Many professionals boast about working long hours, but this time is often filled with distractions and low-impact tasks. The focus should be on eliminating "whack hours"—unproductive time spent doom-scrolling or in pointless meetings—and working with deep focus when you're on the clock.

As companies scale, the supply of obvious, valuable work dwindles. To stay busy, employees engage in "hyper-realistic work-like activities"—tasks that mimic real work (e.g., meetings to review decks for other meetings) but generate no value. It's a leader's job to create a sufficient supply of *known valuable work*.

We often optimize workflows to save time, only to fill that newfound time with more tasks. The real purpose of productivity should be to create intentional 'park bench moments' of rest and enjoyment. This space is the goal of the effort, not a byproduct.

Founders often equate constant hustle with progress, saying yes to every opportunity. This leads to burnout. The critical mindset shift is recognizing that every professional "yes" is an implicit "no" to personal life. True success can mean choosing less income to regain time, a decision that can change a business's trajectory.

Drawing on Pareto's Principle, true growth isn't about working harder. It comes from identifying the 20% of your work that creates the most impact and having the courage to strategically eliminate the other 80%. This disciplined pursuit of less leads to exceptional results rather than diluted focus.

Burnout can manifest as "multitasking brain": working constantly but being unable to identify any meaningful achievements. This state is characterized by focusing on low-impact tasks, like clearing an inbox, which creates the feeling of being busy and frazzled without moving the business forward.

Well-meaning professionals often take on "glue work" like improving onboarding or team culture. While valuable, this work often doesn't align with promotion criteria for senior roles. Audit your energy and focus on activities directly tied to the expectations of the role you want.

At scale, the biggest threat isn't a lack of opportunity but mental overload. The key is to treat your focus as a finite resource and actively protect it. This means becoming comfortable saying "I'm done for today" and disappointing people, realizing that protecting your mind is more strategic than satisfying every request.

After optimizing a business, the biggest danger is inventing tasks to fill newly created free time, a habit called 'Work for Work's Sake' (W4W). This self-sabotage is driven by the need to feel busy and should be recognized as an excuse to avoid the discomfort of true freedom.