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The Age
03-07-2025
- Business
- The Age
Being busy doesn't make you special, so lay off the drama
We all know the type. The colleague that hurries past your desk with a furrowed brow. The person who's always late to the meeting. The one who audibly signs when allocated a new task. If asked how they are going, no matter what the situation, they will always have the same reply: 'Oh! I'm just so busy!' Being 'busy' is a common refrain in the workplace, with some people clutching so hard to the descriptor that it's basically part of their personality. But – and here's the harsh reality – everyone is busy. Every single one of us has too many items on our to-do list, we've all got places to go and there are dozens of open tabs in our brains that are clamouring for our attention. Yet, some people still fall willingly into the trap of 'busyness', wearing it like a badge that sets them apart from everyone else. Every workplace has this strain of colleague who thrives on the perception they are always working too hard and are under the pump. There's a name for this too: 'productivity theatre', which means performing actions that make you seem like you're doing things, even if it doesn't contribute meaningfully to any business outcomes. Examples of this include attending unnecessary meetings when you don't really need to be there or spending way too much time on admin tasks instead of prioritising the important ones. Recent research of US-based workers by software company Visier found that more than 40 per cent of employees spent more than 10 hours a week on things that could be called productivity theatre. You're not special just because you don't know how to effectively manage your workload. It's only too easy to get caught in the whir of being constantly busy, as it makes you feel important when everything's urgent, and you believe you're the only one who can solve it. It's also incredibly draining to feel busy all the time, and is one of the contributing factors to burnout. So how can you escape from this cult of busyness if you find yourself getting sucked into its vortex?
Sydney Morning Herald
03-07-2025
- Business
- Sydney Morning Herald
Being busy doesn't make you special, so lay off the drama
We all know the type. The colleague that hurries past your desk with a furrowed brow. The person who's always late to the meeting. The one who audibly signs when allocated a new task. If asked how they are going, no matter what the situation, they will always have the same reply: 'Oh! I'm just so busy!' Being 'busy' is a common refrain in the workplace, with some people clutching so hard to the descriptor that it's basically part of their personality. But – and here's the harsh reality – everyone is busy. Every single one of us has too many items on our to-do list, we've all got places to go and there are dozens of open tabs in our brains that are clamouring for our attention. Yet, some people still fall willingly into the trap of 'busyness', wearing it like a badge that sets them apart from everyone else. Every workplace has this strain of colleague who thrives on the perception they are always working too hard and are under the pump. There's a name for this too: 'productivity theatre', which means performing actions that make you seem like you're doing things, even if it doesn't contribute meaningfully to any business outcomes. Examples of this include attending unnecessary meetings when you don't really need to be there or spending way too much time on admin tasks instead of prioritising the important ones. Recent research of US-based workers by software company Visier found that more than 40 per cent of employees spent more than 10 hours a week on things that could be called productivity theatre. You're not special just because you don't know how to effectively manage your workload. It's only too easy to get caught in the whir of being constantly busy, as it makes you feel important when everything's urgent, and you believe you're the only one who can solve it. It's also incredibly draining to feel busy all the time, and is one of the contributing factors to burnout. So how can you escape from this cult of busyness if you find yourself getting sucked into its vortex?
Fast Company
28-05-2025
- Business
- Fast Company
AI is here—can we finally rethink our tired beliefs about work?
