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Be Clever and Lazy
Random Thoughts·

Be Clever and Lazy

In the age of AI productivity, maybe the real advantage isn’t working harder or faster, but learning how to be clever enough to do less of the wrong work.

The Problem With Always Working Hard

I was taught that working hard is a virtue. Don’t waste time. Be available. Keep going. Push harder.

But lately, I’ve been wondering if “being lazy” deserves a better reputation.

One of the things I’ve had to learn over the past two years is time management. I can’t work sixteen-hour days while taking care of a two-year-old at home. I don’t have endless time anymore. So I’ve had to learn how to be focused, intentional, and efficient with the hours I do have.

Recently, someone complimented me by saying I was “very efficient with my time management.” They meant it kindly, but I didn’t fully receive it as a compliment. Part of me wondered: is this really what we value? Being efficient enough to keep up with a culture that explicitly celebrates working all the time? The pressure isn’t subtle anymore. Across startups, tech, and increasingly beyond, there is a constant message that if you’re not building, shipping, learning, networking, or optimizing every waking hour, someone else is.

The AI Productivity Race

There is a huge pressure right now to do more. AI has intensified that pressure. Everyone is trying to move faster, produce more, and keep up. It can feel like we are all running the Red Queen’s race: if you are not constantly moving, you are already falling behind. Some people say things like, “If you’re not excited and working 24/7, you’re already behind.”

I get the excitement. AI really is exciting. It lets us do things we couldn’t do before. It compresses time. It expands what one person can produce. It makes previously impossible workflows feel suddenly possible.

But when I step back and think long-term, I wonder what we are optimizing for.

The Four Types of Officers

There is an old military saying that divides officers into four types: clever and diligent, clever and lazy, stupid and lazy, and stupid and diligent.

I divide my officers into four classes; the clever, the lazy, the industrious, and the stupid. Most often two of these qualities come together. The officers who are clever and industrious are fitted for the highest staff appointments. Those who are stupid and lazy make up around 90% of every army in the world, and they can be used for routine work. The man who is clever and lazy however is for the very highest command; he has the temperament and nerves to deal with all situations. But whoever is stupid and industrious is a menace and must be removed immediately.

The clever and diligent ones are excellent operators. They are reliable, detail-oriented, and capable of executing complex plans.

The stupid and lazy ones are not ideal, but they are usually manageable. Since they do not take much initiative, they are unlikely to cause serious damage if given simple, routine work.

The clever and lazy ones are the surprising heroes of the framework. Because they are intelligent but dislike unnecessary effort, they focus on what matters. They avoid pointless work. They look for leverage. They find efficient ways to solve problems instead of mistaking busyness for progress.

The most dangerous type is the stupid and diligent one. They work hard, but without judgment. They create unnecessary work. They make bad decisions with confidence. They move fast in the wrong direction and bring everyone else along with them.

Speed Without Judgment

I wonder if, in this AI moment, many of us are becoming stupid and diligent toward ourselves.

We are moving faster, but not always thinking more clearly. We are producing more, but not always asking whether the work matters. We are celebrating speed, but not always questioning the direction.

AI has absolutely made us more productive. But productivity is not free. We just may not be able to see the full cost yet.

Choosing Leverage Over Busyness

Maybe the better goal is not to work more, faster, all the time. Maybe the better goal is to be more selective. To think harder before we move. To protect our attention. To avoid creating work simply because we now can.

It’s a marathon, not a sprint.

We should be clever and lazy, not stupid and diligent.