Employees Acting Out Roles in “Productivity Theater”, Do Managers Need to Micromanage?

As per a recent study, more employees are feeling the need to look busy, indicating a trend where workers prioritize appearing busy over being productive.

What is Productivity Theater?

"Productivity theater" is a significant concern for managers, especially those new to leading remote teams, where workers engage in unproductive activities to prove that they are engaging in work, even if this busy work has nothing to do with actual productivity or performance.

When managers place too high an emphasis on "vanity metrics' unrealistic goals without context, team members feel compelled to engage in productivity theater by appearing busy to meet managers' expectations of what work should entail. As a result, time is spent on the appearance of work rather than the actual tasks. 

A recent workforce data review shows that managers remain concerned about productivity and the actions of remote workers where Netflix or errands take team members away from their workstations.

While these concerns are valid to some extent, there are instances where employees claim to be working but are not. However, focusing excessively on a few dishonest employees can create policies or workflows that unfairly penalize honest and hardworking team members.

Are Remote Workers Really Productive?

About 13% of American remote workers admit to being productive for only 3 to 4 hours daily, which means they're often unmotivated for at least half of their working hours. Even in the office, distractions like social media, long lunch breaks, and phone games may seem like work-related activities that hinder productivity, especially involving multiple team members.

READ ALSO: Timeboxing: The Easiest Way to be Productive and Happy at Work

What Can Managers Do About Productivity Theater?

The presence of a manager in the workplace doesn't necessarily end productivity theater, and it's too easy to attribute a lack of productive work time to remote work.

The solution isn't micromanaging, invading employee privacy, or unfairly announcing return-to-office policies.

Exciting data and studies often lead to quick reactions, especially negative news, which gets more attention and influences decision-making. When influential CEOs criticize remote or hybrid work, it receives extensive coverage. Unfortunately, these leaders often neglect their role in creating an engaging remote employee experience, resulting in a lack of accountability. This is why productivity stories often portray remote workers as lazy or unproductive.

1. Setting Clear Expectations: Clearly define work output and quality expectations that emphasize outcomes rather than just appearing busy.
2. Fostering Trust and Transparency: Cultivate an environment where sharing challenges and workload feel comfortable. Encourage open communication and provide feedback for opportunities.
3. Focusing on Results: Emphasize achieving meaningful results rather than just looking busy. Recognize and reward employees based on contributions and accomplishments they made.
4. Providing Resources and Support: Ensure that necessary support, such as training, guidance, and assistance, is given to employees to perform their tasks effectively.
5. Encouraging Work-Life Balance: Promote a healthy work-life balance to avoid a culture of overwork or burnout.
6. Addressing Underlying Issues: Identify and address any underlying issues contributing to Productivity Theater, such as unclear goals, excessive bureaucracy, or inefficient processes.
7. Leading by Example: Prioritize meaningful work by modeling the behavior you wish to see in your team.