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For leaders today, the pressure to do more with less feels relentless. Leaner teams, flatter organizations, and the rise of productivity tools such as Slack, Notion.ai, and Monday.com promise efficiency but often deliver the opposite: more reporting, more deliverables, and the demand to be always on.Organizations are increasingly falling into the “acceleration trap,” taking on too much too quickly and undermining their effectiveness and well-being. Sandra, a senior leader in the tech sector, saw this firsthand. After a reorganization left her team stretched thin, she slipped into a 9-9-6 routineworking nine to nine, six days a week. Gallup’s research shows unmanageable workloads and unclear priorities are top drivers of burnout and disengagement. For Sandra and her team, competing priorities created the illusion of progress. Quick wins piled up, but strategic projects stalled. Through our work advising dozens of companies navigating high-stakes transformations, we have seen this pattern repeatedly. Kathryn, as an executive coach and keynote speaker, and Jenny, as an executive adviser and learning & development expert, help leaders recognize when theyve fallen into the productivity trap, and how to climb out before it undermines their long-term impact. Productivity isnt the problem. Unbounded productivity is. Nonstop execution drains energy, mutes your voice, and erodes your ability to lead strategically. Here are four ways to avoid the trap. 1. Set Boundaries Against Over-Execution Deloitte finds that when AI and productivity tools lack clear ways of working, they create more work. Sandras team once tracked 157 projects, spending more time updating systems than moving work forward. As deadlines slipped, Sandra found herself diving into the weeds to close gapsa vicious cycle that left her team dependent on her and pulled her away from the strategic work only she could do. “Long hours backfire,” undercutting both people and organizational outcomes, with over-execution producing diminishing returns. To avoid this death by a thousand cuts, leaders must set clear rules of engagement. Focus only on mission-critical projects and eliminate the noise. Create a not-to-do list. Steve Jobs said, I’m actually as proud of the things we haven’t done as the things I have done. Empower your team to say not now when requests dont align with priorities. And keep stakeholders aligned by communicating progress and risks, reinforcing that the team is tackling the biggest problems. By following these principles, Sandras team cut the list to 25 priorities. But protecting time is only part of the equation; leaders must also decide how to spend it. 2. Balance Operator and Architect Modes Even after narrowing the list, Sandra was pulled into details. Her CEO wanted project-level updates, so she dug into the weeds herself, time that should have been spent on architect-level work, such as setting direction, aligning stakeholders, and shaping long-term priorities. If she had stayed at the right level, her team would have managed the details, and her CEO would have been hearing about trends, risks, and strategic shifts proactively through her updates. The Entrepreneurial Operating System (EOS) frames this as: rocks, pebbles, sand. Rocks: the 37 strategic priorities that truly move the business Pebbles: mid-sized projects matter but dont transform the business Sand: daily tasks, emails, and meetings that eat capacity The insight is simple: protect the rocks. Each time Sandra dug into sand, she sacrificed architect time. Ask: Am I building the future, or just surviving the present? Protecting rocks advances strategy and gives leaders clarity to speak up when new requests threaten to divert focus. 3. Speak UpDont Suffer in Silence One of the most common traps for leaders is quietly absorbing more work than they can handle. The instinct often comes from a desire to help and prove capability. However, silence signals capacity and quickly leads to overload. Gallup research shows unmanageable workloads are one of the biggest drivers of burnout and disengagement. The antidote is to make trade-offs explicit and visible. Leaders who speak up frame pushback not as resistance but as stewardship of priorities. Ground conversations in data: dashboards and workload views turn invisible strain into concrete evidence, elevating the discussion from Can you take this on? to How do we prioritize what matters most? Simple routines also normalize dialogue about focus. Start-stop-continue discussions encourage teams to decide what to pause or drop before new work is added. Asking, Which initiative should we deprioritize to make room for this one? reframes pushback as alignment, not reluctance. When Sandra faced mounting demands from her executive team, she shifted from silent acceptance to strategic dialogue. Instead of taking on every initiative, she began saying, If we add this project, heres what wont move forward. That change forced trade-offs onto the table, protected her capacity to act, and strengthened performance. 4. Protect Your Strategic Energy Sandra thought she was shielding her team by absorbing the overflow. It felt generous, even necessary, to keep them from burning out. But the more she took on, the more depleted she became. What looked like support drained her clarity and influence. That realization became a turning point. Protecting her strategic energy wasnt selfish; it was the only way to lead efectively. Leaders safeguard energy by channeling it into high-leverage priorities only they can drive: setting strategic direction, strengthening client growth, aligning stakeholders, and developing talent. McKinsey research shows sustainable productivity depends less on visible activity and more on aligning day-to-day focus with core strategy. Once Sandra redirected her attention to those high-value areas, her team stepped up operationally. The company advanced with greater focus, and her CEO engaged her in forward-looking conversations that reflected her true value. Protecting her energy unlocked not just her effectiveness, but her companys. When leaders over-execute, chase quick wins, or stay silent under pressure, they risk undermining the very future they are trying to build. Busyness doesnt create results or innovation; focus and reflection do. The leaders who thrive arent the busiest, but the ones who know how to protect their capacity for the work only they can do. Where might you be confusing activity for impact, or quick wins for real progress?
