They have their own opinions expressed by business partners.
Let me start saying this, I’m not anti -tech. I like it I use it every day from audio and video production to video conferencing and streaming, from time to time management tools every day. I will intend to say this, and I am sure that most will agree, technology is essential today. Technology operates performance, scalebuability and speed. It is the backbone of logistics, data management, internal communication, marketing automation and more. There is no inclination on the tech to gain competitive edge.
But here is the other side of this coin: Technology is also killing productivity, disrupting communication and gradually eliminating the human aspect of business. Not because tech itself is bad, but because the way we use it is bad. We are not in control. This is.
We are so “connected” that we are scattered. We are so effective that we have forgotten how to think critical. We rely so much on technology that our Academic skills are falling.
We are so focused on these tools that we have stopped building culture. And the dubious leaders of all these industries need to be awakened.
Related: Technology is probably killing us, but it should not be the way
The illusion of productivity
Ask most of the leaders whether technology makes their people more fruitful, and you will get “absolutely” immediately. That’s the promise, okay? Make more automated. Talk fast. Do more. But dig a little deep, and it’s not easy.
A Study The Bin & Company has found that the average middle -level leaders now process more than 30,000 communication a year. It is only a thousand in the early 90’s. E -mail, chat, silic, zoom, oasis, teams, the list continues. It is all designed to “improve the work”.
Nevertheless, most professionals get only seven hours of real focus time a week of 47 hours. Seven hours, it’s a good day of deep, uninterrupted work that is full of echoing phones, messages alerts, aimless meetings and endless scrolls in a week. This is the price called “switching to context”.
Whenever we jump from a spreadsheet to a meeting invitation, from writing a proposal to respond to a text, we lose loudly. Whenever we change the gears, our brains burn energy all the time, and it takes time to return to the flow again. Multiply with ten, twenty or fifty obstacles a day, and you have found a productive drain that is hidden in straight eyes.
This is not just a bad time. This is a bad tech discipline.
Related: Why is the production capacity of employees in the tech industry low?
The use of technology with intention
Each organization has its own operational speed, but in industries – manufacturing, health care, banking, retail, construction, etc., the story is the same: busy people, many activity, not enough production. The real question is not “How can we do more?” This is “How can we be smart from our time and technology?”
If you are stopping time for high effect work, protect it. Close your email. Silence your phone. Close team information. Tell your team that you are in focus mode. And encourage them to do so. This is not about rejecting communication. This is about to own it. Creating structure. Depending on the limits. And tech to serve you, not on the other way.
This is not a revolutionary advice. But this is something that is rarely practiced. And its prices cost millions of people wasting efforts, delayed decisions and half baked results.
Disturbing spiral
We all know this. You are working on something important. You are tired you hit a splash. Your brain wants a break. What do you do? You grabbed your phone.
“Just check the weather.”
“Only one scroll through Instagram.”
“Just take a quick look at the stock market.”
Except that this is never a script. Five minutes are fifteen. And when you finally return to your work, you are mentally fog. The flow is over. This break did not help you. He hurt you.
If you really want to clean your head and reset, step out. Walk constantly talk to someone. Give your brain oxygen and place, not much stimulation. The phones are very good tools, but terrible disturbances. Know the difference.
Related: Most successful founders do retreat – why should you also
Communication is not just volume
It is very important to remember. More communication is not equal to better communication. In fact, the quality of communication is falling rapidly. We are hiding behind emails and texts. Avoiding real conversation. Cutting the nuance. And then thinking why teams are not wrong, messages are misinterpreted, stress increases, and mutual cooperation feels like a task.
Technology -based communication has its place. But if a conversation is important, complex or emotional, do not text it. Don’t email it. Talk to him Pick up the phone. Walk to someone’s desk. Call a quick video. Real time, real tone, real presence.
And leaders? Do not hide the system messages or company wide memo. Talk to your people Listen to your people Culture does not remain in the weapons of your technology, it is in your contacts and interactions.
Remote work is not guilty. Disconnection.
Clearly, remote work is not killing productivity. In fact, for many companies, production is gone. People are doing focus, efficient and more work without disturbing the traditional office. But there is a flip side side. While productivity has increased, mutual cooperation and innovation have succeeded. The reason for this is that what remote work gives in performance often relieves human relationship.
You can’t create a strong culture through a webcam. When every conversation has to be scheduled, you cannot give birth to big ideas. And cooperation is not just during zoom calls, it is between them. Coffee machine in the hallway. In this five -minute conversation before the meeting begins. Those are the moments where trust is made and ideas form.
The answer is not necessary to return to the office. It’s more deliberate about contact. Non -scheduled check -in. Culture makers that are not connected to the deadline. Occasionally, personal meetings that meet a real purpose. And those leaders who make themselves visible and available, even if it is practically. Because what runs a great company is not just system and tools. This is confidence. It’s energy. These are the people who feel, hear and appreciate. You do not find this by coincidence. You get it by design.
So what can you do?
Here is a quick hit list:
If you are in a team:
- Protect your deep work time as it is gold, because it is.
- Instead of reacting to each ping, schedule a response windows.
- When you feel engaged, take a real break, not digital.
- You know that when the conversation needs to be straight, not type.
If you are guiding:
- Model of behavior. Don’t say “focus matters” when flooding your team with noise.
- Be clear on which tools are and for whom they are not.
- Use tech to enhance the relationship, do not replace them.
- Keep communication personally, especially at important moments.
We can automatically make tasks. We can digate the process. But we cannot digitalize relationships, and we cannot digital confidence. And we should not try.
Technology should increase your culture, not to cope with it. It should accelerate your results, not reduce your attention. And it should help your people, not from the shore. Most software is not the smart companies in the world. They are the ones who know how to use it and when to use it.
If you want to create a brand that runs, a team that performs, and people of a culture fight to be part of, do not just invest in better technology. Invest in better habits. Because at the end of the day, this is not your technology that separates you, they are your people.