Jonathan Haaswritingnowusesabout
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Jonathan Haaswritingnowusesabout

The Phantom Projects of Overhiring

April 22, 2025·2 min read

One of the most quietly corrosive things a company can do is overhire. Not because people are malicious or lazy.

#organizational-dynamics#productivity#team-structure#startup-culture#leadership

Overhiring doesn't produce idle employees. It produces phantom projects -- work that looks productive, checks every box in a status report, and drives zero business outcomes.

The mechanism is human nature. High-performing people want to contribute. Give a smart team too much capacity and not enough real problems, and they'll invent work to fill the gap. Pet projects with beautiful mockups and zero user signal. Process documentation for edge cases nobody has encountered. Internal tooling rewrites that become the project instead of supporting one. All of it feels productive. None of it is connected to an external signal.

The Masking Effect

The damage isn't the wasted effort. It's the loss of legibility. Phantom projects check every box: they have milestones, they produce deliverables, they generate demo-day presentations. They look indistinguishable from real work in a status meeting. This makes it harder for leadership to see what's actually driving the business forward, because the signal-to-noise ratio in project reporting drops as phantom work accumulates.

Worse, phantom projects create their own constituencies. The team that built the internal tool now needs to maintain it. The process documentation needs to be kept current. The pet project generates feature requests from internal stakeholders. What started as idle-capacity busywork becomes institutional obligation with its own roadmap and headcount justification.

The External Signal Test

Before approving any new project, ask one question: what external signal justifies this? Is there user data? Are customers asking for it? Does it unblock a measurable outcome? If the answer is "it would be nice to have" or "it'll help us long-term" without specific evidence, pause it until the signal exists.

This isn't about being hostile to investment or exploration. It's about maintaining the connection between effort and outcome. Companies with tight bandwidth don't have this problem -- scarcity forces prioritization. Companies with excess capacity need to impose that discipline deliberately, or the abundance quietly converts into an illusion of progress.

Tight bandwidth isn't just a constraint. It's a focusing mechanism.

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