For decades, we've been caught in the busyness trap, confusing being overscheduled and highly in demand with creating value. A recent report by technology company Visier coined the term ' productivity theater' to describe the performative tasks that employees engage in to look busy. They report that 43% of workers spend over 10 hours a week trying to look productive rather than engaging in value-creating work. This isn't occurring because employees are lazy or trying to cheat the system. They are acting rationally in response to the signals that are all around them. They see colleagues proudly wearing their busyness badge of honor. They receive emails at all hours of the day and night, contributing to a sense of needing to be 'always on.' They get a text five minutes after someone sends an email asking, 'Did you get my email?' They hear co-workers boasting that 'multitasking is a survival strategy' for keeping up with their work. It is utter madness. Meanwhile, AI tools are rapidly taking on the administrative tasks—drafting and filtering email, quickly summarizing lengthy or complex reports, sending meeting recaps, scheduling—that easily consume hours a week. And that's just the tip of the iceberg in terms of what's quickly to come. Unfortunately, the temptation will be to fill this growing blank space with more noise. What if, instead, organizations prepared to take full advantage of the extra time and capacity afforded by these new tools? The key is providing knowledge workers with the direction and empowerment to make good choices about how to invest their time. Start by clarifying how each function creates value for the enterprise overall, and which performance attributes are most important in delivering it. For example, in a professional services firm, the client-facing roles need to be proactive as well as expert in the issues that impact clients. Marketing teams need to serve as a knowledgeable bridge between customer needs and product design teams. Procurement and supply chain teams need to be well-informed negotiators. In each case, the best use of worker time varies based on role. Once the team has clarity on what it's optimizing for, they can engage in an exercise to design the ideal allocation of work each week. What percentage of time should be optimally spent engaging with customers, reading up on industry reports, or collaborating with other functions? Comparing that ideal versus members' actual calendars usually produces some abashed insights into how big the gap is. From here, the team can be relentless about eliminating low-value work. In their book, The Friction Project, Stanford professors Robert Sutton and Huggy Rao suggest creating a RidicuList—a ledger of everything ridiculous that workers have to deal with in service of getting their job done—and be merciless in eliminating the items on the list. An easy place to look is recurring meetings. In our experience, they often start out valuable and lose momentum over time. If your calendar is full of them, it's time for a trim. You can also invest in establishing collaborative norms for the team—shared expectations for how to use each collaboration medium, expected response times to communication, and where and how documents are stored. This eliminates frequent guesswork and dramatically cuts down the effort required to even get started on the work. The goal is to claw back a meaningful amount of time each week that can be reinvested in things that improve the human performance of the system. Things such as building relationships with clients and colleagues, learning a new skill or experimenting with an AI tool, or taking the time to think through strategy or generate innovative solutions. Make a list of the things you should be doing with your thinking time specific to your role so that when you have it, you put it to good use. Believe it or not, sitting still and thinking is real work. That's the block we must overcome: our beliefs about what constitutes work. It's not looking busy. It's engaging with the tough questions, leaning into the future, and challenging ourselves to rise above the status quo.
Forbes
02-05-2025
- Business
- Forbes
Reclaim Your Power: How To Deal With A Toxic Manager
Toxic managers create fear and uncertainty getty Toxic managers are a common feature of toxic workplaces. These are leaders who undermine their teams' performance by damaging their confidence, productivity and wellbeing. Examples of toxic manager behavior include setting unrealistic expectations, micromanaging, picking favorites, public criticism, taking credit for other people's ideas and blaming others for their mistakes. Their actions can be hard to predict and they specialize in creating fear and uncertainty. Unfortunately, toxic managers cause people to leave jobs in their droves. In fact, a study of U.K. employees by people analytics provider Visier found that 43% of workers have left a job at some point in their career as a result of their manager. So, what are your options if your own manager is toxic, but you don't want to quit? 'Toxic managers erode confidence, damage morale and cultivate a stressful work environment,' notes Dorothy Herson, a mental health activist and author of The Rag Doll Contract. 'They often employ divide-and-conquer tactics, creating false alliances where they pit colleagues against each other, making you feel isolated and undermining team trust.' According to Herson, the first step toward dealing with a toxic manager is acknowledging that your manager's toxicity isn't about you. 'Many people internalize criticism, doubting their own competence,' she says. 'Detach emotionally from their behavior and remind yourself that their issues are not a reflection of your worth. It can help to mentally reframe them as someone whose approval is neither necessary nor valuable.' Don't try to navigate the challenge alone, either. 'Speak to trusted colleagues, mentors or HR for guidance,' Herson advises. 'Toxic managers thrive in isolation, so building a strong support network ensures you're not gaslit into believing the problem is you.' 'Dealing with a toxic manager can be challenging, but there are ways to navigate the situation while protecting your wellbeing and career,' argues Lord Mark Price, author of Happy Economics and founder of workplace happiness platform WorkL. Document everything, he advises. 'Keep records of interactions, unreasonable demands or inappropriate behavior. This can serve as evidence if you need to escalate the issue.' Price emphasizes the importance of remaining professional as you deal with your toxic manager. 'Avoid emotional reactions and maintain calm and composed,' he suggests. 