The 80/20 Rule and How It Shows Up in Your Team

You’ve probably heard of the 80/20 rule—also known as the Pareto Principle. It’s the idea that 80% of your outcomes often come from just 20% of your efforts. In business, it might show up in your client revenue, your sales results, or even your task list.

But there’s one place this principle shows up over and over again—and it can quietly make or break your success: your team.

In many businesses, a small portion of the team is responsible for the lion’s share of results, while another small portion takes up most of the time, energy and attention. And if this imbalance isn’t addressed, it can lead to burnout, frustration, and stalled growth.

Let’s explore what the 80/20 dynamic looks like in a team—and how to reset the balance.

When 20% of Your Team Delivers 80% of the Results

First, take a moment to think about your team. Who are your high performers? The ones who are always reliable, get things done without being asked, and consistently push the business forward?

These people might not be flashy or loud about what they do. In fact, they’re often the ones who quietly keep everything ticking over. They don’t create drama, they don’t constantly seek recognition, and they don’t waste your time.

But if they disappeared tomorrow, you’d feel it immediately.

That’s the 20%—the small group who are driving most of your business outcomes. It might be a brilliant EA, a client manager who holds everything together, or a back-end team member who ensures every project runs smoothly. They may not even be in leadership roles—but without them, the wheels start to wobble.

The problem? These people often get overlooked because they don’t demand your attention. They just keep things running. Which means they’re not always recognised, supported or retained the way they should be.

And that’s a risky place to be.

When 20% of Your Team Consumes 80% of Your Time

Now, flip the coin. Who on your team takes up most of your time and energy?

These are the people who:

• Require constant coaching, correcting, or following up.
• Make repeat mistakes despite training.
• Undermine your leadership with negativity or resistance.
• Aren’t poor enough performers to let go, but not strong enough to carry their own weight.
• Always seem to need something from you—feedback, reassurance, correction, or validation.

They’re your “problem children.” And no matter how hard you try, they don’t seem to turn the corner.

The issue here isn’t just about one or two team members needing support. It’s that they’re absorbing most of your time and attention—while your strongest team members are being left to fend for themselves.

This dynamic is draining, demotivating, and quietly toxic to your culture. And your top performers? They notice it. They may not say it, but they feel it. And eventually, they’ll start to wonder why they bother.

How This Imbalance Affects Your Business

When your time is disproportionately focused on the lowest performers, and your results are coming from the smallest group of high achievers, the whole business suffers.

• You’re more likely to burn out as a leader.
• Your best people may become disengaged or leave.
• Your culture slips into one of mediocrity or “cruising.”
• Productivity plateaus—even with a growing team.
• You feel constantly behind, overwhelmed, and unsure how to fix it.

Sound familiar? The good news is, this imbalance can be addressed—with the right strategies.

Rebalancing the 80/20 Team Dynamic

Here’s how to start shifting things back into alignment:

Audit Your Team’s Impact

Take an honest look at who is delivering the most value—and who is consuming the most time. This means going beyond job titles and looking at real outcomes, not just effort.

Ask yourself:

• Who are the “glue” people that hold things together?
• Who would you hate to lose?
• Who is always needing your help just to stay afloat?

This step alone is often eye-opening.

Acknowledge and Recognise Your Quiet Achievers

Your high performers might not ask for praise, but they notice when it doesn’t come. Start giving them more time, attention and recognition. Let them know they’re valued—and find ways to support their growth.

This could mean:

• Involving them in decisions.
• Offering more flexible work options.
• Giving them leadership or mentorship opportunities.

Stop Over-Investing in Poor Performers

It’s time to cut the emotional cord. If someone consistently underperforms despite coaching and support, you need to ask whether they’re a good fit for your business.

Be honest:

• Are they taking up too much of your headspace?
• Have you been avoiding tough decisions?
• Is your team silently suffering because of them?

Accountability is key—and sometimes, the kindest thing you can do is have a hard conversation.

Reset Cultural Expectations

If your team has slipped into a “cruise control” culture—where a few people carry the load for everyone else—it’s time for a reset.

• Revisit your values. Are they clear and lived?
• Define what accountability looks like across all roles.
• Involve the team in setting behaviour standards.
• Build a culture of ownership, not just attendance.

Culture isn’t built on posters—it’s built on what you tolerate, what you celebrate, and what you consistently reinforce.

Use Your Team to Elevate Your Team

Empower your high performers to help bring others up. Whether through buddy systems, mentoring, or peer accountability, don’t let your best people operate in isolation.

Let them influence the team—not carry it.

Imagine If the Whole Team Pulled Their Weight

What if 80% of your team were driving outcomes—not just 20%? What if you weren’t spending your time managing drama or micromanaging delivery?

Your high performers would feel valued and supported.

Your underperformers would either lift—or leave.

And you? You’d finally have the time and headspace to lead, not just manage.

It’s possible. But it starts with taking a clear-eyed look at the balance of energy, impact and attention in your team.

An Invitation
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