Hidden Brain"podcast, Leidy Klotz, an engineer, designer and professor, describes a time when he and his wife were considering a remodel on their house. His perspective was they should change the layout to reduce the number of square feet. His family really didn't need the space he argued, and the remodel would result in less time maintaining and cleaning. But who does that? Who spends money to have less space? Isn't that a waste of investment?

In the US, almost all of us have been raised with a 'growth' mentality. Bigger is better. More is better. Growth is always good. But what if 'better' has nothing to do with 'bigger'? What if quality and meaningfulness are primary goals, rather than perpetual expansion? What if our central premise is doing whatever promotes greater well-being for ourselves, our organizations, our communities and our planet? What if that means saying 'no' to the myth that adding is forever better?

As organizational leaders, these questions can help inform which strategic goals to prioritize. Producing more products, doing more programs, hiring more people, opening more offices, etc. has traditionally defined success (at least in most Westernized, predominately white cultures). We often overlook the option of "subtracting" what is no longer useful or meaningful, because we’re culturally conditioned to believe that adding is the only — and best — option.

For instance, Klotz, the same engineer mentioned above, had a 'eureka' moment when playing with his 5-year-old son. The small blocks they were using to build the supports of a model bridge were at two different heights, meaning the bridge would be at an awkward angle. His immediate impulse was to add a block to even out the heights, but before he could act, his son took away a block to do the same thing. Klotz was momentarily astonished. At the time he hadn't imagined that removing a block could be a solution too, maybe even a better solution.

A number of my coaching clients right now are struggling with how to expand or develop new projects or programs with limited resources, while trying to maintain current ones. Some may feel pressure from their boards, investors or funders to do so. Others simply can't find enough experienced staff to handle current needs, much less new responsibilities. The result is increasing stress levels and the risk of burnout and turnover.

As we return to our full schedules this Fall, we need to remember that "subtraction," streamlining and simplification may be the best ways to achieve our goals. Just as in the example of Klotz wanting to remodel to reduce the square footage in his house, restructuring an organization's leadership model to make it less hierarchical and more collaborative, for example, may help stimulate greater creativity, innovation and excitement -- more so than adding new managers or others positions. Or reducing the number of meetings and hours of sustained desk time each week could significantly boost our staff's (and our own) productivity, mental health and energy to engage in the work. Numerous measures like these are already being tried in large and small organizations.

How about you? What ideas and assumptions do you hold about growth and success?  How might "subtracting" or simplifying parts of your organization actually add to the quality and potency of your projects overall, not to mention your own well-being and that of everyone you work with and for?

I would be delighted to think through these questions with you. Set up a free “discovery session” today!

— written and published by Elise Miller, Cedar Wise Coaching LCC, September 1, 2022