When Speed Isn’t Leadership — The Story of Managers Who Burn Out but Don’t Move Forward.
Every company has them; the tireless managers who are always moving. They’re the first to arrive, the last to leave, constantly in meetings, replying to emails at midnight, multitasking through lunch breaks. From the outside, they look dedicated, driven, and indispensable. But beneath the surface lies a subtle trap of modern business culture: the overactive manager; someone who mistakes constant motion for true leadership.
The problem isn’t hard work itself; it’s the illusion that busyness equals impact. According to Harvard Business Review, many managers who describe themselves as “always busy” actually spend very little time thinking strategically. Their days are consumed by small fires, endless notifications, and a constant sense of urgency. They are full of detail but empty of direction. They make sure work gets done, but rarely ask, “Is this the right work to do?”
When leaders do everything themselves, they generate short-term progress but long-term dependency. Their teams become accustomed to waiting for their direction, approval, or rescue. Over time, the organization’s energy revolves around one person – the manager – rather than around shared vision and capability. McKinsey’s studies show that effective leaders don’t just fill their time; they design it. They practice prioritization, cancel unnecessary meetings, delegate decisions, and intentionally carve out space for reflection. In a culture that glorifies speed, this ability to pause and think is not laziness; it’s leadership courage.
Organizations, however, often reinforce the wrong habits. When performance is measured by “hours online,” “number of meetings,” or “instant replies,” they reward motion, not meaning. Overactive managers feel they must prove their worth through constant visibility. But the best leaders understand that visibility comes from clarity, not chaos. They build trust by empowering others, not by being omnipresent.
The path forward starts with redefining what leadership means. A great leader isn’t the one who works the hardest but the one who makes the hardest work meaningful. Delegation isn’t a sign of weakness – it’s an act of design. Thinking isn’t a luxury – it’s the foundation of every good decision. Reflection isn’t time wasted; it’s time invested.
Ultimately, leadership isn’t about doing everything; it’s about making everything count.
The overactive manager burns fuel to keep the wheels spinning; the mindful leader tunes the engine so the team can travel farther; together.
Sources:
- Harvard Business Review – Why Busyness Isn’t Leadership
- Forbes – The Productive Leader’s Guide to Doing Less
- McKinsey – How Great Leaders Manage Their Time
- Inc. – Stop Being Busy and Start Being Effective
- Fast Company – The Cult of Busyness Is Hurting Leadership
