By LaPora Lindsey

I recently came across a post and article by Adam Grant titled, “No, you don’t get an ‘A’ for Effort.” In his article, Grant mentions seeing an increasing number of students complain: “My grade doesn’t reflect the effort I put into the course.” To which he responds, “Public service announcement: An A is for excellence, not for effort. The true measure of learning is not the time and energy you put in; it’s the knowledge and skills you take out.”

My initial reaction after reading this post was, “Umm, no.” But then I came across this sentence as I read the article: “This is what worries me most about valuing perseverance above all else: It can motivate people to stick with bad strategies instead of developing better ones.” That shifted my perspective, and I became more receptive to understanding where this viewpoint is coming from.

Effort is a powerful signal of accountability and ownership, whether in the classroom or the workplace. It shows that we care, that we’re willing to engage, and that we’re invested in contributing. Yet, as Grant points out in his essay, effort without impact can fall short. This raises an important question: How do we ensure that effort leads to meaningful outcomes?

In my workshops, I emphasize that effort isn’t just about working harder; it’s about working with intention and direction. For example, I once worked with a team that struggled to meet deadlines despite their dedication. They put in long hours but lacked a clear strategy. Together, we mapped their efforts to their priorities and streamlined their workflow. The result? Their productivity increased without adding extra hours to their workweek.

This experience underscores a key point: Effort matters most when it’s paired with focus and adaptability. Recognizing effort is important—it fosters connection and trust—but celebrating outcomes is equally vital. It’s in the alignment of the two that we see real progress.

For leaders, this means shifting the focus from simply applauding hard work to asking, “How can we channel this effort effectively? What strategies will amplify its impact?” This approach empowers employees to think critically, adapt when necessary, and take ownership of their results.

However, from Grant’s viewpoint, even with effort, unless there are positive results to show from it, it doesn’t do much. But in my opinion, there are those who require very little effort to get amazing results, while others may put in much more work to achieve even half the results. In cases such as these, are results still the most important factor? 

What Grant and I both agree on is that if the strategy isn’t working for the person who isn’t getting the results they want, they need to adjust and find what works. But if they’re happy with how things are, then all is well.

In my workshops, participants leave with practical tools to bridge the gap between effort and impact. They learn to reflect on their work, identify what’s moving the needle, and adjust course when needed. This isn’t about discounting hard work—it’s about making it count.

Effort is the bridge to achieving impact, but only if we guide it with purpose. As leaders and contributors, our goal should be to ensure every ounce of effort has the greatest possible effect—not just for individual success but for the broader goals of our teams and organizations.