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One of Paramount’s most powerful creative minds has left the production company: Taylor Sheridan, whose major hits like Yellowstone, Landman, and Lioness made him one of Paramount’s most powerful writers and producers, has ditched the media house. The move comes shortly after a new Chief Executive, David Ellison, came on board in August and a merger between the company and Skydance was approved. Sheridan will remain involved with his Paramount projects until his current deal ends in January. But while Sheridan helped prime Paramount for success, starting early next year, he will be making programs for NBCU’s streaming service, Peacock a direct competitor. So what happened, and why would a company or organization in general let a star performer walk? A major loss amid restructuring The loss will undoubtedly be heartfelt by the media company, which is already coping with layoffs and restructuring. Losing a star performer whos acted as an anchor can make things feel even more unmoored and uncertain for employees. On Wednesday, Ellison sent a memo to staff, explaining that around 1,000 roles would be cut as the company addresses “redundancies that have emerged across the organization” as well as “phasing out roles that are no longer aligned with our evolving priorities and the new structure designed to strengthen our focus on growth.” Sheridan, who wrote, produced, and directed, reportedly made his decision to part ways with Paramount after spats over costs and creative control. Previously, Sheridan had become accustomed to loose budgets for his projects. However, with a new executive onboard, it seemed Sheridan’s leverage was being reigned in. After some key decisions were made without his knowledge, and Chris McCarthy, a Paramount executive who managed Sheridan’s projects, left the company, tensions quickly arose, people close to the producer said, per WSJ. Jennifer Openshaw, a nationally known financial leader and CEO of nonprofit Girls With Impact, tells Fast Company that when a high performer leaves amid restructuring, it can easily rattle other employees. When clear communication isn’t a priority, it can lead others to panic about potential internal issues. “That transparency helps maintain trust and stability,” Openshaw says. A tale of two egos The dust-up seems to beg the question: how could Paramount let such a massive talent go? And why would any organization allow this to happen? Creative control is pretty crucial in ensuring working relationships can be maintained, especially industries like entertainment. Openshaw says that sometimes letting a star employee go is simply “the right thing to do,” especially when they can “command more than you can offer.” In the case of Sheridan and Ellison, that may have been the case, given Sheridan’s hefty tab. But it’s hard to miss that it’s tough to fit two sizable egos in a room. “We also cant overestimate how much it might be personal, for both men,” James Hibberd, a contributor for The Hollywood Reporter, said in a recent debate about the controversy. “Ellison doesnt like how much power and control Sheridan wields, while Sheridan doesnt like the way hes been treated since Ellison took over.” Hibberd added, “Its very: ‘This streaming service aint big enough for the both of us.'” Openshaw agrees that egos are, well, paramount when it comes to predicting the success of projects and the future of a company. Sometimes, major decisions like this are made to protect the company’s larger goals. Openshaw says that, “when done thoughtfully,” letting even a star employee walk can reflect both “leadership and integrity. It protects your culture, strengthens trust, and often turns former employees into long-term ambassadors.” Still, Openshaw says, in order to avoid panic, leaders should “highlight the organizations values and mission by creating new opportunities for the next generation to grow.” Para-mounting costs Of course, costs can’t be overlooked, either. Sheridan’s creative mind wasn’t cheap. His projects reportedly cost Paramount $500 million in 2023. Concerns had been raised about the producer’s spending requirements, too, as previously reported by WSJ. From that lens, Paramount may be looking at the loss as a giant money-saver. Either way, while Paramount seemed to let Sheridan walk away, other media houses were apparently trying to woo him at the same time. Before signing with NBCU, Warner Bros. Discovery chief David Zaslav gifted Sheridan a pair of cowboy boots once worn by James Dean. But ultimately, cost was no issue for Paramount competitor NBCU. Not only did their chairman Donna Langley offer Sheridan a whopping $1 billion deal, she developed a personal relationship with him, and appealed to his ego by reportedly letting him know he’d have the control he grew used to at Paramount. That was something Ellison wasn’t ready to do, and it seems to have cost him a giant star. Therein lies the rub of letting star talent go: even if its for cost savings, losing them to one of your main competitors might well come back to bite you. According to Openshaw, sometimes it’s an inability to collaborate that seals the deal. “Great leaders understand that success comes from listening, collaboration, and inclusion,” Openshaw explains.