'Respond with facts and logic rather than frustration. Toxic workplaces can be mentally exhausting, so engage in activities that help you relax and recharge.' 'Toxic managers hold their teams hostage,' says George Kohlrieser, co-author of Hostage at the Table. 'Not with physical restraints, but through fear, control, and psychological pressure. Many employees feel trapped, believing they have no choice but to endure abusive leadership. No one has to remain a hostage to toxicity, however. The key lies in reclaiming personal power, fostering emotional resilience and engaging in effective dialogue.' Recognize that you are not powerless, Kohlrieser advises. 'Toxic leaders thrive on emotional hijacking, triggering fear and compliance,' he says. 'Instead of reacting with hostility or avoidance, use confident, non-confrontational dialogue. Frame your concerns in a way that speaks to the leader's goals. Say 'I want to improve team efficiency; how can we align expectations?' rather than 'You're micromanaging me.'' If your manager's toxicity involves appropriate behavior such as being abusive, then you should report them to HR, says Nik Kinley, a leadership consultant and author of Rewriting Your Leadership Code. But the situation may not necessarily be that extreme or clear-cut. 'A common challenge is that you may think they're toxic, but others might not, and the leader themselves certainly won't,' Kinley observes. 'So, a critical step forward is establishing that there is a problem – something you can both agree isn't right and can work on together. The most effective approach here is often to focus on how they can help you to be at your best or achieve some objective. They're more likely to respond positively to a request for support than a complaint.' Kinley recommends planning out what you want to say before you speak to your manager. Then keep the conversation focused on practical issues – for example, you'll be able to do X if they can do Y – and be sure to keep emotion out of it. 'You're trying to solve a problem together and your objective is to get them to change their behavior, not tell them how you feel,' he emphasizes. 'Dealing with a toxic manager can be difficult, but there are strategies to protect your own wellbeing while navigating the position you are in,' says Lee Chambers, a psychologist and author of Momentum: 13 Ways to Unlock Your Potential. Firstly, advises Chambers, it is essential to establish clear boundaries, define acceptable behavior and communicate your limits. Then find a trusted person to give an objective opinion on your manager's behavior. This can help you to build your support network and manage the stress of the situation. Finally, don't forget to take create space for yourself. Chambers says: 'Whether it's through small wellbeing moments like mindfulness, activities that bring you joy and energy, or professional support, be kind to yourself during this period to reduce your stressors.' Unfortunately, dealing with a toxic manager can suck all the joy out of your working life. If you reach that point, moving on might be the best option – no matter how reluctant you are to leave your role. As Herson says: 'Above all, remember you deserve to work in a healthy environment. If the situation becomes unbearable, exploring exit strategies – whether an internal transfer or a new role – can be the ultimate act of self-preservation.' If dialogue and boundary-setting fail, Kohlrieser also recommends considering your exit strategy. 'Staying in a toxic environment can damage mental health and limit professional growth,' he says. 'The most successful professionals are those who refuse to be hostages, either by transforming the situation or stepping away to regain control of their career. Toxicity persists when it is tolerated. Choose leadership over victimhood. Choose freedom over fear.' Enjoyed this article? Follow me by clicking the blue 'Follow' button beneath the headline above.
Yahoo
18-04-2025
- Business
- Yahoo
Cloud AI Update - AI Security Innovation: Operant AI Unveils AI Gatekeeper
Operant AI has unveiled its new product, AI Gatekeeper™, which aims to enhance runtime protection for AI applications and agents across various deployment platforms, including Kubernetes and hybrid and private clouds. This innovative solution addresses emerging security challenges linked to the rapid deployment of AI models and the expanding use of non-traditional platforms such as Databricks and Snowflake. AI Gatekeeper focuses on securing AI systems against threats like rogue agents and data leakage, incorporating features like trust scores, agentic access controls, and cross-platform threat modeling. As enterprises increasingly rely on AI for novel applications, the need for advanced security solutions like AI Gatekeeper is growing to mitigate risks associated with the complex AI ecosystem. last closed at $143.43 down 1.8%. In other trading, was a standout up 9.6% and ending the day at $201.63. The company reported a strong earnings increase with sales and net income up significantly just one day ago. Meanwhile, trailed, down 5% to end the day at $142.48. Snowflake's rapid AI-driven product expansion and strategic tech partnerships are swiftly amplifying its market influence. Discover how these developments might impact your investment by exploring our detailed narrative on Snowflake. For a deeper insight into the evolving Cloud AI landscape, revisit our Market Insights article on DeepSeek's game-changing R1 model, revolutionizing efficiency. ended the day at $196.98 up 1.4%. finished trading at $367.78 down 1%. This week, Microsoft enhanced its cloud-based AI capabilities with integrations like Visier's workforce AI assistant in Microsoft 365 Copilot and secured a significant contract for carbon removal with AtmosClear. ended the day at $151.16 down 1.4%. Investigate our full lineup of 143 Cloud AI Stocks featuring Quanta Computer, Autodesk and Arista Networks right here. Want Some Alternatives? These 10 companies survived and thrived after COVID and have the right ingredients to survive Trump's tariffs. Discover why before your portfolio feels the trade war pinch. This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Sources: Simply Wall St "Operant AI Announces AI Gatekeeper™ to Supercharge Runtime Protection for AI Agents and AI Applications" from Operant AI on GlobeNewswire (published 16 April 2025) Companies discussed in this article include NYSE:BMI NasdaqGS:AAPL NasdaqGS:MSFT NasdaqGS:GOOGL NYSE:SNOW and NYSE:VMW. Have feedback on this article? Concerned about the content? with us directly. Alternatively, email editorial-team@
