Discover how redwork and bluework shape effective leadership. Learn to balance action and strategy to lead with clarity and purpose.
The best way to not do something is to discuss it. Let’s face it, how many times did you witness people starting a huge discussion to avoid doing things?
On the other hand, how often did you write an email instead of having a phone call or an in-person discussion to find a good solution?
Welcome to the discussion paradox.
The discussion paradox isn’t my personal invention, but it quite well reflects my leadership style: I am a strict advocate of solving problems instead of discussing them, but I also enjoy healthy discussions with my team to find good solutions.
Recently, I discovered that I’m not alone in this leadership style. In his book Leadership is Language, L. David Marquet distinguishes between Red Work (doing) and Blue Work (thinking):
Redwork
Redwork means doing things. Day-to-day operations and admin work fall into this domain and consume most of our time at work. In those domains, we want to avoid variability, comply with the rules and processes, and get as much work done in as little time as possible. Our focus is narrow, and the hierarchy is steep.
The archetype of redwork is factory workers. They report to work, do as they are told, and they leave after their shift.
Leaders are also trapped in redwork most of the time. Respond to all those requests from customers and team members. Prepare reports for that management meeting. Implement decisions taken in that management meeting with their teams. And get that inbox to zero every day. All at the same time.
Bluework
Leaders often complain that they are in a hamster wheel and that they want to leave it. That’s where bluework comes in. Bluework allows a broad focus to improve things, discuss the best way forward, and plan the work ahead.
Bluework can be done in isolation or in teams: Returning to the factory worker example above, a Kaizen workshop to improve the assembly line is typical blue work. As an entrepreneur, I am regularly holding 2-day extended sessions with my co-founders to discuss new ideas and the next strategic initiatives. Typical bluework.
Balance Red and Blue
If you spend all your time on redwork, you will gloriously burn out at some point. You also run the risk that you are doing the wrong things, as you never take the time to think of where you should be going.
If you spend all your time on bluework, you will not get anything done. And in business, getting paid by your customers means getting things done for your customers.
Therefore, as usual, leadership isn’t black and white. You will have to find a balance between redwork and bluework. Whether you weave in a 2-hour bluework slot into your weekly schedule or do your bluework once a month in a 2-day session largely depends on your personal style and your business.
An Example from History
Kurt Gebhard Adolf Philipp Freiherr von Hammerstein-Equord (1878–1943) was a German general. From 1930–1933, he was the chief of the army command. Thereafter, he was an active member of the military resistance against Adolf Hitler.
What does this have to do with redwork and bluework? Here is a Hammerstein quote:
“Free yourself from tedious work. To do this, keep a few smart people around. But take plenty of time to think things through and be clear with yourself. Make sure that your ideas are implemented. This is the only way to lead effectively.”
Hammerstein is known to have spent lots of time hunting and fishing, whilst his staff was taking care of all the redwork for him.
With all that bluework time available to him, maybe it wasn’t a coincidence that he decided to join the military resistance against Adolf Hitler rather than join the terrible regime of that time.
