How Goldratt’s Rules of Flow Are Shaping My Approach to Leadership

I recently read and re-read (in fact read 3 times), Goldratt’s Rules of Flow, a book that focuses on project management, but its principles left me reflecting on how I manage tasks; not just for myself but also as a leader for my team. The suggestion to explore this book came from Dr. Efrat Goldratt-Ashlag after a comment I left on her LinkedIn post and I’m grateful for the nudge.

The ideas in the book made me rethink how I balance multiple priorities, respond to shifting demands and help my team achieve our goals effectively. While I’m not in a project management role, I was able to see immediate parallels between Goldratt’s principles and the day to day challenges of strategic sourcing, leadership and task flow.

What follows are my reflections and personal action plan for applying these principles to navigate challenges. These are not prescriptions or one size fits all solutions, but rather aspirations I aim to practice - for myself and my team.

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One of Goldratt’s key principles is limiting WIP to prevent overload. I’ve experienced how trying to juggle too much at once impacts not just my own productivity but also my team’s ability to deliver quality work. Overloading tasks creates delays, errors and ultimately frustration for everyone involved.

For me, this principle highlights the importance of focus. By limiting the number of active tasks, I can reduce the churn of multitasking and ensure that we complete fewer tasks exceptionally well rather than spreading ourselves too thin.

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? ?????? ????????????: Be upfront about my capacity when new tasks arise and engage in conversations about reprioritizing existing responsibilities.

? ?????? ???? ????????: Regularly review workloads to ensure no one is stretched too thin. Create an environment where it’s okay to ask for support or adjustments when priorities shift unexpectedly.

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Buffers are essential for handling surprises, but I’ve also noticed how easy it is to fall into “Student Syndrome,” where we delay starting tasks because “there’s enough time.” Goldratt’s idea of using buffers as safeguards (not extensions) resonated with me.

For the team, this principle translates to building flexibility into timelines while maintaining readiness from the start. I found the concept of the “full-kit” particularly useful, ensuring we have everything we need before beginning a task.

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? ?????? ????????????: Set deadlines with built-in flexibility but aim to complete tasks ahead of schedule when possible.

? ?????? ???? ????????: Encourage the team to approach projects with a “full-kit” mindset, where we don’t start until all necessary resources are in place. This will help keep buffers available for real challenges rather than avoidable delays.

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Progress often gets stuck due to bottlenecks; whether it’s waiting for approvals, misaligned priorities or missing inputs. For me, Goldratt’s focus on identifying and addressing constraints early felt like a practical way to avoid frustrations down the line.

This principle made me think about how we handle dependencies as a team. Synchronizing efforts and clearing bottlenecks upfront can help us avoid the ripple effects of delays.

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? ?????? ????????????: Take stock of what’s holding up progress on my tasks and address constraints early; whether it’s following up on pending approvals or aligning priorities.

? ?????? ???? ????????: Facilitate regular discussions to identify team level bottlenecks and address them collaboratively. This might include streamlining workflows or reallocating resources to remove barriers.

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I’ve always thought multitasking was an important skill to have, until I realized how much time I lose switching between tasks. Goldratt’s principle of reducing “bad multitasking” reminded me of the value of deep focus, both for myself and for my team.

When priorities aren’t clear or when interruptions are constant, multitasking becomes a significant drain on productivity. Standardizing repetitive tasks and protecting focus time are two ways I plan to address this.

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? ?????? ????????????: Block focused work periods in my schedule to tackle priority tasks without interruptions.

? ?????? ???? ????????: Introduce more structured workflows for routine tasks to reduce mental load and create “focus windows” where the team can work uninterrupted on critical projects.

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As a leader, I often find myself balancing team and organizational priorities. Goldratt’s advice to avoid rework by tackling recurring issues thoroughly struck a chord. I’ve seen how short term fixes can lead to long term inefficiencies.

This principle also reminded me of the importance of alignment. Ensuring that our work contributes to broader objectives, rather than just focusing on quick wins, is key to driving meaningful impact.

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? ?????? ????????????: Use tools like the Urgent-Important Matrix to stay focused on tasks that align with larger goals. Dedicate time to resolving persistent challenges rather than repeatedly addressing symptoms.

? ?????? ???? ????????: Encourage team discussions about how each project fits into the bigger picture. This will help us prioritize work that creates lasting value while reducing distractions from low-impact tasks.

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As I reflect on Goldratt’s Rules of Flow, I’m reminded that leadership is as much about creating clarity and focus for others as it is about managing my own tasks. These principles are not just tools for improving efficiency but also for fostering an environment where the team can thrive.

I plan to revisit these ideas regularly as I navigate my role and responsibilities. Thank you to Dr. Efrat Goldratt Ashlag for inspiring this journey; these reflections are a work in progress and I look forward to seeing how they evolve.

If you’ve applied similar principles or have thoughts on managing tasks and priorities, I’d love to hear from you!

#Productivity #LeadershipReflections #Goldratt #TaskManagement #TeamDevelopment

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