Multitasking—and Other Unicorns

Some things in life sound impressive but simply don't exist. Unicorns, for example. Or sugar-free desserts that actually taste great and are healthy. Or productive multitasking.

For years, people have worn multitasking like a badge of honor—proudly claiming they can juggle multiple priorities at once. But research tells a different story. What we call "multitasking" is actually task-switching, and our brains aren't wired to do it well. When we divide our attention, we reduce our effectiveness, increase our error rates, and wear ourselves down faster than we realize.

What's true for individuals is often true for organizations as well.

When an organization tries to do everything for everyone, it ends up doing almost nothing at the highest level. Leaders can lose sight of what the organization truly stands for. Employees burn out. Resources get spread too thin. The organization moves, but not forward.

Years ago, the Monfort College of Business at the University of N. Colorado served as a cautionary example of this very dilemma. In the 1980s, Monfort operated one of the largest MBA programs in the country by volume, delivering courses to military bases and remote campuses across the U.S. Faculty were flying out on weekends to teach graduate students, then returning to campus for undergraduate instruction during the week. On the surface, it looked like a success story—lots of programs, lots of students.

But the reality? The faculty were exhausted. Innovation was flat. Quality was very inconsistent. And the College's core undergraduate program suffered. The college was moving fast but lacked focus. It wasn't until a visionary leader (Bill Duff) challenged the status quo that things began to change. That leader made a bold, unpopular proposal: narrow the mission. Instead of trying to be everything to everyone, Monfort should concentrate on doing one thing exceptionally well.

The College gradually phased out its graduate offerings and several weaker undergraduate programs. It redirected its people, energy, and resources toward delivering the highest-quality undergraduate business education in the Rocky Mountain region. Over time, that clarity of purpose and disciplined focus not only improved outcomes—it led to national recognition. In fact, many years later, Monfort went on to become the only business college in the country to ever earn the Malcolm Baldrige National Quality Award.

That kind of transformation doesn't happen without courageous leadership. One major portion of the Baldrige framework emphasizes the responsibility of senior leaders to set a clear vision, establish and model core values, and guide the organization with purpose. Monfort's success wasn't about doing more—it was about doing less, better. And that started with leadership that had the clarity—and resolve—to stop multitasking the mission.

So, the next time you're tempted to admire someone's ability to juggle endless priorities, or you find your organization chasing every new opportunity that pops up, remember: even unicorns can look great in a picture. If only they were real.