Concentrated Responsibility Signals Under-Designed, Unsustainable Systems

Key Quotes

"I'm talking about the cost that doesn't show up on calendars or budgets: the emotional cost, the relational cost, the slow erosion of joy. Because the people who carry the most are usually the people that no one worries about."

Mike D. John highlights that the most significant consequences of overextension are not immediately apparent in schedules or finances. He explains that these hidden costs manifest as emotional strain, damaged relationships, and a gradual loss of enthusiasm for the work. John points out that this burden disproportionately falls on individuals perceived as highly capable, who are often overlooked because their resilience leads others to believe they can handle more.

"And slowly, without anyone meaning harm, more weight gets added to that person. Because you all know as well as I do that last part, 'They'll tell us if it's too much,' that never happens."

Mike D. John describes a common organizational dynamic where responsibility accumulates on a few individuals. He notes that this happens gradually and often unintentionally, as others assume that silent contributors are content and will voice concerns if overloaded. John emphasizes that the assumption that someone will speak up if they are struggling is frequently incorrect, leading to unchecked overextension.

"And then one day you realize you're no longer supporting the system because you are the system. And that's where things start to break, not because you failed, but because no one can carry indefinitely without consequence."

Mike D. John illustrates the point at which an individual becomes indispensable but also overwhelmed. He explains that this occurs when a person's involvement becomes so central that they are no longer merely contributing to the system but have become the system itself. John argues that this situation is unsustainable and leads to breakdown, not due to personal failing, but because of the inherent limits of human capacity.

"But here's the quiet truth: the most dedicated people often leave not because they stopped caring, but because caring became unsustainable. That's not personal failure, that's a leadership signal."

Mike D. John asserts that the departure of highly committed individuals is not an indicator of waning passion. He explains that these dedicated people leave because the demands placed upon them make sustained effort impossible. John frames this exodus as a critical sign of systemic issues within leadership and program design, rather than an individual's lack of commitment.

"When one person is carrying too much, it does not mean that they are strong. It means the system that they are operating in is under-designed. Healthy programs distribute responsibility; unhealthy ones concentrate it."

Mike D. John reframes the perception of individuals who carry heavy workloads. He argues that an individual's capacity to bear a large burden is not a sign of personal strength but rather an indication of a poorly constructed system. John contrasts healthy programs, which spread tasks among members, with unhealthy ones that overload a few individuals.

"As we move through January, we're going to keep naming these patterns because patterns are what I see. I've learned that I'm very, I'm distinctly wired to see patterns in people, and I'm going to keep naming them. And it's not to shame anyone, but it's to change them."

Mike D. John states his intention to identify and discuss recurring patterns of behavior and systemic issues. He explains that his natural inclination is to recognize these patterns in people and organizations. John clarifies that his goal in naming these patterns is not to assign blame or shame individuals, but rather to facilitate positive change and awareness.