Why Your Team Can’t Focus
You’re being asked to do more with less. So is your team.
As a leader, you’re expected to deliver results while priorities multiply, resources tighten, messages pile up, and new demands keep coming. You need your team focused on what matters most, but the way work happens every day can make that insanely difficult.
When progress slows, most of us do what comes naturally. We add more.
But before you ask your team to do more, it’s worth looking at what’s getting in their way.
Our research with leaders at more than 150 companies—including Amazon, Google, and LinkedIn—revealed that some of the biggest obstacles to productivity come from the environment surrounding the work. And leaders have far more influence over that environment than they may realize.
The highest-performing teams didn’t necessarily have fewer distractions. Their leaders had better ways of helping people overcome them.
The difference was significant: people working for leaders who knew when to pause reported spending 3× as much energy on priority work. So what did these leaders understand that others missed?
The Productivity Problem Is Social
You can hire talented people. Give them clear goals. Encourage them to manage their time well.
Then you send an urgent request.
A new priority gets added. A meeting appears. Someone needs a quick answer. Another project lands, but nothing comes off the list.
None of these decisions seems unreasonable on its own. But as a leader, what feels like one small request from you can become one more demand competing for your team’s limited attention.
That’s the problem with most productivity advice. It assumes individuals have far more control over their time and attention than they actually do.
At work, focus is social.
That’s why our research led us to see productivity differently. The goal isn’t to squeeze more work out of your people. It’s to create an environment that helps them spend more of their limited time and attention on the work that matters most.
So where can leaders make the biggest difference?
The Shift From Action to Impact
One of the central findings behind Pause is the difference between a bias toward action and a bias toward impact.
A bias toward action assumes success comes through speed and volume. When demands increase, the natural response is to do more, move faster, add another priority, send another message, or schedule another meeting.
A bias toward impact starts with a different belief: people are smart, but they have limited bandwidth. Exceptional results come from leveraging their intelligence and time, which means giving people space to focus on the right things.
The goal isn’t to slow down for the sake of slowing down.
It’s to pause at the moments when doing so creates greater traction.
So what does a bias toward impact look like when you’re trying to improve your team’s focus and productivity?
Our research revealed 12 places where leaders can pause to create greater impact. These 12 Pauses are organized into three sections of the book, each focused on an area where leaders have an outsized effect on their teams’ ability to focus:
Magnify what matters. Make it easier for people to see where their attention will have the greatest impact.
Buffer out busy. Protect their attention from the constant busyness, interruptions, and task-switching surrounding their work.
Mind the gaps. Address the unresolved issues that continue consuming attention long after the moment has passed.
Magnify What Matters
Busy teams rarely suffer from a shortage of things to do. The harder problem is determining what deserves their attention most.
Shifting targets, hidden workloads, competing demands, and mismatches between people and assignments can leave a team’s attention scattered all over the place.
The first part of the Pause framework helps leaders work with their teams to define what matters and what doesn’t as priorities change. The practices move from establishing measurable priority targets to surfacing hidden work, making intelligent trade-offs, and matching people’s talents to assignments where they can do great work and get credit for it. Here are four places to pause:
1. Pick the Priority Target
When priorities are vague, people spend valuable attention trying to determine what matters most.
Clarifying the priority target gives people a shared destination and makes it easier to distinguish important work from everything competing with it.
2. Turn Out Your Pockets
Before adding more work, surface the work people are already carrying.
Hidden workload fragments attention. Making it visible allows a team to understand its real capacity and make better decisions about what can reasonably be added.
3. Invite Dissent
Competing demands require trade-offs.
Rather than assuming everything can be accomplished simultaneously, invite people to challenge assumptions, surface concerns, and contribute their intelligence to the decisions about what deserves attention.
4. Be Your Team’s Agent
Productivity isn’t only about matching work to available time. It’s also about matching the right work to the right people.
Leaders can act as agents for their teams, helping connect people’s strengths and talents with work where they can have the greatest impact.
Buffer Out Busy
Once people know what matters, they still need enough uninterrupted attention to do it.
This is where many workplaces unintentionally undermine productivity.
As Pause explains, people need shared and supported work rules that act as a buffer against three major enemies of focus: constant busyness, endless interruption, and chronic task-switching.
