Essentialism: The Disciplined Pursuit of Less

While Essentialism offers valuable insights and practical techniques for prioritization and focus, one could argue that the book overlooks the realities of individuals who may not have the luxury of choosing which tasks or commitments to eliminate due to financial instability, job security, and access to resources. For example, the book promotes the idea of saying no to nonessential tasks, which can imply that individuals have the option to decline opportunities without significant consequences. This advice may not resonate with individuals who are in less privileged positions, such as those with low-income jobs or precarious employment. For these individuals, saying no to opportunities or commitments may come with greater risks, such as financial instability or missed career advancements.

A 2022 Forbes article with contributions from 10 business and leadership experts voices this dilemma: “Over time, company leaders and executives typically develop a talent for saying ‘no’ to requests in a clear and respectful way. However, it can be very challenging for lower-level employees to say ‘no’ to a request from anyone at any level” (Expert Panel. “10 Times It’s Appropriate For A Professional To Say ‘No’ At Work.” Forbes, 31 May 2022). According to the panel, the scenarios in which employees can reasonably say no include when a task is beyond their role, when they already have too many tasks, when they are asked to bend ethics or break the law, and when they feel threatened. Scott Singer, the President of Insider Career Strategies, acknowledges the danger of an employee declining a potentially illegal or unethical request: “Yes, there could potentially be a cost to your career, but engaging in questionable behavior can result in far worse consequences” (“10 Times”). An employee in this situation also faces the question of whether to report such a request to a superior or human resources, placing them in another ethical and professional quandary. Liudmila Schafer, oncologist, coach, and CEO of The Doctor Connect, cites illness and caring for family members as reasonable times to say no: “It is important for lower-level employees to set clear and respectful boundaries when it comes to their physical, mental, and financial health” (“10 Times”). Schafer notes that pressuring employees to work when they are ill can have financial and legal consequences for a company, but she does not address the potential consequences an employee faces when they say no to such a request.

In Chapter 8, Greg McKeown describes visiting Google headquarters and being surprised that only one employee out of 50 had signed up to use the sleep pod that week: “I imagined at least ten or twenty” (101). Rather than questioning whether Google employees actually have time to take a 30-minute nap midday (the pods are set for 30-minute intervals), he concludes that “even the presence of the pod is important in signaling to employees that sleep is a priority” (101).

While Essentialism offers valuable insights for those who can afford to prioritize and make deliberate choices, not everyone may have the same options. Multiple factors, such as one’s professional role, family responsibilities, and socioeconomic status, can help or hinder an individual’s ability to apply the principles of essentialism in their own lives.