It hit me like a bolt of lightning during a seemingly trivial Threads exchange with an old friend. We were sparring about my aggravation toward an almost Skinnerian¹ attitude of a guest in a random YouTube video when it dawned on me: we were using the word ‘lazy’ to describe two completely different beasts. That realization cracked open a whole new world of leadership thinking, leaving me intrigued by the promise of what I’ve started to dub “Type 2 Laziness”.

In the thread, we discussed two completely distinct behaviors, both of which are simply labeled as laziness in the leadership discourse. Behaviors: I’d like to call type 1 and type 2 laziness²:

Type 1 Laziness: is the classic definition we’re all familiar with – a lack of motivation, poor work ethic, and a tendency to shirk responsibilities. This “laziness” often stems from disengagement, unclear expectations, or a lack of stimulating work. In essence, it’s a management problem, not an individual flaw. When given the opportunity to slack or earn recognition and serve a purpose, people tend to choose the latter over being lazy.

Type 2 Laziness: This is where things get interesting. Type 2 “lazy” individuals are not avoiding work; instead, they seek the most efficient and innovative path to achieve it. They are the masters of working smarter, not harder. They challenge the status quo, question existing processes, and constantly seek ways to optimize and streamline. This kind of “laziness” drives progress and fuels innovation. As leaders, we should facilitate this and actively cultivate it within our teams to unlock their full potential.

Thankfully, addressing Type 1 laziness is relatively straightforward. We already have a wealth of knowledge and best practices for creating motivating and engaging work environments. Clear communication, well-defined roles, regular feedback, and opportunities for growth and development—are all well-established elements of effective leadership. While implementing these practices might require effort and consistency, the path to mitigating Type 1 laziness is mostly well-trodden.

Not so with Type 2 laziness. Cultivating “productive slacking” will require a completely different approach. It’s about fostering a mindset, not just implementing best practices from a textbook. It requires creating a culture where innovation and efficiency are valued and actively rewarded.

If I’m onto something here, creating an environment where “trying often” is encouraged – instead of fixating on “failing fast” – might be more productive in fueling innovation. It could create a safe space for experimentation, where taking calculated risks and exploring unconventional solutions are accepted and celebrated.

But “trying often” is only half the equation. We also need to guide our teams and people toward challenges that spark their curiosity and ignite their passion. This requires a deep understanding of their individual strengths, interests, and aspirations. It means providing opportunities for people to stretch their skills, tackle meaningful problems, and contribute in ways that resonate with their unique talents.

That does sound like a prime example of a meaningful leadership challenge. Doesn’t it?