The modern workplace productivity bind – an example
Over of the course of the Leading Productivity series, I’ll look at several examples from my own, and my client’s experiences, to contrast modes of productivity and try to draw some real-life examples for objective assessment.
One example I’ll draw from is that of a recent coaching engagement I had with the 2IC of a 2 year old start-up. The business was growing significantly (that year it been listed in the Top 5 fastest growing in their sector by the AFR), and they were finally hitting the top-line numbers their investors expected. Their operation was a modern classic, open and inclusive culture, all staff enabled by the latest connectivity technology and everyone in the leadership team open and available throughout the work day (and often all hours, literally).
The 2IC would often refer to one of their major challenges as simply not being able to get enough done . They presented as being a highly focused, passionate and driven individual, both personally and professionally invested in the success of the business and willing to do all they could to ensure the best outcomes for all involved. Yet they simply were not able to maintain their focus on priorities throughout the day and getting through the top of the to do, let along approaching the bottom of it. Sound familiar?
On a weekly basis we began our session in a repetitive mode, assessing why they were failing in achieve their goals. In the coaching sessions we would then go on to explore all the pressures and demands on the role, which were broad (operations team, technology team, strategy with the CEO, preparing for investor meetings, reviewing new stock orders, dealing with supplier queries – the list went on and on). We also talking about working practices, which they felt were some of the best they’d ever had. It’s an environment we’ve completely defined they said, we’re all available all of the time, so we don’t have to go out to the team because they know they can come to us anytime, we’re all connected via a cloud messaging system, so no one misses out on a decision making process and everyone’s informed all of the time. Sounds great right? Perhaps not for productivity.
I was in their office facilitating a strategy session with the leadership team on one occasion, and had stopped by the 2IC’s desk for a quick update on their goals from the previous session. Our discussion lasted no more than 3 minutes, and over that duration two team members dropped by with a quick question, and they also interrupted their conversational flow multiple times to glance at a notification that popped up on screen via the cloud messaging system, and several times also broke flow again to glance across the room having tuned into a discussion going on at one of the other work stations.
At our next coaching session I asked them how typical that 3 minute period was of a work day. They responded that it was entirely typical, that was how they worked and it kept everything open, collaborative and moving forward. Later on in the session, once we had again explored why they were not achieving goals and getting enough done, I asked them when they felt most productive time was, at what point in the day did they get the most done. Their response? At home in the evening, with their phone in another room and the TV off.
The main reason for this seeming contradiction, that our open, inclusive and collaborative workspaces mean we are most productive in our homes apparently disconnected from our colleagues, can be associated to several psychological reasons I explore in the next post, and these combined with technology – and in particular social media stylised communication platforms – have a hugely detrimental effect on our productivity as knowledge workers.
