Being Busy

Is "Being Busy" Just a Sign We’re Uncomfortable with Our Workload?

In today’s fast-paced world, being "busy" has become almost a badge of honour. But what does it really mean to be busy? Does it mean we're working to our full potential, or could it be a sign we’re uncomfortable with our workload, or even managing it poorly? You might have noticed that people who get the most done rarely go around saying they're busy, which gives us something to think about when it comes to productivity, workload, and how we work.

The Myth of the “Busiest Person”

There’s a saying: “If you want something done, give it to the busiest person in the room.” It’s based on the idea that those who seem constantly in motion are also the most capable. But the reality is often the opposite. People with the highest output tend to be organised and efficient, and they don’t always feel overwhelmed by their workload. For them, being "busy" doesn’t mean they’re swamped; it means they’ve got things under control and can handle even more.

On the flip side, plenty of people may look busy but aren't necessarily productive. Some are simply uncomfortable with their workload or struggling to manage it, which results in them appearing constantly rushed or stressed. Being busy isn’t always a sign of being effective, sometimes it just means we’re overwhelmed.

Productivity Is Personal

Everyone works at their own pace. So long as someone meets a reasonable standard of productivity, employers should be happy. But modern workplaces often reward those who appear to be busy, rather than focusing on the actual quality of work being done. This can create a culture where people feel they need to look like they’re constantly working, even if they aren’t producing their best work.

Interestingly, it’s not unusual for teams to become more productive when someone leaves the group. That’s because when workloads are redistributed, it can lead to better efficiency. It shows that people might not always be working to their true capacity, either because of poor team dynamics or the way their tasks are organised.

What the Four-Day Workweek Tells Us

Recent trials of the four-day workweek have thrown up some surprising results. Many companies found that their employees achieved just as much in four days as they did in five. This raises a big question: if people were already working flat out in a five-day week, how can they accomplish the same in less time? It suggests that the way we’ve structured work might be wrong, leading to wasted time and lower productivity.

One possible reason for this is that people might not be fully engaged with their jobs. If they’re unhappy or just coasting along, they may only do the bare minimum to get by. The four-day workweek, with its promise of more time for personal life, could motivate people to focus better during work hours, knowing they’ll get more time off.

Does Happiness Make Us More Productive?

We often underestimate how important happiness is in the workplace. Happy workers are usually more motivated, engaged, and willing to go the extra mile. But when people feel disconnected from their work, unappreciated, or overworked, they’re less likely to give their best. If someone’s miserable in their job, they’re unlikely to strive for excellence.

Peer pressure can also push people to overwork, especially in environments where being busy is seen as the norm. This can lead to burnout and doesn’t really do much for long-term productivity. It makes you wonder whether businesses can improve productivity without first addressing these cultural problems.

Why Is the UK One of the Least Productive Economies?

It’s no secret that the UK struggles with productivity compared to other countries. But solving the issue goes beyond a few companies trying to do things differently. There are bigger, systemic problems.

A major issue is the disconnect many workers feel from their jobs, especially in big, faceless corporations. If employees don’t understand why they’re doing something, or feel like just another cog in the machine, they’re less motivated to work hard. This disconnect can get worse when people join companies from different backgrounds and don’t really "get" the way things work in their new company. It takes time for them to align with the company’s goals and culture, which can hurt productivity in the short term.

On the other hand, businesses that have a clear purpose and strong leadership tend to do better in terms of employee engagement and productivity. Steve Jobs once said Apple’s success came from its great contributors who became leaders, not from executives with big salaries who didn’t understand the business. His point still resonates, when employees understand their company’s mission and feel connected to it, they’re more likely to work efficiently and productively.

What Needs to Change?

Fixing the UK’s productivity problem isn’t going to happen overnight, and it won’t be solved by just a few companies getting it right. It needs leadership from the government, commitment from workers, and clear, honest vision from business leaders.

Companies need to build environments where people feel motivated and understand why their work matters. Moving away from focusing on "busyness" and shifting towards a real sense of purpose could make a big difference. This might even mean rethinking traditional work structures—like the five-day workweek—and looking for new ways to help employees feel more connected, rested, and engaged.

In the end, improving productivity is about understanding how to get the best out of people. When employees are happy and have a clear purpose, they’re more likely to work smarter, not just harder. It’s about creating a work environment that doesn’t just value constant motion but focuses on genuine, sustainable productivity.