Productivity Is Killing Us
Productivity. The word itself carries an almost sacred weight. For decades, it’s been the benchmark for success in companies, a guiding principle for growth. And in its original context—factories and production lines—it was a stroke of genius.
The idea was simple: tweak the process, measure the output, and increase efficiency. If you could produce more in less time, you were more productive. It was clear, logical, and effective.
But everything changed when companies started applying this idea to knowledge workers. The rules of productivity shifted, and somewhere along the way, it stopped serving us. Worse—it started hurting us.
The Knowledge Worker Dilemma
Let’s talk about knowledge workers. This term refers to anyone whose primary job involves thinking, problem-solving, or processing information—essentially, all white-collar roles. From accountants and marketers to lawyers, analysts, managers, and beyond, this group forms the backbone of modern organizations.
But here’s the problem: knowledge work isn’t easy to measure. There’s no clear “output” to count, no tangible product to track. So, somewhere along the line, a pseudo-definition of productivity emerged: time spent working. And this is where everything started to go wrong.
The Birth of an Always-On Culture
Before smartphones, this pseudo-productivity manifested as time at the desk. I vividly remember my dad heading to work early and staying late, clocking long hours to prove his dedication. For many, the same dynamic still exists today—being seen in the office remains a proxy for hard work.
Even writing this now, it feels absurd, but the truth is, it’s still happening.
Then smartphones arrived, and the boundaries between work and life dissolved. Suddenly, productivity wasn’t about time at your desk—it was about how active you were. How quickly you answered emails, how available you were for calls, how responsive you were to messages at all hours of the day.
At first, this constant connectivity felt empowering. It made work faster, smoother, more efficient—or so we thought. I remember when I finally got my first work BlackBerry in my late twenties. I’d begged my boss for months, convinced it would make me so much more productive. I was young and eager, just wanting to achieve more. What I didn’t realize was how much that “achievement” would cost me years later.
The Hidden Cost of Connectivity
As smartphones became the norm, something else started happening: the demands kept increasing. It was so easy to send “just one more email” or delegate “a quick task.” And because productivity was measured by time spent being visibly active, the workload spiraled.
The result? People worked more hours, but the quality of work didn’t improve. Instead, we disconnected from the actual value of what we were doing, and the pseudo-definition of productivity continued to dominate.
The Result: Burnout on a Massive Scale
This obsession with always being “on” didn’t just reshape how we worked—it rewired how we thought about work itself. Productivity became a badge of honor, something to brag about, even as it drained us. People began to equate their worth with how busy they looked, not how effective they were.
This shift is the root of the burnout epidemic we’re facing today. Stress, anxiety, and exhaustion are no longer exceptions—they’re the norm. And the saddest part? Many of us have forgotten that this definition of productivity was never accurate in the first place.
My Perspective: Leaving the Corporate World
When I left the corporate world, I finally had the space to reflect. For the first time, I could see how broken the system is. Productivity, as it’s applied to knowledge workers, is a terrible measure of output. It doesn’t encourage creativity or innovation. It doesn’t lead to better results.
Now, working for myself, I’ve learned what true productivity feels like. It’s not about the hours I work or the emails I send. It’s about being in the right headspace to create something meaningful.
Take this blog, for example. I can’t just sit down and churn out ideas on demand. The process starts long before I begin typing:
Ideas come when I’m relaxed. Often, while driving or chatting with friends, my subconscious starts piecing things together
I think before I act. I’ll spend days turning an idea over in my mind, jotting down fragments of thoughts, but mostly just letting it brew.
The right environment matters. When I finally sit down to write, it’s in the morning, after exercise, with sunlight streaming in and music playing.
Quality over quantity. Sometimes I write a blog in an hour. Other times, it takes several mornings. It doesn’t matter how long it takes—it’s the result that counts.
This approach is the opposite of the corporate grind, but it’s so much more creative and fulfilling.
How Do We Fix This in the Workplace?
This is the big question. How do we take what we know about real productivity and apply it to the corporate world? How do we move away from the toxic, always-on culture that’s burning people out?
I don’t have all the answers, and the solutions will depend on the specific context. But one thing is clear: we need to rethink how we measure success for knowledge workers.
It’s not about busyness, responsiveness, or time spent working. It’s about outcomes, creativity, and value.
We need to create environments that encourage deep, focused work rather than constant activity. We need to allow people the space to think, reflect, and bring their best ideas forward. And we need to let go of the outdated belief that being busy equals being productive.
Let’s Start the Conversation
If this resonates with you, I’d love to hear your thoughts. How does your organization approach productivity? What’s working, and what isn’t?
If you’re ready to explore a better way to work—one that prioritizes creativity, sustainability, and true value—I’d love to help. Sign up for a free session, and let’s rethink productivity together.