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E-Commerce
In order to keep US aviation operational through the government shutdown, air traffic controllers have been working without pay. But for the people involved in inspecting our planes to ensure they follow Federal Aviation Administration (FAA) safety standards, the situation is more complicated. While principal aviation inspectors were told to keep working, assistant-level inspectors and other support staff were sent home and then had to be recalled, several sources tell Fast Company. In some cases, the government is still cycling them in and out of service, adding to the overall disruption. The approach puts even more pressure on the airline industry, which is already struggling to maintain flight schedules amid whats likely to be the longest-ever government closure. Sources tell Fast Company that the public should not feel the impact of the disruptions, and that the workers will continue to fulfill their responsibilities. Still, the situation highlights another group of people crucial to a functional commercial-aviation system, working without pay under somewhat chaotic circumstances. The approach to inspector staffing also comes amid growing concerns about the shutdowns impact on air travel. Dave Spero, the president of Professional Aviation Safety Specialists, an AFL-CIO linked union that represents these workers, confirmed that aircraft inspectors have now been recalled by the FAA. The union doesnt have solid data yet, but says that some offices seem to be operating business-as-usual, while others are using their discretionary authority to furlough and recall employees on a day to day basis, Spero says. The situation is impacting about 1,200 workers who focus on flight standards and another 60 who work on aircraft certifications, according to the union. Because training isnt considered essential during a government, newer aircraft safety inspectors are still furloughed. An official with the Department of Transportation also said that some aircraft inspectors were not automatically exempted during the shutdown and that some were being recalled to inspect planes, before again being furloughed. Shutdown strains Last month, a bevy of groups in the aviation space warned leaders in Congress that, amid a shutdown, FAA workers cannot perform their duties that support aviation safety, aircraft certification, and the integration of new entrants. It also serves as a reminder that the shutdown isnt just straining the professionals that monitor the skysand save us from collisions at airportsbut the people who inspect aircraft, too. An FAA document describes these workers, who carry the title aviation safety inspectors as the people who administer, investigate and enforce safety regulations and standards for the production, operation, maintenance and modification of all aircraft flying today. These workers can have a wide range of responsibilities involved in ensuring that aircraft are safe, Spero emphasizes. For instance, aircraft inspectors help ensure cabin and crew safety, and conduct oversight of Boeing vehicles. They are assigned to offices that work with the commercial airlines, as well as delivery fleets operated by FedEx and UPS. Another aviation-safety professional familiar with the matter confirmed that Transportation officials had resorted to cycling some inspectors on and off duty. During the earlier parts of the shutdown, senior leadership, field office managers, and principal aviation safety inspectors were told to work without pay during the shutdown, they say. Aviation safety is considered a critical mission, so maintaining oversight in those areas was essential, the person says. After a few weeks, senior leadership at the FAA then expanded the number of employees recalled to work, including field office supervisors and the inspectors who provide direct assistance to the principal aviation safety inspectors. In simpler terms, those assisting inspectors are like associate or support safety inspectors who help carry out inspections, certifications, and oversight tasks under the guidance of the senior inspector responsible for a particular group of operators or maintenance facilities, the person said. Supervisors have the authority to recall administrative professionals as needed in order to continue work on inspection and compliance, the person says. But it can be a complex process: We must formally recall administrative employees to work, track their time, and then officially furlough them again once theyve completed their assigned days, which can range from one to seven days per week depending on operational needs, the person explains. Additional details about the situation werent immediately available, including how many workers are cycling between recall and furlough status or which aviation offices require more of these inspectors to return to work. Leaders at the FAAs Aviation Safety office did not respond to Fast Companys questions. In response to questions from Fast Company, the FAA media office sent an automated response: As Secretary Duffy has said, there have been increased staffing shortages across the system. When that happens, the FAA slows traffic into some airports to ensure safe operations. Of course, even before the shutdown, there were growing concerns about the safety of aircraft, particularly those made by Boeing, following a string of serious accidents.
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