While Chasing What’s New, Leaders Are Quietly Undervaluing What’s Now
Be careful with how much attention you give to something new.
In This Article
Why leaders often undervalue day-to-day work while chasing what’s new
How Time Economics helps direct time and effort toward work that actually compounds
While Chasing What’s New, Leaders Are Quietly Undervaluing What’s Now
There’s a subtle pattern showing up across leadership teams right now.
Leaders are investing heavily in what’s new (next) — new initiatives, new tools, new strategies — while the day-to-day work that actually sustains progress is being stretched thinner and thinner.
A recent article from Psychology Today captures this tension well. It highlights how the focus on future gains can unintentionally pull attention away from the “invisible work” that keeps organizations moving: coordination, judgment, decision-making, follow-through.
This isn’t a motivation issue.
It’s an allocation issue.
Why This Is a Time Problem, Not a Priority Problem
Most leaders don’t neglect the present because they don’t value it. They do it because time keeps moving forward, and without intentional design, attention defaults to what feels urgent or new.
This is where traditional time management falls short.
Time management asks leaders to fit more into the same day.
Time Economics asks a different question: Where is time and effort actually being spent, and what return is it producing?
When leaders don’t examine this, the “now” absorbs more effort than it should, while producing less than it could.
The Hidden Cost of Ignoring the Present
The Psychology Today article points to a reality many teams feel but struggle to articulate:
Important work becomes background noise
Progress feels busy but thin
Leaders stay involved in too many details
Teams compensate with more effort, not better design
Over time, this creates drag. Not because people aren’t capable, but because time and effort aren’t being directed intentionally.
How Time Economics Reframes the Problem
Time Economics doesn’t ask leaders to abandon the future.
It helps them stabilize the present so the future is achievable.
That means:
examining where leadership attention is required — and where it isn’t
redesigning meetings and communication so they produce decisions, not just updates
reducing effort spent on work that doesn’t move outcomes forward
ensuring today’s work doesn’t quietly reduce tomorrow’s capacity
When leaders get this right, the “now” stops competing with the “next.” It supports it.
Why This Matters More Right Now
As organizations pursue innovation, growth, and AI adoption, the risk isn’t ambition, it’s variance.
Chasing what’s new without strengthening how work is handled today creates instability. Time Economics helps leaders see that progress isn’t about speed alone; it’s about directing effort where it compounds.
The future doesn’t replace the present.
It’s built on it.
Now What?
If leadership time feels stretched between keeping things running and pushing forward, it may be time to look more closely at how work is designed, not just how it’s scheduled.
Time Economics provides leaders and teams with a practical way to examine where time and effort are being spent, what’s delivering return, and what’s quietly draining capacity.
Because sustainable progress doesn’t come from neglecting the now — it comes from designing it well.
Source: Psychology Today