I've identified four key myths that might be undermining your company's efficiency.

As an executive coach, printing and packaging industry veteran, and father of two, I understand that multitasking sometimes feels like the only way to get things done. Both our work and families often expect us to juggle multiple tasks at once.

As an executive coach, I've come across numerous myths about multitasking. Many of these are so ingrained in our mindset that we mistake them for universal truths rather than the fiction they truly are.

I've identified four key myths that might be undermining your company's efficiency.

Myth #1: Multitasking employees are more productive

You've likely seen companies that operate like a beehive—always buzzing with activity, where everyone seems busy and stressed. If we could take the time to examine these organizations, we'd probably find that many of them have a 'multitasking culture,' where people are judged by how many tasks they juggle rather than the results they achieve.

Research clearly shows the negative effects of multitasking, from disrupting working memory to causing attention lapses and frequent forgetfulness.

Simply put, the human brain isn't designed to manage multiple complex tasks simultaneously. This often leads to context switching, which is both time-consuming and prone to errors.

Myth #2: Multitasking helps meet deadlines

Building on the previous myth, multitasking actually hinders progress due to the mental strain of constantly switching between tasks. This often results in delays and missed deadlines.

Focused work with clear priorities remains a timeless strategy for effective time management. My approach involves alternating between periods of concentrated work and strategic breaks, and I encourage my team to adopt this practice as well.

Myth #3: A multitasking boss is an indispensable boss

While multitasking might make a manager appear versatile, it can also reveal a lack of prioritization and planning skills—especially if they resort to micromanaging and interfering in everyone's tasks.

Concentrating on a manager's core responsibilities showcases far more value and expertise. Being omnipresent is not the same as leading effectively.

The ideal scenario is to have a self-sufficient team capable of handling most tasks independently, with the manager available to address strategic questions and provide guidance.

Myth #4: Employees are productive if they respond quickly

Employees often feel pressured to respond to their boss's messages or emails immediately out of fear of appearing distracted or unproductive. Leaders must understand that work styles vary, so don't expect constant availability. However, some roles do require more responsiveness than others—compare a developer to a human resources representative, for instance.

Should we ditch multitasking for better quality results?

Multitasking isn't necessarily all bad for you or your company. Some studies suggest it can boost productivity, which might be relevant for your team. If you're not ready to quit multitasking entirely, it may be more practical to retain the aspects that seem beneficial and gradually phase out the rest. Like with most things, it's about finding the right balance.

The most intriguing part of productivity is that there's no perfect formula—

you have to keep experimenting and refining. Even if you have the fundamentals in place, you may need to adjust over time, as what worked last year might not be as effective today.