How to Get More Done by Doing Less (Slashing Overhead Tax)
Dec 04, 2024
Read time: 3 minutes
Stop managing six projects poorly. Start finishing three projects well.
Have you ever seen the movie John Tucker Must Die?
The plot is simple: A guy tries to date multiple girls at once. He thinks he's smart. Different girls, different schedules – what could go wrong?
Everything.
His clever plan turns into a full-time job. He spends all his time:
- Tracking who he told what
- Scheduling dates that don't overlap
- Sending the right texts to the right person
- Managing an endless web of commitments
The girls find out. It ends badly. That why the movie is called John Tucker Must Die.
This brings us to your work life.
You’re trying to have too many girlfriends at the same time.
You're juggling so many projects that you spend more time managing the juggling act than doing actual work.
It’s about time we deal with this.
The Hidden Cost: Overhead Tax
Cal Newport calls this problem "overhead tax" in his book Slow Productivity. It's the extra work that comes with every commitment you make.
Think about it: Six projects means six of everything:
- Six weekly status meetings
- Six email chains to keep track of
- Six progress reports to write
- Six sets of stakeholders to update
- Six different deadlines to manage
- Six to-do lists to maintain
That's 30+ extra tasks just to manage your actual work. This creates two problems:
- Administrative burden: Time spent coordinating instead of working
- Mental load: Energy drained by juggling multiple priorities
The math is simple: Each new project doesn't just add work—it multiplies it.
The Downward Spiral
More projects → Higher overhead tax → Less actual work done → Projects pile up → Even higher overhead tax.
It's a cycle that leads to ineffectiveness, wasted time, and burnout.
The Solution: The Vital Project Rule
Focus on 2-3 vital projects at a time. That's it.
"But I need to handle six projects at once!"
Think differently: Instead of trying to make progress on everything, treat your projects like a queue. When one project wraps up, pull in the next one from your waiting list.
This works because:
- Each project gets your full attention
- You spend time working instead of managing
- Your brain isn't split between too many tasks
It's like moving houses. Smart movers focus on one room at a time. They label boxes clearly, keep items together, and finish each space before starting the next. They don't run between rooms throwing random items in random boxes – that's how things get lost or broken. When one room is done, they move to the next.
How to Make It Work
- Create a public priority list:
- List your 2-3 active projects
- Include key subtasks
- Note stakeholders and deadlines
- Make a separate waiting queue:
- Show what's coming next
- Set clear expectations
- Communicate priorities
Managing Up
You might worry: "If I say I can't take on more work, I'll look lazy or uncooperative."
The opposite is true. Leaders respect employees who communicate clearly about workload. They want you to deliver quality work, not just say yes to everything.
When new work comes in, try: "Thank you for this project. I want to make sure I deliver great work on everything I take on. Could I show you my current priority dashboard? I'd love your input on where this fits based on deadlines and impact."
This works because:
- You show enthusiasm for the new project
- You demonstrate professional commitment to quality
- You involve your leader in priority decisions
- You make their job easier by showing the full picture
Most leaders respond positively. They'd rather know about potential conflicts early than face missed deadlines later.
Start Today
Don't be John Tucker. Pick your vital projects. Put everything else in the queue. Have honest conversations about capacity.
You'll get more done by doing less.
To making a difference,
Dr Yannick
