Don’t Burn People With Process!
When Efficiency Turns into a Burden.
Processes. They’re the backbone of any organization, the invisible threads that hold everything together. In theory, processes bring order, consistency, and efficiency to the chaos of day-to-day work. But when taken too far, they can also become the very thing that stifles productivity and demotivates teams.
Too often, companies fall into the trap of solving every hiccup, every minor setback, with yet another process. What starts as a well-intentioned attempt to “improve the current state” quickly morphs into a tangled web of rules, approvals, and endless documentation. From a management perspective, it looks like a workable structure. But from where the employees sit, it’s a different story—it’s bureaucracy, red tape, and a constant battle against a system that seems more interested in policing than empowering.
It’s time to stop burning people with processes. Let’s dive into why more processes don’t always mean more productivity and how to strike a balance that keeps teams engaged, efficient, and focused on what really matters: delivering value.
The Cost of Over-Engineering
Let’s start with a common scenario: A bug slips through to production. It’s not the first time, and naturally, there’s some frustration. But instead of focusing on what went wrong and how to fix it, the knee-jerk reaction is to create a new process. A detailed checklist is introduced, approvals are added, and suddenly, releasing a simple fix feels like jumping through flaming hoops.
What was once a quick task has now turned into a multi-step ordeal. Developers spend more time filling out templates, getting approvals, and attending meetings than actually solving the problem. The intention was good, prevent future issues, but the result is a team that feels weighed down by the very processes that were supposed to help them.
In another team I worked with, a similar situation unfolded. A minor compliance issue cropped up, and the response was immediate: a new process to ensure it wouldn’t happen again. The team was handed a shiny new spreadsheet with detailed compliance checks, additional sign-offs, and a requirement to document every step of their work. What used to be a smooth, intuitive workflow was now bogged down by repetitive administrative tasks that no one had the time—or the patience—for.
What’s worse is that each new process rarely replaces an old one; it just gets stacked on top of the existing layers, creating a labyrinth that teams have to navigate daily. The cumulative effect? Teams that are more focused on avoiding process violations than on creative problem-solving.
Processes Are Not a Cure-All
It’s tempting to see processes as the ultimate solution. After all, they offer a sense of control, a way to manage chaos. But the reality is, that not every problem can (or should) be fixed with a process. Sometimes, the issue isn’t a lack of process but a lack of understanding, communication, or trust within the team.
Processes are meant to support people, not control them. When every misstep, every deviation, leads to yet another rule, it sends a message that the team isn’t trusted to do their job without constant oversight. And that’s a surefire way to kill motivation.
I’ve seen teams that are so bogged down with procedures that they spend more time managing the processes than doing the actual work. Every pull request requires multiple approvals, every meeting needs a formal agenda with timestamps, and every minor change must be documented in excruciating detail. It’s like trying to run a marathon with lead weights strapped to your legs—you’re moving, but barely, and every step feels like an uphill battle.
The Human Cost of Over-Processing
From the outside, it might seem like processes bring order and efficiency, but on the inside, they often become a source of burnout and frustration. When your team spends more time dealing with processes than actual problem-solving, you’re setting them up for failure. The reality is, that processes don’t solve everything, and they certainly can’t replace the creativity, intuition, and expertise of your people.
Consider a team that’s constantly juggling heavy processes. They start their day with a meeting to review the changes from last week, followed by another meeting to align on the latest compliance checks. By the time they get to their actual work, they’re already mentally exhausted. The process, intended to make things better, has drained their energy before they’ve even begun.
I once worked with a team where the sprint retrospectives had morphed into a session purely focused on checking off compliance requirements rather than discussing genuine improvements. We were so caught up in reviewing the “process checklist” that we lost sight of what the retrospectives were meant for, reflecting on what went well, what didn’t, and how to make things better. Instead of feeling empowered, the team felt cornered, boxed in by rules that offered no room for creativity or autonomy.
Processes Support, Not Suppress
It’s not that processes are inherently bad. In fact, when used correctly, they can create a strong foundation for teams to build upon. The key is to ensure that processes serve the people, not the other way around. Here are some ways to strike that balance:
1. Start with Purpose, Not Process
Before jumping into a new process, ask yourself: What problem are we actually trying to solve? Is it a recurring issue that genuinely needs structure, or is it a one-off that can be handled with a conversation and some common sense? Not every hiccup needs a formalized response. Sometimes, it’s better to address the root cause directly rather than slapping on another process as a band-aid.
For example, instead of creating a detailed workflow to manage every deployment, start by having an open conversation about where things are going wrong. Maybe the team just needs clearer communication or a shared checklist rather than a rigid, step-by-step procedure.
2. Keep It Simple and Adaptable
Processes should be simple, flexible, and easy to adapt. Avoid creating complex, multi-layered systems that no one fully understands or follows. Start small and iterate. If something isn’t working, don’t be afraid to change it. Encourage feedback from the team about what’s helping and what’s hindering.
One team I worked with had an overcomplicated code review process that was slowing down their productivity. After some feedback and experimentation, we simplified it to focus only on the critical checks that added real value. The process was easier to follow, less time-consuming, and more effective in catching actual issues.
3. Regularly Review and Prune Processes
Just like your codebase, your processes need refactoring from time to time. Regularly review which processes are still adding value and which have become outdated or redundant. Don’t be afraid to cut what isn’t working. It’s better to have a few well-functioning processes than a tangled mess that no one follows.
In one team, we made it a point to have quarterly “process audits,” where the team could voice which processes were helping and which were just getting in the way. The goal wasn’t to create more processes but to refine and reduce what was already in place. It became a powerful way to keep the processes lean and effective.
4. Trust Your Team More Than Your Processes
Processes should guide, not dictate. They’re there to provide a framework, but the people executing them are the real value drivers. Trust your team’s judgment and allow them the flexibility to navigate challenges without having to jump through bureaucratic hoops at every turn. Empower them to make decisions within the framework rather than feeling boxed in by it.
Trust goes a long way in creating a culture where people feel capable and motivated to do their best work. When your team knows they’re trusted to handle things without excessive oversight, they’re more likely to engage, take ownership, and deliver results.
Process Smarter, Not Harder
Processes are a tool, not a crutch. When used wisely, they can create consistency, reduce friction, and help teams operate smoothly. But when every problem is met with another layer of process, you end up with a system that’s more of a burden than a benefit.
The goal is to create an environment where processes support your team, not weigh them down. Focus on clarity, simplicity, and purpose. Keep processes light, adaptable, and people-focused. And most importantly, remember that it’s your people, not your processes, that drive success. Let’s make sure we’re empowering them, not burning them out.
