The appendix translates the philosophy into leadership. A leader can’t only become personally selective; they must create clarity and trade-offs for a group, or the team will drown in competing priorities.
Leadership essentialism starts with intent: defining what matters most, then aligning resources and norms around it. It continues with elimination: stopping projects that don’t serve the mission, reducing meetings that exist by habit, and removing obstacles that force the team to waste effort.
It also requires courage. Leaders must say no on behalf of the organization, protect the essential work from noise, and set boundaries that make focus legitimate. When leaders fail to choose, teams compensate with busyness.
The aim is a culture where “less but better” is operational: fewer priorities, clearer decisions, and execution that feels calm because the trivial many were cut away.