Productivity is a constant concern in today’s workforce, with Fortune 500 executives citing low productivity as the number one challenge they’re facing right now—and 48% of managers reporting that fake productivity, or fauxductivity, is a common issue among their teams. But how prevalent is this problem, and—more importantly—how can you fix it?
The Truth About Fauxductivity
32% of non-managers admit to faking productivity at work, according to a recent survey by Workhuman. Even more concerning, 37% of managers and 38% of executives report faking productivity as well—but managers who admit to faking productivity are more likely to report that it’s an issue than those who don’t fake productivity.
Translation? While fauxductivity, or fake productivity, does happen in the workplace, this data suggests that it’s more of a cultural issue than an employee one—meaning it’s a problem that needs to be addressed at the top.
So if you’re worried about employees faking productivity and how it might be impacting your organization, here are seven common ways even the best leaders inadvertently foster fake productivity at work—and how to fix it:
1. Falling Into The “Busyness” Trap.
We all know how important it is to lead by example, but when it comes to engaging in fake productivity at work, research shows that managers and leaders fall into this trap more than the average employee. Why? They’re falling into the trap of being “busy” instead of being productive.
Too many of us jump from meeting to meeting, caught in our unending inboxes, unable to dedicate time to really moving the needle forward. When this happens, the tendency toward “busyness” can trickle down into your teams and company culture until the appearance of work becomes more important than actually getting things done.
The solution? Focus on making progress, not performative action. Doing great work shouldn’t be about how busy you “feel” or having a packed schedule; it should be about getting things done. If that’s not happening, then it’s time to make a change.
2. Obsessing Over Process Instead Of Results.
While there’s nothing wrong with nailing down your internal processes, focusing too heavily on how things are getting done can create a barrier to things actually getting done. When you’re constantly checking in with team members, over-monitoring progress, or micromanaging the flow of work, this creates a stressful work environment where employees can feel pressured to focus more on the appearance of work—and how things get done—rather than producing real results.
Instead, leaders should focus on building trust. Set clear goals, focus on outcomes rather than inputs, and give employees the flexibility to accomplish their tasks however they see fit. Not only will this encourage creativity and innovation, but research shows that employees who have clarity about their work priorities are far more likely to say they are happy at their current company—which ultimately boosts productivity in the long run.
3. Using Project Management Poorly (Or Not At All).
While good project management can help facilitate the flow of work, boost productivity, and provide much-needed transparency, it can also lead to fake productivity when it’s implemented incorrectly. Without clear goals and priorities, as well as systems of accountability, it can be hard for employees to know where they should be focusing their efforts. As a result, they can get stuck in busy work or simply feel pressured to maintain the appearance of progress—especially if leadership puts too much emphasis on the quantity of work being done versus the quality.
In toxic work environments, poor project management can be used to “hide” inefficiencies. If projects, tasks, and workloads aren’t being tracked, then there’s no real accountability for progress—or a lack thereof—which can make it easier for fauxductivity to occur, even unintentionally.
Done right, project management eliminates this risk. It gives employees and managers clarity about what’s expected of them while increasing transparency and accountability, both of which help foster a results-driven culture where meaningful progress is more important than the appearance of productivity.
4. Creating Unnecessary Bureaucracy Or Bottlenecks.
Another way in which poor processes contribute to fake productivity at work? The creation of unnecessary bureaucracy or bottlenecks, which ultimately forces employees to spend more time navigating complex processes—and risks driving performative productivity—rather than moving the needle. From endless meetings and status updates to lengthy approval processes and rigid workflows, unnecessary bureaucracy can be a major obstacle to real productivity at work.
Instead, leaders should focus on simplifying workflows whenever possible. Reduce friction for your team members, and give them room to focus on hitting strategic goals versus filling their time with endless bureaucracy. While some checks and balances are necessary—especially when it comes to reducing risk—it’s important to find a middle ground where protective measures facilitate the flow of work (and actually add value) versus bogging your team down with endless red tape that doesn’t impact the bottom line.
5. Rewarding Loud Laborers.
According to a Monster.com poll, approximately 77% of people have worked with a “loud laborer,” also known as someone who is extremely vocal about how much work they’re doing—even if they aren’t being productive at all. While there’s nothing wrong with drawing attention to the value you provide—and it can even be a great way to help you get noticed at work—there’s a big difference between doing work and talking about doing work.
Because loud laborers are often more concerned with the appearance of getting work done (especially in front of leadership) than actually getting things done, rewarding this behavior can reinforce it—and create an environment where fake productivity thrives. Even worse? Loud laborers impact outcomes across the board, with 63% of workers reporting that they make it difficult to focus on work and 44% reporting that working with loud laborers decreased their productivity levels, meaning loud laborers might impact your team’s productivity in more ways than one.
The solution is simple: pay attention to whether or not strategic goals are being met, and take action early if they aren’t. Are the loud laborers actually contributing value and moving the needle on things that matter? Or are they filling their calendars with endless meetings and low-priority tasks, creating the illusion that they’re contributing more than they actually are?
6. Encouraging 24/7 Connectivity.
There are plenty of upsides to digital connectivity tools. They create a lot of flexibility, support work-life balance, and—with the popularity of remote work—make it easier for employers to tap into talent regardless of their physical location. However, these tools can also encourage constant connection and responsiveness, which is a slippery slope for leaders looking to keep their teams healthy, happy, and productive.
According to Workhuman, over 50% of employees report they’re expected to “immediately respond to all Slacks, messages, or emails,” and this hyper-connectivity can lead to burnout, overwork, and—yes—pressure to fake productivity.
For leaders looking to boost productivity and performance, it’s important to start by setting realistic expectations—and model the behavior you want to see from your employees. Create a culture where breaks are encouraged instead of avoided, and instead of requiring employees to be instantly responsive at all times—which can prevent them from focusing on deep work—set a standard response time that makes sense for your industry.
7. Maintaining Rigid Work Schedules.
While every industry and workplace is different, rigid work schedules can be counterproductive—especially in today’s remote-friendly world. They can create a “watching the clock” mentality where employees are more focused on filling time rather than producing high-quality outcomes, and—in some cases—even make employees feel like they’re being punished for being more productive than their peers.
Not only does workplace flexibility help combat this, but it’s also a great way to drive other outcomes as well. According to Deloitte’s Workplace Flexibility Survey, 90% of those surveyed said they valued flexibility at work—and the same survey discovered that flexibility was associated with better mental health, increased job satisfaction, and increased productivity.
The Bottom Line
At the end of the day, leaders need to recognize that fauxductivity isn’t born out of malicious or lazy behavior—it’s typically the product of the work environment. We know that employees thrive when they feel trusted, supported, and valued at work, so pay attention to the seven pitfalls listed above. If you’re still worried about fake productivity on your teams, then take action to address the culture you’re building—and remember that the solution to this problem starts with you.