The Productivity Trap: Why More Isn’t Always Better

Imagine this: A breakthrough idea hits you, and you grab your phone, eager to share it with someone on your team. You dial their number. The phone rings... and rings... but no answer.

How does that make you feel?

This employee always delivers. Their work is consistently strong. But today, for reasons unknown to you, they’re not picking up—right in the middle of the workday.

Does it bother you? Does it make you question their productivity?

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You wouldn't be alone in having this experience as a leader: Corporate culture has conditioned us to see productivity as constant availability and outputs. This wasn’t always the case, and in reality, we believe work today requires more nuance. 

Let's take a step back and really examine what productivity means and whether the way we measure it still makes sense. 

Sold a False Narrative

We've been sold a rigid, outdated idea of productivity. Many professionals start their week with a to-do list of 10-15 tasks. By Friday, that list often looks just as long, if not longer. During the week, some tasks moved, some replaced, some untouched. If we only measure success by the size of our to-do lists, it can seem like nothing has changed. But that perspective ignores all the progress, behaviours and decisions we may have made along the way: The problem-solving, decision-making, and the thinking required to deliver meaningful outcomes.

So, if productivity isn't just about getting more done in less time, what is it really about?

Starting with the basics, we need to understand what productivity is. Most definitions have some combination of time, energy, and output. It also usually focuses on getting more done in less time, but we believe productivity is more than this. 

The term itself was first used to describe how someone creates an impact on a given day.

Impact. 

Notice how there's no mention of time, metrics, or outputs? Productivity is (and was) about impact and the connection to doing things that matter. We believe productivity is deeply tied to values.

But as we moved through the Industrial Revolution and into the 1990s, the definition of productivity shifted toward quantifying output. Leaders started to seek ways to improve efficiency. Their assumption was that increasing speed would lead to better results.

But did it?

This change led to measuring productivity by time and tasks. Sure, that can be effective in jobs with straightforward, repetitive work—like pulling a lever or screwing a bolt. But problems arise when you’re faced with what is generally considered “mentally complex work.”

Take writing, for example. Sometimes, you stare at a blinking cursor for hours, feeling stuck. Then suddenly, the words just flow. If we measured productivity in the traditional sense, those hours spent thinking, stepping away for a walk, or grabbing a coffee would be seen as unproductive. But the reality is that time may be essential to the creative process, and someone else could have an entirely different process. The key is to understand you and your team’s unique process. 

We need to challenge the idea that productivity should always be measured by time or immediate output. Knowledge based, creative, and strategic work doesn't function in a strict input-output formula.

Before founding Ember, I used to be the one quantifying productivity for organizations, tying it to metrics and dollar values. But now, I struggle with that. I see it as trying to simplify something much more complex—similar to putting a number or a dollar value on a person.

As leaders, our job goes beyond tracking every minute of our team's day. It's about guiding and supporting them to produce great work, not hovering over their shoulders or micromanaging every second. Creativity and problem-solving don't happen on a strict schedule; sometimes, stepping away or approaching things differently is exactly what's needed to get the best results. 

Moving Toward Productivity

One of the biggest barriers to true productivity is the tendency for leaders to over control, often in the form of micromanagement. When leaders and their teams come across uncertainty (which is bound to happen), it’s easy to overcompensate by tightening our grip. But if we want to move toward impact and value rather than just measuring tasks or time, we need to rethink our approach.

Here are three ways leaders can create a culture of productivity that prioritizes impact over busywork.

Be Clear 

The intersection of leadership and productivity is about setting clear goals and creating space for employees to meet those goals in ways that make sense. Productivity isn't about controlling time; it's about creating value.

If we, as leaders, tell employees to sit at their desks for eight hours despite the fact that they could produce a top-notch deliverable in four, wouldn't it make more sense to focus on the outcome rather than the clock?

At the end of the day, a leader’s role is about defining the overarching goal (e.g., the end result) and setting clear boundaries (e.g., timelines, budgets) for the team to work within. While our teams contribute to these goals and, at times, challenge the boundaries, their responsibility is to determine how they will get to the goal. By leaning into these responsibilities, you can empower your team to work effectively and efficiently. 

Foster Guided Autonomy

The best work happens when people have the space to think, create, and problem-solve on their own terms. That’s why autonomy is key. But for many leaders, letting go can feel uncomfortable. 

A good starting point is identifying areas where you already trust your team. Ask yourself, “What tasks or decisions have historically gone well without my direct involvement? Where can I step back without feeling like things will fall apart?”

Start there. 

Give people more ownership in small, low-risk areas and gradually expand that trust over time. This can help build your confidence in delegating and trusting your team. Leadership isn’t about holding the reins tightly; it’s about providing guided support.

Do the Inner Work

If giving up control feels difficult, it’s worth asking: Why? What is it about delegation that feels unsettling? 

Often, the discomfort isn’t even about your team, it’s about something deeper. Maybe it’s a fear of failure, a need for certainty, or a belief that things will only be done “right” if you’re involved at every step. But that's our own baggage to deal with, and it's unfair to project that onto our teams.

This is where self-awareness comes in. 

Instead of reacting by tightening control, take a step back and examine the root cause of your worry. Own your struggles rather than making them your team’s problem.

And be open about it. Leadership isn’t about having all the answers. Being real is important. Saying, "I know I tend to micromanage, and I don’t want to. I’m working on it." can be a great way to build trust.

Because at the end of the day, encouraging productivity isn’t just about changing how your team works. It’s about changing how you lead.

Communicate, Communicate, Communicate

Within clarity, autonomy and reflection, communicating openly and frequently are key. If we want to build a trusting, empowered team, we need to be upfront about where we, as leaders, struggle. 

By setting that intention, we create space for our teams to support us in this shift. We don't expect them to fix it for us or blindly accept mistakes, but we do hope they can meet us with understanding as we work through this process. 

It's All Connected

At the end of the day, productivity and leadership are connected. When we let go of outdated ideas, including believing that productivity is directly tied to hours, we create more impactful workplaces. 

So the next time you catch yourself worrying about whether someone is "working hard enough," pause. Ask yourself: Is this about their performance, or is it about my own need for control?