Seth Godin 🌔 on the Crucial Difference Between ‘Trying Hard’ and ‘Working Hard’

In a recent LinkedIn post, Seth Godin 🌔 distinguishes between the concepts of “not trying very hard” and “not working very hard,” arguing that many businesses mistakenly prioritize the latter while neglecting the former, to their own detriment.

Seth Godin 🌔 observes that a common societal and professional conditioning leads individuals to avoid “trying hard” due to its perceived risks and emotional intensity. Instead, people are often encouraged to focus on “working hard,” which is frequently held up as a virtue, particularly in roles that are productivity-focused and follow established manuals.

“We’ve been indoctrinated to avoid trying hard (too risky and emotionally fraught) and to resign ourselves to working hard (held up as a virtue).”

The Dangers of Prioritizing ‘Working Hard’ Over ‘Trying Hard’

Seth Godin 🌔 illustrates this point by referencing jobs in franchises like Subway or on assembly lines, whether making chocolate or writing code. In these environments, the emphasis is on consistent effort and output, where the more hours invested, the better the results. The bosses push for increased work intensity. However, Seth Godin 🌔 contends that this focus on sheer effort can stifle innovation and genuine customer engagement.

According to Seth Godin 🌔, businesses staffed by individuals trained to “not try very hard” often adhere strictly to existing policies and avoid taking the necessary risks for true innovation, customer delight, or meaningful connection. This approach, while seemingly safe, can lead to stagnation and a failure to differentiate in the marketplace.

Seeking Effortless Excellence as a Customer

Seth Godin 🌔 highlights a critical irony: when individuals are on the receiving end as customers, they often seek the very opposite of what these businesses provide. Humans are naturally drawn to individuals and companies that demonstrate genuine care and a willingness to “try a bit harder” – not necessarily to work more hours, but to put in the thoughtful, insightful effort that leads to superior outcomes.

“On the other hand, there are projects where the outcomes are less certain and where the manual isn’t as complete. In these sorts of projects, we need to use our judgment and insight. We do things that might not work. There are few prizes for longer work, but plenty of upside for better work.”

The Value of Judgment and Insight

Seth Godin 🌔’s analysis suggests that true progress and customer loyalty stem from applying judgment and insight, especially in less predictable projects. While working hard can yield predictable results in structured environments, it’s the willingness to “try harder” – to experiment, innovate, and connect on a deeper level – that creates significant upside and resonates with customers.

“We’re surrounded by businesses staffed by hard-working people who have been trained to not try very hard. So they stick with the policy and avoid innovation, customer delight and connection.”

Ultimately, Seth Godin 🌔 encourages a re-evaluation of professional priorities, advocating for the courage to “try hard” and invest thoughtful effort, rather than simply defaulting to the perceived virtue of “working hard.” This, he implies, is where genuine innovation and customer appreciation are found.