Why Busy People Get Things Done
Created at: August 30, 2025
If you want something done, ask a busy person. — Benjamin Franklin
An Old Proverb, Misattributed
Although commonly tagged to Benjamin Franklin, the maxim predates modern media and has been credited to many voices. Quote Investigator (2014) traces versions to the late 1800s, while Lucille Ball popularized the modern wording: “If you want something done, ask a busy person to do it.” Franklin’s aura fits because Poor Richard’s Almanack (1732–1758) praised industry and punctuality—“Dost thou love life? Then do not squander time.” Even if the attribution wavers, the insight endures, pointing us toward the habits that make certain people safe bets for completion.
Momentum Beats Friction
Psychologically, busyness creates momentum that lowers the activation energy for starting yet another task. Once a person is already context-switched, calendared, and warmed up, adding a small, well-scoped job feels incremental rather than daunting. Research on implementation intentions (Peter Gollwitzer, 1999) shows that specific “if-then” plans boost follow-through, and busy people habitually encode such triggers. Relatedly, the Zeigarnik effect (1927) keeps unfinished tasks salient, helping organized busy people revisit and close loops rather than let requests drift.
Constraints Sharpen Focus
Moreover, tight schedules force prioritization. Parkinson’s Law, coined by Cyril Northcote Parkinson in The Economist (1955), claims that work expands to fill the time available. Busy people seldom grant tasks excess time, so they compress work to the essentials and ship. Deadlines, checklists, and time-boxing act as productive constraints that channel effort into outcomes. Thus scarcity, when deftly managed, catalyzes clarity rather than chaos, turning limited hours into sharper execution.
Reputation and Network Effects
Beyond cognition, reputation steers requests toward the already occupied. In teams, the most dependable become hubs; responsiveness attracts more opportunities, which in turn strengthens trust. Mark Granovetter’s network insight (1973) shows how central connectors move information faster; similarly, competent busy people sit at the crossroads where coordination happens. We ask them not just because they are active, but because experience says they deliver—reliably, repeatedly, and with minimal supervision.
The Utilization Trap
Yet there is a limit. Queueing theory warns that as utilization approaches 100%, wait times spike and systems become brittle. Little’s Law (1961) links work-in-progress and cycle time; too much WIP slows everything. Thus the adage is wise only when the “busy” person maintains slack, triages ruthlessly, and protects recovery. Without margins, reliability decays into burnout and delay, reversing the very advantage that made them the go-to choice.
Practical Ways to Apply It
Consequently, ask the right busy person—organized, transparent, and empowered. Frame the task tightly: define “done,” provide resources, and set a realistic deadline. Offer something that reduces their switching costs, like concise context or a draft to edit. Meanwhile, if you are that busy person, guard capacity with no’s, delegation, and an Eisenhower matrix; protect deep work blocks so that when you do say yes, you can finish quickly and well.