How To Fix The Invisible Work Problem Without More Invisible Work

How To Fix The Invisible Work Problem Without More Invisible Work

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Invisible work includes all the things employees do like answering email, attending meetings, and solving problems that are not necessarily in job descriptions or measured in any way. These things take up so much time and get so little reward because they aren’t measurable, and no one really gets credit for them. There is so much inefficiency and busy work to justify roles that people end up feeling drained, which leads to less engagement and less innovation. The problem is that the way most people have tried to solve this invisible work problem is by adding even more invisible work, like tracking or writing down everything they do, which is just as thankless. Solving this problem starts with something simpler, including removing unnecessary steps, trusting people to manage their own time, and making sure the work that matters most is what gets recognized.

The Real Cost Of Invisible Work

Invisible work wastes time, energy, and focus. People sit through meetings that go nowhere, answer messages that don’t need answers, or could have been handled with a quick call or in passing. People spend hours following up on details that should have been handled the first time. Asana reports that nearly 60 percent of the average workweek is spent on “work about work.” Microsoft calls this overload digital debt, which refers to too many meetings, too many updates, and too much noise. It’s easy to see why people are burned out, which has led to so much quiet quitting.

Why Traditional Fixes Don’t Solve The Invisible Work Problem

Many suggested fixes only make things worse. I’ve worked for leaders who wanted me to track everything I did in Excel spreadsheets. Some even copied that information into my yearly review to rate me. It took far more time to track what I was doing than to do the actual work. Adding more tracking tools or requiring extra reports just adds more of the same kind of work. No one wants to spend their day proving they’re busy. What helps instead is simplifying things so people can focus on what actually makes a difference. The following includes some suggested things you can do to reduce the invisible work problem.

Simplify Invisible Work In Meetings

There are a lot of people who complain about Zoom fatigue. I’ve sat through so many meetings that repeat what was said last time and preview what will happen next time. Too many teams meet because it’s routine, not because it’s needed. Every meeting should have a purpose, a goal, and only include the people who need to be there. The small talk can take over too. It’s fine to have a little banter, but if the meeting ends without decisions or outcomes, that time could have been better spent. Shorter, focused meetings give people time to do meaningful work. If it’s just an update, send a quick summary instead.

Reduce Invisible Work From Too Many Tools

Companies often use more systems than they need. I’ve worked in places that had spreadsheets, shared documents, and platforms that all tracked the same thing in slightly different ways. Some systems didn’t even connect, so the same data had to be entered multiple times. Choose a few tools that work and stick with them. Make sure everyone knows where to find information and how to use it. Fewer systems mean less confusion and less wasted time.

Protect Focus Time From Invisible Work Interruptions

People think best when they can stay focused. Research from the University of California, Irvine found it takes more than twenty minutes to get back on track after an interruption. Some organizations discourage blocking time on calendars because they want people available for meetings at any moment. A better approach is to encourage focus hours throughout the day where people can work without interruptions.

Recognize Invisible Work Contributions

Some people make sure to share every single thing they do that might get them praise, while others feel uncomfortable talking about their successes. The ones who spend time writing up everything they do for recognition lose productive time, and the ones who stay quiet rarely get credit. Leaders should notice both. Ask about progress during conversations rather than through reports or long emails. A few words of appreciation in a meeting or a quick message can make people feel valued. Recognition matters more than another system for tracking accomplishments.

Clarify Ownership Of Invisible Work

A lot of invisible work happens because no one knows who should handle it. People with strong work ethics often jump in to fill gaps that aren’t their responsibility. They keep doing it because they care, but it can lead to burnout and resentment when their effort goes unseen. Leaders need to set clear expectations. Decide who owns each task and who supports it. That clarity saves time and reduces confusion.

Make Invisible Work Mentoring Visible

Mentoring can make a huge difference, but it’s rarely recognized. Experienced employees often help others because training is incomplete, or managers are hard to approach. It’s important to talk about mentoring during development discussions and acknowledge the time it takes. Recognizing people who guide others builds stronger teams. But mentoring shouldn’t have to fill gaps left by poor training or weak leadership.

Reduce Invisible Work By Cutting The Messaging

Some leaders love to text or email constantly, and they don’t stop at one message. They send a string of them in a row and fill up everyone’s inboxes or phones. Many of those messages don’t need to be sent at all. Before sending something, ask if it really adds value. Leave off people who don’t need to be copied and stop hitting “reply all” just to keep the thread going. Simplify approval chains and give people more authority to make decisions. Less unnecessary communication gives everyone more time to focus.

The Payoff Of Fixing Invisible Work

When invisible work is reduced, people have more energy and focus. They can collaborate better and spend time on work that moves the company forward. This takes thoughtful choices, respect for people’s time, and leaders who value real results. When that happens, productivity rises, morale improves, and employees finally feel that their effort matters.

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