Over the past several years, we have seen a bunch of made-up terms to illustrate the many changing behaviors of those in the workplace. These include quiet quitting, boreout, coffee badging and job cuffing. And now there’s fauxductivity. As the term infers, fauxductivity means people who make themselves look busy by engaging in activities that create the appearance of work without contributing to meaningful results. This can include attending unnecessary meetings, using tools that simulate online work or presence, and explaining to others all the tasks they are accomplishing.
I might argue that there are people in every organization who are committing fauxductivity. Who might they be within your workplace? And, more importantly, who is responsible for promoting this behavior? Yes, I said promoting.
You see, this kind of behavior coincides with findings that the majority of employees feel overwhelmed at least a portion of every week and disengaged from the work they do. In other words, they’re going through the motions. Add to this, the belief among many that work should only be a slice of a more balanced life and you can understand the temptation to make it look like you’re accomplishing more that you actually are.
Now, you might argue that these people have a responsibility to do the best job they can and philosophically I agree with you. But along with this, we have to ask ourselves why? Why do the majority of employees feel overwhelmed? Why do they feel disengaged? And why are they increasingly focused on everything but work?
Having watched this evolution over thirty-plus years, I can offer some observations. You see, these attitudes and beliefs did not develop overnight. Digital technology, for instance, has enabled us to work more efficiently in some ways. But it is now overloading us with other tasks, such as endless sign-ins, two-factor authentications, and software updates, that distract our attention and drain our energy.
Then there’s the impact of asynchronous communication. We no long interact in real time, which disrupts our train of thought and discourages the development of personal relationships. We sign in one minute before the virtual meeting and the hosts ends the meeting immediately after its conclusion. There is no opportunity for the small talk and checking in that used to allow for co-workers to become something more than colleagues. As a result, there is little chance for trust and empathy to develop within the workplace.
Is it any wonder that more and more people express a sense of loneliness at work? I could go on, but you get the idea. It’s simple. When you feel overwhelmed and detached, it’s tempting to look for ways to look busy so you can navigate today’s pressure-filled, but detached workplace. That’s fauxductivity.
So, what to do? In my mind, it really comes down to three things: First, the effective communication of a clear direction along with expression AND demonstration of corporate vision and values. Second, connection and personal relationships. This means fostering opportunities for real-time conversations and small talk that encourages co-workers to develop that trust and empathy I just mentioned. After all, if I don’t really know you, I am less likely to collaborate with you in a meaningful way.
Third, identifying and celebrating the sense of contribution and accomplishment that we all desire, to know that we’re making a difference. When was the last time someone celebrated your contribution to organizational effort? I don’t mean the big stuff. I’m talking about how you contribute on a daily and weekly basis through encouragement, suggestions, and selfless acts. How about the people around you? Would they appreciate more kind words and compliments?
Since all three of these require an adjustment in organizational culture, there are no short-term fixes. That said, actions speak louder than words. Most employers try to change cultural attitudes from the top down. But coaching leaders and managers within specific units is a better place to begin. The challenge, of course, is getting those leaders and managers to adjust their own entrenched beliefs.
So, what to do? I can’t give you a laundry list of ideas in this video. Besides if I did, they would go in one ear and out the other. But here are three ways to start that will not disrupt your busy days nor distract you from all the tasks on your plate. If you’re leading the organization encourage your managers and supervisors to do the same. Of course, what you model is what you’ll get.
First, walk the office or work environment. Rather than taking the shortest distance to the restroom or parking lot, take the long way and say hello to people you don’t see regularly. Pick a different person every time. Ask how they’re doing. Compliment something they’re wearing. Mention the poster or art in their work area. Make 30 seconds of small talk. A few people might be suspicious of this at first, as in, “Why is she doing this?” But they will warm up over time if you make it a habit. This doesn’t have to take more than 30 seconds or a minute each time. But it will promote a sense of civility that is lacking in so many workplaces these days.
Second, leave the portal open before and after meetings. This will allow people to check in, chat, or maybe even solve a quick problem instead of having to track someone down on at a separate time. Not everyone will take advantage of this and acceptance of this will take time to evolve. But if you explain to people what you’re doing, those interested will welcome the opportunity.
Third, celebrate the little contributions. As a leader, it is easy to become isolated from those on the “front line.” Years ago, I interviewed the general manager of a resort employing more than 1000 people. Recognizing that he was becoming distant from those having the most guest contact, he asked his supervisors to let him know about the good things people were going on a daily basis. Then once per week, he would jot short notes to those people to thank them for their contribution to the overall effort. Then an assistant would send these notes home. He said it worked wonders for morale and retention. How can you update and implement this practice? By the way, an email is not the same as a handwritten note left on a desk.
Even after sharing just these few ideas, you may be thinking, “I don’t have time to add these to what I do already. So, just add one. If you simply take the long way through the workplace when going for coffee or lunch, you’ll be establishing a presence that will improve engagement and discourage fauxductivity.