The illusion of productivity
Once upon a time in an office not far away at all, we see the type of awareness, empathy, and flexibility we need in our leaders when it comes to companies and employees striking the right in-office/work-from-home balance..
Sarah sighed as she adjusted her laptop screen for the fifth time that morning. It was 9:15 AM, and she had already walked around the office twice, refilled her coffee mug, and engaged in small talk with three colleagues. None of these activities contributed to her actual work, but they made her visible – and that seemed to be what mattered most in the company’s new return-to-office (RTO) mandate.
For the past month, Sarah had been perfecting her “productivity theater.” She arrived 15 minutes before her boss, strategically timed her lunch breaks to coincide with the busiest cafeteria hours, and always made sure to leave a few minutes after her manager departed.
Today was no different. As she saw her team lead, Mark, approach, Sarah quickly opened several work-related tabs and put on her headset, feigning deep concentration. “Sarah, got a minute?” Mark asked.
“Of course!” Sarah responded, perhaps too enthusiastically. She followed Mark to a nearby meeting room, her heart racing.
Inside, Mark’s expression was serious. “Sarah, I’ve noticed some concerning patterns lately. While you’re always present in the office, your actual output has decreased significantly. We’ve missed two project deadlines, and your contributions in team meetings have been minimal.”
Sarah felt a wave of shame wash over her. She had been so focused on appearing busy that she had neglected her actual responsibilities.
Mark continued, “I understand the transition back to the office has been challenging, but we need to address this. I’d like to propose a hybrid work arrangement for you. Three days in the office, two days remote. The focus will be on your deliverables, not your office presence. How does that sound?”
Relieved but embarrassed, Sarah nodded. “I appreciate that, Mark. To be honest, I’ve been struggling with the full-time office requirement. I think a hybrid model would help me be more productive and focused.”
As they worked out the details, Sarah realized the toll her performative productivity had taken – not just on her work but on her stress levels and job satisfaction. She left the meeting feeling a mix of emotions: grateful for the flexibility, ashamed of her recent behavior, but hopeful for a more balanced and genuinely productive future.
Over the next few weeks, Sarah found herself more engaged and productive than she had been in months. The flexible arrangement allowed her to focus on actual work rather than the appearance of it.
Her project contributions improved, and she felt a renewed sense of purpose. The company noticed the positive changes in Sarah, worked out similar arrangements with other employees and began to reconsider its rigid RTO policy. They realized that trusting employees and focusing on outcomes rather than office presence led to higher productivity and job satisfaction.
Because of an observant and empathetic team lead, Sarah’s experience became a catalyst for change, demonstrating that authentic productivity thrives in an environment of trust and flexibility, not performative presence.