The Rise of Performative Work: Examining the Phenomenon of Employees with Unclear Roles and Responsibilities in Corporate Environments

Core Concepts

The prevalence of employees in corporate environments who appear to be busy and important but whose actual roles and contributions are unclear or questionable.

Abstract

The article discusses the phenomenon of "Susans" - mid-level managers or employees in corporate settings who seem to have fancy titles and positions, but whose actual responsibilities and day-to-day work are unclear to their colleagues. The author suggests that this type of performative work has become increasingly common in the last 30-40 years, as organizations have become more complex and hierarchical.
The author provides a personal anecdote about a former colleague named Susan, who would constantly appear busy and important by wearing a Bluetooth earpiece and claiming to be too occupied to engage with others. However, her actual job duties were unknown to her coworkers.
The author argues that there are often multiple "Susans" in a typical corporate ecosystem, and that this phenomenon reflects a broader trend of employees engaging in performative work behaviors to create an illusion of productivity and importance, rather than focusing on tangible contributions. The article suggests that this trend has emerged at the intersection of various organizational and societal factors, though the specific drivers are not explored in depth.

Stats

There are usually about 10-12 "Susans" in a typical corporate ecosystem.
The phenomenon of performative work has become more prevalent in the last 30-40 years.

Quotes

"There is a 'Susan' in almost every corporate ecosystem, and usually there are about 10-12 Susans."
"I'd argue in the last 30-40 years, it's gotten way worse at the intersection of a lot of different things."

Key Insights Distilled From

The Performative Work Evolution

by Ted Bauer at tedbauer.medium.com 08-05-2024

https://tedbauer.medium.com/the-performative-work-evolution-86c32655be98

Deeper Inquiries

What are the potential organizational and societal factors that have contributed to the rise of performative work practices in corporate environments?

Performative work practices in corporate environments have been influenced by various organizational and societal factors. One key factor is the emphasis on visibility and perception over actual productivity. In many organizations, employees are rewarded based on how they are perceived to be working rather than the actual outcomes they deliver. This creates a culture where employees feel the need to constantly showcase their busyness and dedication, even if it does not translate to tangible results.
Moreover, the hierarchical structure of many organizations plays a role in promoting performative work practices. Employees may feel pressured to conform to certain behaviors and expectations set by their superiors, leading them to engage in performative actions to meet these expectations. Additionally, the fear of job insecurity and the desire for career advancement can drive individuals to engage in performative work to secure their position within the organization.
On a societal level, the rise of social media and the culture of constant connectivity have also contributed to the normalization of performative work practices. The need to constantly update and showcase one's professional life online can spill over into the workplace, leading employees to prioritize appearances over actual work.

How can companies effectively address the issue of employees engaging in performative work behaviors, and instead foster a culture of transparency and accountability?

To address the issue of performative work behaviors and foster a culture of transparency and accountability, companies can take several proactive steps. Firstly, organizations need to redefine success metrics to focus on outcomes and results rather than mere visibility. By shifting the focus to measurable achievements, employees are encouraged to prioritize meaningful work over performative actions.
Furthermore, promoting open communication and feedback channels within the organization can help create a culture of transparency. Encouraging honest conversations about workload, priorities, and challenges can help employees feel more comfortable being authentic about their work and seeking support when needed.
Implementing flexible work arrangements and promoting work-life balance can also help combat performative work practices. When employees are trusted to manage their time effectively and are encouraged to prioritize their well-being, they are less likely to engage in performative behaviors to meet unrealistic expectations.
Lastly, leadership plays a crucial role in setting the tone for the organization. Leaders should lead by example, demonstrating authenticity, vulnerability, and a focus on results rather than appearances. By modeling transparent and accountable behavior, leaders can inspire employees to do the same.

In what ways might the COVID-19 pandemic and the shift to remote work have impacted or exacerbated the phenomenon of performative work in corporate settings?

The COVID-19 pandemic and the widespread shift to remote work have had a significant impact on performative work practices in corporate settings. With the blurring of boundaries between work and personal life, employees may feel pressured to constantly prove their productivity and dedication while working from home. The lack of physical presence in the office can lead to a heightened sense of insecurity and the need to overcompensate through performative actions.
Moreover, the reliance on virtual communication tools and platforms during remote work can exacerbate the pressure to be constantly available and responsive. Employees may feel compelled to be online at all times, leading to an increase in performative behaviors such as sending unnecessary emails or scheduling unnecessary meetings to show their engagement.
The shift to remote work has also highlighted the importance of trust and autonomy in fostering a productive work environment. Companies that prioritize trust-based relationships and focus on outcomes rather than micromanaging employees are less likely to see a rise in performative work practices during remote work.
Overall, the COVID-19 pandemic has underscored the need for organizations to reevaluate their approach to work culture and performance evaluation in order to mitigate the negative impact of performative work behaviors in a remote work setting.