Working in Your Upper 50%
We often ask: Am I spending my time on what matters most?
I use a simple construct called the Upper 50% / Lower 50%. It helps leaders, teams and me personally focus attention where it creates the most value—without overcomplicating things.
The Origin
In 2002, a client leading a large state organization observed the Pareto principle (80/20) created too much angst. A binary upper/lower 50% was far easier to get your head around.
My father, a turn-around consultant, shaped this with me, and added another layer: work in threes. This makes categorization consumable instead of overwhelming.
Three most obvious in the Upper 50%, then the next three.
Three most obvious in the Lower 50%, then the next three.
The Concept
Upper 50%: Priorities, decisions, and actions where your experience and capabilities create the most value.
Upper 50%: Activities that should be delegated, automated, or eliminated. Very difficult but at least put it through the paces.
Important: one person’s lower 50% is another’s upper 50%. A strong subordinate helps keep their boss in the boss’s upper 50%. Effective delegators look for ways to move their legitimate lower 50% to others.
Delegation Done Right
Delegating isn’t just offloading work. It works when three factors line up:
Right Capabilities – Skills, experience, or personality fit.
Right Instructions – Clear expectations and mutual understanding.
Right Desire – Willingness to do it, or at least to learn.
If one is missing, you’ll feel it. As the delegator, the early burden falls on you, but over time the effort must flip—or something’s off.
For the receiver, if things aren’t clicking, check the same factors: clarify instructions, ask for help developing skills, or the need to earn trust may be the issue.
Beyond Delegation
Automating – Not just technology; often streamlining or redefining a process so it takes less attention.
Eliminating – The toughest. Ask: Why does this exist? What assumptions are behind it? Many activities persist from habit or outdated requests.
And sometimes people keep Lower 50% tasks because they’re therapeutic or enjoyable. That’s fine, just recognize it and schedule them accordingly.
How We Use It
Self Reflection – “I’m too busy. Time to regroup.”
Servant Leadership – “You’re stretched. How can I keep you in your Upper 50%?”
Team Reset – “This isn’t working. Let’s sort through our Upper and Lower 50% together.”
A Practical Example
I worked with an IT group where expectations far exceeded headcount. We mapped their OKRs (automatically in the Upper 50%) against everything they were doing. The story emerged:
Some “urgent” Lower 50% work was being triggered by behaviors in other functions.
Other tasks were misaligned priorities—work the IT team thought was important but, after discussion, could be deferred.
This gave the IT leader a clear narrative and data for the COO. Together, they started solving the right problems.
In Practice
Keep the Upper 50% / Lower 50% construct in mind. It’s simple, binary, and practical. When stress, misalignment, or ambiguity creep in, use it to spark a conversation.
Ask: What belongs in your Upper 50% right now? What needs to shift to your Lower 50% and how will you delegate, automate, or eliminate? Want help, Let’s Chat.
