Are you Low Maintenance?

Happy Thursday,

Leaders often talk about the 20% who consume 80% of their time: the difficult, high-maintenance employees. They rarely talk about the low-maintenance ones who get on with the job with minimal fuss or complaints. It sounds admirable, but over time it can come at a cost, not only to the individual and their career, but also to the organisation. So let's unplug and look at both sides of the coin.

🧠 LEARN something.

There is a subtle social and psychological contract at play in most workplaces. We reward people who are agreeable, responsive, and easy to manage. Over time, this creates an unspoken expectation that people minimise their own needs to protect (or build) a low-maintenance reputation. At an individual level, this gradually, or sometimes quickly, turns from low maintenance into low visibility. In a "do more with less" world, it can also become a form of performance punishment, with higher responsibility and increasing dependence. You absorb extra work with a smile. You get rewarded for being the reliable go-to person. What looks like professionalism and feels like being a "good employee" on the surface can, over time, breed resentment, disengagement, and even burnout. Now, I'm not suggesting you suddenly turn into an entitled pain in the arse, but the other end of the spectrum doesn't bode well either.

At an organisational level, this is where things start to really break down. It's a hidden cost we've seen time and again, especially when working with companies during and after restructures. Organisations cannot optimise for what they cannot see. If your constraints, ideas, or concerns are invisible, they do not get factored into decisions. You might reduce short-term friction, but it increases long-term risks. When organisations unintentionally reward low-maintenance behaviour, the one who raises difficult issues is often seen as harder to manage. Over time, this creates a selection bias. Leaders end up promoting the people who are more agreeable, not necessarily those creating the most value. The behaviours you reward are the culture you create. When agreeableness is mistaken for effectiveness, the long-term cost is poorer decisions, weaker teams, and organisations that keep selecting comfort over value.

🤔 REFLECT on an idea.

The leaders who surround themselves with agreeable people are seldom in a position to recognise reality, let alone define it. Instead, they operate with a version of reality that might make sense in the meeting room on the top floor, but not on the shop floor.

😊 SMILE a little.

My boss once told me I was one of her best employees. I was chuffed.

But after two missed promotions, double the responsibilities, and no pay rise, I'm starting to wonder if that was actually a compliment.

✅ DO IT to get results.

Ask yourself a simple question: "If I hired someone to replace me tomorrow, would they put up with what I put up with, or would they start challenging things I've quietly learned to tolerate?" You will have your answer and your action.

You can also ask the same question about your low-maintenance employee. If you went to market and hired their replacement, what would happen? Because one of the risks of being "low maintenance" is that you slowly normalise things that should probably be questioned.

🌱 How can we support you and you?

We provide strategic leadership solutions tailored to align with your business strategy, size, and budget. We can support you with:

• Individual Coaching (for leaders and doers)

• Team Coaching (for group and leadership teams)

• Workshops, off-sites, and team building

• In-house Leadership Programs to suit your scale.

Kia pai tō wiki

Kenny Bhosale

CEO & Founder, The Bridge Leaders