Productivity: working hard and finishing late doesn’t improve your results, say experts

In a world obsessed with endless to-dos, working a lot seems reassuring. Yet experts remind us that piling on the hours doesn’t guarantee impact. So the real challenge is to produce better, with a sustainable framework and clear benchmarks.

Why late hours don’t rhyme with efficiency

The myth of the “last to leave” persists in many teams. Yet energy declines in the evening, and quality follows suit. So, time spent is no proof of value.

Performance analyses show a peak in errors at the end of the day. On the other hand, the brain is less protective of decisions under fatigue and multitasking. As a result, working a lot in the evening feeds the next day’s attention debt.

Biological rhythms and attention: the right timing

First, our circadian rhythms organize alertness, memory and decision-making. Secondly, many people experience a morning peak, followed by a postprandial trough. Nevertheless, we can all benefit from identifying our windows of high concentration.

“Time spent is not a reliable indicator of value created.”

Many practitioners refer to cycles of around 90 minutes of concentration. Then, a short pause helps the working memory to reset. In short, working a lot without rhythmic breathing reduces the depth of execution.

Practical methods for producing better in less time

Start the day with a simple, measurable intention. Also, limit yourself to 3 deliverable priorities, set in protected slots. Then schedule two blocks of “deep work” and close non-urgent channels.

• Block two sessions of 60 to 90 minutes without notifications.
• Write a short “plan of attack” before each block.
• Group e-mails and messages into three fixed windows per day.
• Define “finished” with visible, shared criteria.
• Take an active break of 5 to 7 minutes between blocks.

Plan by energy, not just by the clock. Put analytical tasks on your attention spans. On the other hand, working a lot in off-peak hours dilutes effort and stretches deadlines.

From now on, end with a short, clear closing ritual. So, write down the next action, tidy up, then close the key tabs. Also, announce the stop to your team to limit late reminders.

Offices, tools, meetings: reducing friction

First of all, reduce the number of meetings by imposing a concise preparatory document. That way, everyone arrives with options, not just problems. In short, a lot of work doesn’t make up for an hour without objectives or decisions.

Also, simplify tooling to avoid application “ping-pong”. In addition, cut out non-critical alerts and group messages into batches. Then, limit context switching by processing similar tasks together.

Changing culture: from presenteeism to value creation

Culture changes when you measure what really matters. So switch from schedules to objectives, deliverables and impacts. Nevertheless, set visible quality criteria so that everyone knows when to stop.

Managers set the tone with their own limits and messages. On the other hand, sending e-mails at midnight encourages people to work hard to keep up. So plan to send them at a later time, and clarify the urgency of the matter before you send them.

Sustainable performance depends on regular recovery. So aim for 7 to 9 hours’ sleep, a short walk and breaks. Working a lot without recovery is like driving with the handbrake on.

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