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World desk5 min

How to Help Your Team Get More Productive

A practical guide to reducing common sources of team friction, from unclear priorities and interruptions to meetings and hard-to-find information.
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To improve team productivity, start by removing the bottleneck that wastes the most time: unclear priorities, interruptions, unproductive meetings, hard-to-find information, or inconsistent ways of tracking work. Make one change at a time, then check whether it helps your team complete important work with less friction. The available company surveys point to common problems, but they do not establish one productivity fix that works for every team.

Find the team’s biggest source of friction

Before changing calendars or adding tools, identify where work gets stuck. Ask team members what most often prevents them from finishing important tasks, and look for patterns in missed handoffs, repeated questions, meeting follow-ups, and work that gets interrupted.

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Microsoft’s 2023 Work Trend Index ranked inefficient meetings as the leading reported productivity disruptor and also listed unclear goals among the leading problems. In the same survey, 68% of respondents said they did not have enough uninterrupted focus time during the workday. These are survey findings, not estimates for every workplace. Microsoft Work Trend Index, 2023

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  • Work is interrupted: protect blocks for concentrated work and agree on how urgent requests should reach the team.
  • People are unsure what matters most: make near-term priorities and trade-offs explicit.
  • Meetings consume time without moving work forward: clarify their purpose and record decisions and owners.
  • People cannot find context or status: establish a shared, maintained place for project information.
  • Work is planned differently across groups: agree on a small set of common conventions for tracking it.

Use this diagnosis to select a first experiment. The surveys identify reported pain points; they do not rank interventions by proven effectiveness.

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Make goals and priorities concrete

Translate broad goals into a short list of current outcomes. For each priority, state what “done” means, who owns the next step, and what should be deferred if capacity is limited. When priorities change, explain the trade-off rather than simply adding work.

Manager guidance is a notable gap in Microsoft’s 2022 hybrid-work report: 81% of surveyed employees said it was important for managers to help prioritize their workload, while 31% said managers had received clear guidance in one-on-ones. The figures describe survey respondents, not a universal workplace rate. Microsoft Work Trend Index, 2022

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  • Keep the active priority list small enough that it reflects real capacity.
  • In one-on-ones, ask what is blocked, what has changed, and which task should lose priority if a new one is added.
  • Give teams a clear route for resolving conflicting requests.
  • Review whether stated priorities match actual assignments and deadlines.

Protect focus time without blocking collaboration

Set team norms that make concentrated work possible while preserving a way to handle urgent issues. Depending on the work, this might mean shared quiet hours, fewer default notifications, or a signal that a person is available for interruption. Make exceptions clear for customer, operational, or safety-critical work.

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Do not treat a full calendar as proof of productivity or assume that every employee needs the same schedule. Ask the team which interruptions are genuinely necessary, then adjust the norm and review whether important work is easier to complete.

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Make meetings purposeful and actionable

A meeting should have a reason to happen synchronously: making a decision, resolving a complex issue, coordinating interdependent work, or generating ideas together. If the goal is only to share information, a concise written update may be easier to revisit.

  1. Before the meeting: state the outcome needed, invite only the people whose input or decision is required, and share relevant context in advance.
  2. During the meeting: keep discussion tied to the stated outcome; capture decisions, open questions, and owners as they arise.
  3. After the meeting: share the decisions and next steps in the team’s agreed shared location.

Microsoft’s 2023 report also records respondents’ difficulties with virtual brainstorming, catching up after joining late, and clarifying next steps. Those problems suggest practical fixes: send context beforehand, provide a brief recap for late arrivals, and close with named owners and deadlines. Microsoft Work Trend Index, 2023

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Make shared information easy to find and trust

Centralize the information people repeatedly need to do their work: current goals, project status, decisions, responsibilities, and links to key documents. The exact format matters less than having a known location and keeping it current. Agree on who updates it and how people can tell which information is authoritative.

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Atlassian’s State of Teams 2024 reports that 55% of surveyed knowledge workers found it hard to track down information and 56% said teams at their company planned and tracked work in different ways. These are findings from Atlassian’s report, not population-wide measures. The report emphasizes making time to improve processes, practices, and tools. Atlassian, State of Teams 2024

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  • Choose one agreed location for project status and decisions rather than relying on scattered chat history.
  • Use consistent names and a small number of status labels so work can be understood across teams.
  • Record the owner and next action for work that depends on another person or group.
  • Remove or mark outdated material so old guidance does not compete with current information.

Use AI selectively, with training and safeguards

Consider AI for a defined task, such as drafting a first version, summarizing material, or helping organize information, only when that use fits the team’s policies and the sensitivity of the data. Keep a person responsible for checking accuracy, context, and any consequential decision. Do not add an AI tool merely because other teams use one.

Microsoft and LinkedIn’s 2024 Work Trend Index surveyed 31,000 people across 31 countries and reports that 75% of surveyed knowledge workers were using AI at work. Among people using AI at work globally, 39% said they had received company AI training. AI users also self-reported time savings (90%) and improved ability to focus on important work (85%). These reported benefits do not prove that AI causes productivity gains for every team. Microsoft WorkLab, May 6, 2024 and Microsoft and LinkedIn, 2024 Work Trend Index Annual Report

Training should cover approved use cases, data handling, verification, and when not to use AI. As Karim R. Lakhani of Harvard Business School put it in the 2024 report, “It’s our responsibility as organisational leaders to ensure that this technology elevates our teams’ creativity and aligns with our ethical values.”

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Test changes against the team’s actual work

Choose one friction point, agree on a modest change, and set a review date. Before the change, note what the team is experiencing—for example, how often priorities shift, how many meetings end without clear owners, or how frequently people must ask where project information lives. These are possible team-level observations, not a measurement system validated by the cited surveys.

At the review, ask whether the change helped people complete important work, what got easier or harder, and whether the practice should be adjusted, kept, or dropped. Consider differences by role and workflow: a norm that helps a project team may not suit a service desk or a team handling urgent operations. Keep useful practices and revisit them when the work changes.

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