Getting Rid of Stupid Stuff: Boosting Financial, Operational, and Human Margins

The weight of today’s workloads is undeniable. Many industries—especially healthcare—are grappling with resource constraints, clinician shortages, and soaring costs that make hiring new staff challenging, if not impossible. Faced with this reality, leaders are left with an important question: How can we support our teams and help them sustain their passion and productivity in such demanding circumstances?

At Hawaii Pacific Health, tackling this challenge head-on through a “Getting Rid of Stupid Stuff” (GROSS) initiative led to a remarkable breakthrough. By eliminating ONE CLICK in the electronic health record (EHR) documentation, they saved 1,700 nursing hours per month. That’s a financial impact of upwards of a million dollars per year in hourly wages. One click.

This example underscores the power of identifying and eliminating unnecessary work. GROSS isn’t just about efficiency; it’s about creating an environment where employees feel their time is respected and where patients and families benefit from smoother processes.

I love asking people about their stupid stuff, and here are some recent examples:

• A surgeon is addressing his own envelopes and mailing referral letters instead of booking more surgeries because he was denied admin support for budgetary reasons.
• A nurse manager must document 200 instances of people properly washing their hands every week. She has a master’s degree.
• A researcher who received their doctorate from the same place they now work had to request an official transcript from their organization to be sent to the same organization to document their degree. Then they submitted the receipt for the transcript order to the same institution for reimbursement.
• A manager must physically print timesheets, seek signatures and then scan them into another system because the two systems don’t integrate.

Start by Asking: What’s the Stupid Stuff?

When identifying unnecessary work, the best approach is simple: ask the people doing the work. They know better than anyone what processes are outdated, redundant, or just plain frustrating.

In our research, we asked employees to tell us what processes were redundant, unnecessary, or duplicative. By casting a wide net, we gathered input from across departments, roles, and levels of seniority. The result? We received thousands of examples of “stupid stuff.”

Yes, thousands.

At first, that number felt overwhelming, but it also highlighted how much room there was for improvement. This volume of feedback gave us actionable insights into the changes needed to support employees and improve workflows.

Don't stop with internal feedback. Patients and families spend hours navigating our systems, sitting in waiting rooms, and experiencing the outcomes of our processes. Why not ask them what feels inefficient or frustrating? Their insights can reveal gaps and inefficiencies that staff might overlook. For example, long wait times, confusing check-in procedures, or unclear instructions are all opportunities to simplify and improve.

The more broadly you ask—whether it’s employees, patients, or families—the better chance you have of uncovering the big wins.

Small Issues Add Up to Big Problems

It’s tempting to dismiss certain inefficiencies as too small to matter. When a staff member identifies a process that only affects one or two people in their department, it might not feel urgent enough to escalate. But when you zoom out and realize that the same issue is impacting one or two people in 50 units across your organization, it’s no longer a minor inconvenience.

One person’s pain point might seem insignificant at first glance, but when multiplied across teams, shifts, and locations, its true impact becomes clear. For example, a small change in EHR workflows might seem like it saves just a minute per nurse, per patient. But over hundreds of patient encounters, it can free up thousands of hours annually.

Addressing these “small” issues sends a powerful message: employees’ time matters. It builds trust and engagement, which are critical to sustaining morale in tough times.

What if It Isn’t Stupid Stuff?

Of course, not everything flagged as “stupid” is truly unnecessary. Some tasks, while tedious, are essential for regulatory compliance, patient safety, or organizational strategy.

But even in these cases, the feedback is invaluable. Why? Because it tells you where there’s a disconnect between what employees and patients perceive as pointless and what leadership knows to be critical. This creates an opportunity to educate and connect the dots:

• Explain the “why.” If a task has value, explain its purpose and impact. Show employees how their efforts contribute to the bigger picture, such as improving patient outcomes, meeting safety standards, or achieving organizational goals.
• Look for improvements. Even essential tasks can often be simplified or automated. Is there a way to streamline the process, reduce duplication, or provide better tools to make it less burdensome?

When employees and patients understand the purpose behind a process—and when they see leaders actively seeking ways to improve it—they’re more likely to stay engaged and supportive.

Uncovering Hidden Problems

GROSS can also help you learn about problems you didn’t even know existed. Sometimes, an issue flagged as “stupid” is a symptom of a deeper, systemic problem that hasn’t been fully recognized.

For example, we uncovered frustration from a hotline that wasn’t working. Employees thought they were reporting issues by calling this number, and management wasn’t being responsive. It was damaging trust. It turns out the hotline had been long discontinued, but the number was still printed on the back of some older legacy badges. Employees were losing trust in leadership because they thought nobody cared about their concerns. Fixing this issue has been an important trust restoration activity.

By inviting employees, patients, and families to share their frustrations, you gain a clearer view of the hidden obstacles preventing people from having the best possible experience.

The Ripple Effect of Eliminating Stupid Stuff

Getting rid of unnecessary work isn’t just about saving time—it’s about creating a culture where everyone feels their contributions matter. Here’s what happens when you commit to GROSS:

• Reduced burnout: When employees spend less time on pointless tasks, they have more time and energy for the work that truly matters.
• Increased engagement: Employees and patients are more likely to feel valued and invested when they see leaders acting on their feedback.
• Improved outcomes: Streamlined workflows lead to fewer errors, faster processes, and better results for everyone involved.

How to Get Started

If you’re ready to tackle GROSS in your organization, here are three simple steps to get started:

1. Ask broadly. Solicit feedback from employees, patients, and families. The wider you cast the net, the more insights you’ll gain. Make it anonymous so people feel safe to speak up.
2. Analyze patterns. Look for recurring themes and systemic issues. Small frustrations often point to bigger opportunities for improvement.
3. Take action and communicate. Show employees and patients that their input leads to real change. When a task can’t be eliminated, explain why and explore ways to make it easier.

In a time when workloads are heavy and hiring is tough, GROSS offers a practical and empowering path forward. By getting rid of stupid stuff, we can build a workplace where every minute and every effort counts—for employees, patients, and families alike.

What’s the “stupid stuff” you’d like to eliminate in your workplace or care experience? Let’s start the conversation.

Lead Well,

Katherine

#humanmargin

I love bringing the rigor of scientific research together with practical tactics to equip leaders to strengthen the human margin within their organizations and teams. To learn more: www.katherinemeese.com

For more like this, check out my latest book with Quint Studer, The Human Margin: Building Foundations of Trust.

Shoutout to our research team for their work on inefficiencies reported by clinicians! Petra J Sprik Mark Schall Laurence Boitet, PhD David Rogers

 #WorkplaceEfficiency #ProcessImprovement #EmployeeEngagement #HealthcareInnovation #OperationalExcellence #ReduceBurnout #SmartWorkflows #LeadershipInAction #TimeWellSpent #SustainableWorkplace #CultureOfImprovement #HealthcareLeadership #Humanmargin