In the quest for productivity, a subtle yet insidious habit often undermines our efforts: the overuse of the phrase ‘I should’. This seemingly innocuous expression carries with it a heavy burden of obligation and guilt, quietly sabotaging our efficiency and motivation. The time has come to shed this weight and embrace a more empowering mindset.
The hidden trap of ‘I should’
Consider the story of Arjun, a mid-level manager at a bustling tech firm. Every morning, he starts his day with a mental checklist of things he ‘should’ do. “I should finish the project report by noon. I should check in with my team. I should prepare for the afternoon meeting.” This litany of ‘shoulds’ frames his tasks as obligations rather than opportunities, turning his to-do list into a source of stress and guilt.
Arjun’s predicament is not unique. Many professionals find themselves trapped in a similar cycle, where ‘I should’ becomes a mantra of self-imposed pressure. This mindset not only dampens their enthusiasm but also hampers their productivity.
The role of micromanagement
Veikas K. Khokha, CHRO, Sharda Motor Industries, explains how micromanagement amplifies the negative effects of ‘I should’. “When managers closely monitor every aspect of their team’s work and constantly demand updates, they create an environment of pressure and anxiety. In such settings, ‘I should’ reflects the manager’s expectations rather than the employee’s own goals.”
“When managers closely monitor every aspect of their team’s work and constantly demand updates, they create an environment of pressure and anxiety. In such settings, ‘I should’ reflects the manager’s expectations rather than the employee’s own goals.”
Veikas K. Khokha, CHRO, Sharda Motor Industries
Imagine Meera, an experienced software developer. Her manager’s incessant check-ins and repetitive questioning leave her feeling scrutinised and undervalued. Instead of focusing on her work, she spends her time worrying about meeting external expectations, her autonomy stripped away.
The targets and goals paradox
Targets and goals are essential for guiding business success, but how they are communicated makes all the difference. Rishav Dev, head of TA, Century Plywoods, notes, “When managers micromanage to ensure targets are met, they often resort to frequent, ad-hoc questioning and close monitoring, which can be counterproductive.”
“When managers micromanage to ensure targets are met, they often resort to frequent, ad-hoc questioning and close monitoring, which can be counterproductive.”
Rishav Dev, head-TA, Century Plywoods
Take the case of Srinivas, a sales executive at a large corporation. His manager’s approach involves setting clear, well-defined targets and then empowering Srinivas to take ownership of these goals. This supportive stance transforms Srinivas’s mindset from “I should meet this target” to “I want to achieve this goal,” fostering a sense of accountability and motivation.
The psychological impact
Constantly telling oneself ‘I should’ builds a mental framework based on guilt and obligation. Praveen Purohit, deputy CHRO at Vedanta, warns that this pressure can drive procrastination. “The pressure of unmet expectations can make tasks seem daunting, leading to delays in starting them. This procrastination further fuels the cycle of guilt and stress, making it even harder to be productive.”
“The pressure of unmet expectations can make tasks seem daunting, leading to delays in starting them. This procrastination further fuels the cycle of guilt and stress, making it even harder to be productive.”
Praveen Purohit, deputy CHRO, Vedanta
Consider Anita, an accountant. Her endless list of ‘shoulds’ creates a mental burden that paralyses her. She views tasks as mere checkpoints, focusing on completion rather than engagement, leading to a cycle of superficial work and perpetual dissatisfaction.
Empowerment through accountability
Breaking free from the ‘should’ mindset requires a shift towards empowerment and accountability. Khokha emphasises, “When employees are trusted to manage their own work, they feel more accountable and motivated. This sense of ownership transforms ‘I should’ into ‘I want to’ or ‘I will’, which are far more powerful motivators.”
Managers play a crucial role in this transformation. By creating a supportive environment, providing necessary resources, and encouraging open communication, they can help employees like Anita and Meera regain control over their work and find intrinsic motivation.
Effective communication and tracking mechanisms
Reducing micromanagement involves implementing effective communication and tracking mechanisms. Dev advocates for regular, structured check-ins rather than constant check-ins and repetitive questioning. “Managers can use modern tools and techniques to monitor progress in a less intrusive manner,” he suggests.
For instance, instead of overwhelming Srinivas with frequent status updates, his manager uses performance-tracking tools and structured check-ins, allowing Srinivas to focus on his work without feeling constantly scrutinised.
Balancing the positive and negative
Balancing the positive and negative aspects of the ‘I should’ mindset is key to fostering a productive and fulfilling work environment. Purohit suggests reframing ‘I should’ statements into more empowering language. “Replacing ‘I should finish this report by noon’ with ‘I am committed to completing this report by noon’ shifts the focus from obligation to commitment.”
To move away from the guilt-inducing ‘I should’ mindset, both managers and employees need to focus on clear-cut expectations and positive reinforcement. Setting realistic, achievable goals and breaking them down into short-term and long-term tasks can create a more manageable workload.
A new dawn
As organisations shift towards a culture of empowerment, accountability, and effective communication, they can transform the burden of ‘I should’ into more positive and proactive expressions of intent. By shedding the weight of ‘shoulding’, professionals like Arjun, Meera, Srinivas, and Anita can rediscover their motivation and achieve the productivity they seek. In this new dawn, tasks become opportunities, goals turn into commitments, and work transforms into a fulfilling journey of growth and accomplishment.