The Problem with Adding Too Much Value
For many smart, successful leaders, the desire to add their "two cents" to every discussion is a powerful impulse. Marshall Goldsmith identifies this as the classic problem of "Adding Too Much Value." It is a slight variation on "Winning Too Much" and is especially common among senior executives accustomed to being in charge. This habit manifests when leaders hear an idea and, instead of simply listening, feel compelled to communicate that they either already knew it or have a better version of it.
The Trade-Off: Idea Quality vs. Execution Commitment
While it might seem that improving upon an idea is always beneficial, the opposite is often true. Consider this common scenario:
An enthusiastic employee presents a great idea. Instead of affirming it with a simple, "Great idea," the leader says, "That's a nice idea. Why don’t you add this to it?"
This seemingly helpful suggestion can deflate the employee's enthusiasm and commitment. The idea is no longer theirs; it has become the leader's. The result is a damaging trade-off: the quality of the idea might increase by 5%, but the employee's commitment to execute it could plummet by 50%.
Execution effectiveness is a function of two factors:
Effectiveness of Execution = (Quality of the Idea) x (Commitment to Make It Work)
Leaders frequently get so focused on making minor improvements to an idea's quality that they severely damage the team's commitment to its execution.
A Lesson from a CEO: "Is It Worth It?"
J.P. Garnier, former CEO of GlaxoSmithKline, shared the most helpful lesson he learned from executive coach Marshall Goldsmith: before speaking, stop, breathe, and ask, "Is it worth it?"
By adopting this practice, Garnier realized that at least half of what he was about to say wasn't worth saying. He recognized that although he believed he could add value, there was often more to be gained by remaining silent and allowing others to have ownership.
Why a Leader's Suggestions Become Orders
Another lesson Garnier learned as CEO was that his suggestions were invariably treated as orders. This holds true for leaders at all high levels.
"My suggestions become orders. If they’re smart, they’re orders. If they’re stupid, they’re orders. If I want them to be orders, they are orders. And, if I don’t want them to be orders, they are orders anyway.”
This same principle was taught to new admirals in the US Navy. When an admiral makes a "suggestion," the response is always, "Sir, yes sir." The suggestion becomes a command.
How to Stop Adding Too Much Value
For leaders, this means you must carefully monitor how you offer encouragement and input. The next time you find yourself about to follow "Great idea" with a "but" or "however," try stopping at "idea." Even better, adopt Garnier's practice: take a breath and ask yourself if your input is worth the potential cost to your team's commitment. You will likely find that you, and your team, have more to gain by not always adding value.