The Art of Not Doing Useless Things

In accounting and finance, we love efficiency. We love accuracy. We love a good pivot table. Above all, we love value added work: the kind that actually informs decisions, drives strategy, and doesn’t end up buried under 4,000 unread emails.

Unfortunately, I didn’t learn that last part until I had spent a generous portion of my early career producing work with the same impact of a motivational poster in a storage closet.

Let’s take a walk down memory lane.

When You Realize Your “Important” Report Isn’t Important

Early in my career, I submitted an analysis I had poured real effort into. Formulas checked, formatting pristine, conclusions thoughtful. Shortly after sending it, I discovered a calculation error that created a material difference, so I went to notify leadership and correct it.

My manager’s response was a shrug and a casual, “No one looks at that report anyway.”

I was stunned. Confused. Possibly questioning the meaning of life.

Later, the controller confirmed they didn’t even realize the report was still being produced. Apparently, I had been diligently maintaining a relic from a bygone era, a report that had outlived its usefulness but not its place on the recurring task list.

It was my first lesson in corporate archaeology: just because a report exists doesn’t mean anyone uses it.

The Skeleton Crew and the Case of the Ghosted Deliverable

Years later, I found myself at a much smaller company, the kind where “lean team” is an understatement and everyone is doing the job of three people. Surely, I thought, every report here must matter.

I spent days, not hours, building a comprehensive report for leadership. I sent it up the chain. And then nothing. No approval, no feedback, no acknowledgment.

Month two: same thing. Month three: I completed the report but didn’t send it. It was available if anyone asked.

No one asked.

Nearly nine months later, the CFO noticed the email had stopped coming. Not because the report was needed, but because they were cleaning their inbox. When we reviewed the content together, we realized most of the information was already covered in other reports. The deliverable was quietly retired.

Another lesson learned: if no one notices a report is missing for nine months, it probably wasn’t driving critical business decisions.

My New Rule: No User, No Use Case, No Impact, No Report

After these experiences, I adopted a new professional philosophy: every recurring task must earn its place.

Before committing time to a report or analysis, I ask:

• Who is using this?

• When are they using it?

• How does it support decision making?

• What happens if it doesn’t exist?

  
  

If the answers are vague, outdated, or rooted in tradition rather than purpose, I propose alternatives, consolidation, or cancellation. There is no shortage of meaningful work in accounting and finance. We don’t need to spend time producing decorative deliverables.

It’s About Impact, Not Volume

Value added work isn’t defined by how long something takes or how many tabs you have open while doing it. It’s defined by whether it moves the business forward.

If a report informs decisions, great. If it clarifies performance, even better. If it sits unread until someone cleans out their inbox months later, it’s time to let it go.