Death by Tracker
Your tracker pile is a design problem, not a tools problem.
You know the trajectory. A tracker for the reorg. A tracker for performance. A tracker for the AI rollout. A loop sheet for the loop sheet. Each one looks small on its own. Then it’s Friday and you’ve spent eight hours updating spreadsheets and zero with a leader on what they’re actually trying to build.
Each additional tracker is one less conversation I get to have with a leader about the future of their org.
This is how we get to non-strategic HR.
The first instinct is “tools problem — get a better integration.” It isn’t. It’s a design problem. Someone has to ask: what’s this tracker for, who reads it, and what decision does it inform? If the answers are vague, the tracker shouldn’t exist. If they’re sharp, it probably replaces three other places we’re tracking the same thing.
I’m a team player. I’ll fill out what needs to be filled out. But the role exists because someone has to be in the room with the leader, watching where strategy meets reality. That work doesn’t fit in a column.
What’s on your tracker pile right now? Are any of them earning their place?