That means looking beyond an individual’s ability to “manage distractions” and examining the environment everyone is creating together. Here are four places to pause:
5. Escape Email Hell
Well-intentioned messages can silently derail focus.
An email, Slack message, Teams notification, text, or quick request may take seconds to send but create significantly more work for the people receiving it.
Learning to recognize these distracting messaging habits is the first step toward reducing the communication overload they create.
6. Establish House Rules
Teams need shared expectations about how they work together.
Clear norms around communication, responsiveness, meetings, and focused work reduce the number of decisions people have to make about when they should respond, when they can disconnect, and what actually requires their attention.
7. Sponsor Monk Mode
Simply telling people they have permission to focus often isn’t enough.
Leaders can actively sponsor focused work by protecting people from interruptions and creating the conditions where sustained concentration is actually possible. The book makes this distinction explicitly: people often need more than permission to focus; they need a focus sponsor.
8. Tune In Before You Jump In
A leader’s quick request can create more work than they realize.
Before adding or changing an assignment, tune in to the work already underway. A brief conversation about what the new request will require and what may need to come off the plate can prevent confusion, rework, and competing priorities.
Mind the Gaps
Not every distraction comes from an inbox, meeting, or overflowing workload.
Some of the most powerful distractions are the ones people carry around in their heads.
A mistake they can’t stop replaying. Uncertainty about their future. A difficult conversation they’re avoiding. A problem with a colleague that hasn’t been resolved.
These unresolved issues occupy attention even when people appear to be working on something else.
The third part of Pause focuses on emotionally charged situations that make it difficult for people to remain present and on helping people regain their focus when their attention has become stuck on the past or future. Here are four places to pause:
9. Clear Your Desk
Sometimes people don’t need an immediate answer or solution. They need help clearing the mental clutter that is keeping them from concentrating on the work in front of them.
10. Coach Through Failure
Failure can consume enormous amounts of attention.
Leaders can help people process mistakes, learn from them, and regain their focus rather than allowing failures or mistakes to continue occupying their mental bandwidth.
11. Put Growth on the Agenda
People can have difficulty concentrating on today’s work when they can’t see where that work is taking them.
Making growth part of the conversation helps address the mental distraction that can arise when people can’t see personal development or progress in their work.
12. Hold a Clearing
Unspoken problems don’t disappear simply because no one is talking about them.
Create space for people to surface difficult issues before they fester, so they can address what’s consuming their attention and move forward.
The Goal Is Traction, Not More Activity
Sometimes the most productive thing a leader can do is pause long enough to see what is getting in the way, then address it. The objective isn’t less work. It’s more traction on the work that matters most.
Don’t turn Pause into 12 more things to do. Ask your team what’s getting in the way of their best work, then start with the Pause they need most.
And if your boss is the one who needs to pause? We’ve got you. Every chapter includes a Pausing Up strategy for managing up.
Frequently Asked Questions
How can managers improve team productivity?
Managers can improve team productivity by paying attention to the conditions surrounding the work, not just the people doing it. Look for unclear priorities, overloaded workloads, unnecessary interruptions, poor work norms, and unresolved issues that are consuming attention. Then address the conditions that are making it harder for people to focus on what matters most. Use the tools in each chapter to put these ideas into practice with your team. You’ll also find them condensed in the back of the book for easy reference.
How can leaders use Pause to help their teams focus?
Start by identifying what is stealing your team’s attention. Pause gives you practices and tools organized around three areas: magnify what matters, buffer out busy, and mind the gaps. You don’t need to implement all 12 Pauses. Just choose the Pause that addresses what is getting in your team’s way right now, then use the tools in that chapter to put it into practice.
Why can’t employees solve distraction on their own?
Personal productivity strategies can help people manage their own time and attention, but at work, focus is social. The environment surrounding the work can quickly override even the best individual system.
Pause isn’t asking people to get better at ignoring distractions. It asks leaders to get better at removing them.
Ready For Your Team To Do Their Best Work?
Knowing what’s stealing your team’s attention is one thing. Doing something about it is another.
Get your copy of Pause so you can tackle the distractions getting in the way of your team’s best work and use the tools designed to help you turn each idea into action with your team.
Create the conditions where people can focus, do work they’re proud of, and maybe even call you the best boss they’ve ever had.