Often, people assume that younger managers bring fresh techniques, are more in tune with the present, and are inherently more tech-savvy and effective than their older counterparts. While this may have held some truth in the 1990s, today’s market dynamics render this belief obsolete. The divide between “old” and “new” management is no longer about age; it’s about adaptability and understanding.
In today’s world, only those managers who are committed to continuous learning—willing to learn, unlearn, and relearn—are truly capable of leading high-performance teams. They need to be acutely aware of the external conditions of a VUCAP world (Volatile, Uncertain, Complex, Ambiguous, and Polarized). Continuous learning and a profound understanding of market dynamics are now the foundational requirements for applying conscious management techniques that maximize results. The “P” in VUCAP is my own addition, reflecting the polarized world we find ourselves in.
The Old Management Mindset:
There’s an outdated belief that maximum effort and suffering lead to maximum results. This simply isn’t true—in sports, in life, and certainly not in management. Of course, lack of commitment won’t yield the desired results either. The key to top performance lies in finding the right balance between effort and output. It’s about reaching that “state of flow” where optimal performance is achieved, maintaining heightened levels of concentration and focus for extended periods.
I grew up hearing “No pain, no gain” at the gym, but thankfully, I never took it literally. I recall moments of enjoyment and laughter between reps—a reminder that pushing too hard can be counterproductive.
Managers who expect their teams to grind out 80-hour workweeks are not just misguided—they’re toxic to the business. These same managers might preach about employee benefits, mindfulness, and the importance of mental health, all while demanding unsustainable efforts. This creates what psychologists call a “double bind”—employees are caught in a contradiction they can’t discuss, leading to widespread burnout.
A McKinsey study on burnout found that “toxic workplace behaviour” is by far the biggest predictor of burnout and the intent to leave. In essence, outdated management practices, paired with “New Age” rhetoric, create a downward spiral of toxicity and burnout.
The solution isn’t to work harder but smarter and happier. When you consciously manage your team, you’ll discover a surprising truth: less effort can lead to more success.
The New Management Mindset:
We’ve established that operating at 100% effort all the time leads to burnout and suboptimal results—just as overtraining in sports leads to injuries and setbacks.
So, what’s the optimal performance rate? I propose that 80% sustained effort will achieve 100% of the desired output. If we increase the sustained effort the curve of output will drop dramatically.
This doesn’t mean that in key moments, an employee won’t need to sprint at 120% effort. However, such bursts are unsustainable over the long term. When employees are pushed to deliver exceptional performance, they must be recognized and allowed time to recover. After a short break, they’ll be ready to deliver optimal performance once again.
In conclusion, managing high-performance teams requires pacing. Effective management also involves good planning, flexibility, trust, communication, knowledge, experience, professional ethics, and motivation. There’s no one-size-fits-all solution for achieving corporate goals but following these principles can help you get the best out of your team.
Let me know what you think and if these principles resonate with you.