Beating the Same Donkey, A Corporate Phenomenon

Introduction to the Phenomenon

In many organizations, a common pattern can be observed where important work is repeatedly assigned to the same set of reliable employees, while others remain underutilized. This informal practice, often described as “beating the same donkey,” is driven by the need for quick and assured results.

Managers naturally tend to trust employees who consistently deliver. However, this approach gradually creates an imbalance. A small group ends up handling most of the responsibility, while the rest of the team gets limited exposure and growth opportunities. This reflects the idea behind the Pareto Principle (80-20 rule), where a few contributors drive the majority of outcomes, but over-reliance on this pattern can become unhealthy for the organization.

Case Study (Illustrative Scenario)

Consider a team of ten employees in a corporate setup. Among them, two individuals are highly efficient and dependable. Whenever a critical task arises, managers assign it to these two employees to ensure timely completion.

Over time, the pattern becomes consistent:

• The same employees handle most high-impact work.

• Other team members are given routine or low-responsibility tasks.

• Skill gaps within the team begin to widen.

Initially, productivity remains high. However, gradually, the high-performing employees start experiencing workload pressure and fatigue. At the same time, other employees do not get enough opportunities to learn or contribute meaningfully.

This situation reflects the Law of Diminishing Returns, where continuous overuse of the same resources eventually reduces effectiveness.

Merits to the Employer

• Quick and reliable results.

• Reduced need for supervision.

• Lower risk in execution of critical tasks.

Demerits to the Employer

• Employee burnout and fatigue.

• Unequal team development.

• Dependency on a few individuals.

• Reduced morale due to perceived unfairness.

• Limited innovation due to overburdened resources.

What to Do to Address the Issue

• Distribute work effectively across the team

• Focus on developing skills of all employees

• Encourage job rotation and exposure

• Recognize and reward performance fairly

• Adopt flexible leadership approaches based on employee capability

Roles of Stakeholders

Management - Managers must ensure fair distribution of work, avoid over-reliance on a few individuals, and focus on developing the entire team. Building systems is more important than depending on individuals.

High-Performing Employees - They should communicate workload limitations, avoid silent overcommitment, and support team members through mentoring and knowledge sharing.

Other Employees - They must take initiative, improve their skills, and actively participate in responsibilities to grow within the organization.

Organization - The organization should promote a culture of fairness, learning, and shared responsibility, ensuring balanced growth and contribution.

Conclusion

Relying on the same employees repeatedly may deliver short-term efficiency, but it creates long-term challenges. True organizational strength lies not in a few individuals, but in the collective capability of the entire team.

A balanced approach—where responsibility is shared, talent is developed, and effort is recognized—leads to sustainable growth. In the long run, success depends not on how much a few can carry, but on how effectively everyone contributes.