Over the last two decades and especially since the pandemic –  the workplace has undergone significant transformations. The rise of technology-driven companies brought flat hierarchies, attractive employee perks, and open-office concepts. Meanwhile, the integration of productivity tools like Slack, Trello, and generative AI has aimed to make workflows more efficient. However, despite these advancements, more employees are suffering from stress, leading to burnout and reduced productivity.

So, with all these innovations, why are firms still struggling to maximize productivity?

While personal productivity techniques—such as the Pomodoro Technique and zero-inbox strategies—have gained popularity, they only address individual efficiency. The real challenge lies in managing people in teams effectively and fostering a collaborative environment.

David Allen highlighted this issue in his latest book, *Getting Things Done… with Others*. He argues that the key to workplace productivity isn’t just about personal efficiency—it’s about how teams work together. And that, ultimately, comes down to management.

One of the most significant productivity barriers in companies, particularly startups, is inexperienced leadership. Many new managers are promoted because they excelled as individual contributors, such as programmers or analysts, rather than for their leadership skills. Without proper management training, they struggle to transition from “doing the work* to “managing the work of others”.

 

We must establish training programmes to equip (especially new) managers with the skills to:

 

 – Align diverse work styles and personalities towards common goals

– Facilitate clear and open communication

– Foster accountability without micromanagement

– Encourage team collaboration and problem-solving

 

One of Allen’s key insights is that while personalities cannot be changed, rules and workplace standards can be established. Clear standards help eliminate confusion and reduce workplace stress. For example:

Define when meetings should start and how long they should last.

Set expectations for response times to emails and messages.

Establish protocols for renegotiating commitments when priorities shift.

By implementing these ‘standards’, firms create an environment where employees feel supported rather than overwhelmed.

Burnout is often less about having too much work and more about uncertainty, miscommunication, and unaddressed stressors. When employees don’t have a clear framework for renegotiating deadlines or addressing workload concerns, they internalise anxiety, which affects both mental well-being and productivity.

To combat this, firms should:

Encourage transparent discussions about workload and deadlines

Promote a culture of psychological safety where employees feel comfortable voicing concerns

Implement well-being initiatives, such as flexible work arrangements and mental health support

Enhancing workplace productivity is not just about implementing the latest tech tools or adopting personal productivity ‘hacks’. The key lies in effective team management, clear workplace standards, and reducing unnecessary stressors.

If firms want to boost productivity in a sustainable way, they must focus on building a culture of collaboration, training effective leaders, and establishing clear, supportive workplace structures. After all, productivity is not just about getting things done—it’s about getting things done together.