In today’s always-on workplace, one of the most overlooked leadership skills is focus. With attention spans shrinking and expectations growing, many leaders are being pulled in too many directions at once. According to a 2022 study from the University of California, Irvine, the average worker switches tasks every three minutes, and it can take up to 23 minutes to fully regain focus after each interruption. This environment encourages constant context switching and multitasking, often at the expense of deep work and strategic thinking. But, is multitasking always a bad thing?
Multitasking gets a bad reputation. It is frequently blamed for everything from poor memory to low-quality output. But in many workplaces, multitasking is not only expected, it is rewarded. And in some cases, it works. I know this firsthand. When I worked as an account executive for a bank, I was expected to make a high volume of sales calls every day. The company measured not just the number of calls, but how long I spent on the phone. I found that if I typed my notes as I spoke with each customer, I could both document details in real time and hit my call time targets. Some might call it attention switching. I thought of it as practical multitasking. And it helped me win awards.
Research shows that this type of multitasking, typing while talking, is more accurately described as dual-task processing. Because note-taking was a highly practiced skill, it did not take my attention away from the real-time conversation. It allowed me to reinforce memory and avoid duplicating effort. This highlights a valuable distinction: not all multitasking is created equal.
Why Multitasking At Work Has A Bad Reputation
Multitasking has been criticized by neuroscientists and productivity experts for years. Studies have shown that switching between tasks can lead to cognitive overload, reduced efficiency, and more mistakes. Dr. Daniel Levitin, author of The Organized Mind, has explained that task switching burns through the brain’s glucose-based energy supply and causes mental fatigue. This kind of multitasking, trying to juggle multiple unrelated tasks simultaneously, can decrease productivity by up to 40%, according to research cited by the American Psychological Association.
But not all multitasking is the same. Context matters. So does the nature of the task and the individual’s mental framework. Some types of multitasking are more about flow and integration, while others are more disruptive.
When Multitasking Works: Routine Tasks And Cognitive Pairing
In some situations, multitasking can actually improve efficiency. Dr. Friederike Fabritius, a neuroscientist and author I interviewed, emphasized the importance of understanding how the brain processes information. She explained that pairing a routine task with a cognitive one can help manage energy and attention. For example, listening to a podcast while organizing files or walking during a meeting can enhance mental engagement.
This aligns with what some call “background multitasking,” where a low-effort, low-focus task runs alongside a more demanding one. These combinations allow people to use their time more strategically without overloading their brain.
The Cost Of Poorly Managed Multitasking In Leadership
The real danger of multitasking shows up when leaders take on too many high-focus tasks at once. It dilutes presence and weakens judgment. Dr. Frances Frei, a Harvard Business School professor I interviewed, noted that trust in leadership begins with presence. If a leader appears distracted, employees often interpret that as disinterest or dismissal, even if the leader believes they are being efficient.
When multitasking prevents leaders from being fully engaged in conversations, problem solving, or decision making, the result is a disconnect. It affects not only outcomes but relationships.
Multitasking, Attention Switching, And Energy Drain At Work
The difference between multitasking and attention switching is subtle but important. Dr. Daniel Z. Lieberman, a psychiatrist and author of The Molecule of More, explained when I interviewed him how dopamine drives our desire for novelty. The brain enjoys the thrill of switching tasks, but it comes at a cost. Every switch uses up cognitive resources.
This is why people often feel exhausted after a day filled with interruptions, even if the total workload was manageable. It is not just the number of tasks, but how fragmented the experience felt.
What Leaders Can Do To Set Better Boundaries Around Multitasking And Focus
Leaders set the tone for how focus is valued, or devalued, on their teams. If leaders are constantly checking their phones in meetings, responding to emails mid-conversation, or accepting every calendar invite, they model distraction.
When I interviewed Stephen White, Chief Operating Officer of Center for BrainHealth at The University of Texas at Dallas, he emphasized that creating space for focus is one of the most undervalued habits in leadership. He recommended leaders “create clarity by protecting time for thinking, not just doing.” That includes carving out meeting-free hours, encouraging asynchronous communication when possible, and reinforcing that deep work matters.
Multitasking Vs. Being Efficient: How To Know The Difference
Being able to juggle multiple responsibilities is often seen as a strength. But there is a difference between being adaptable and being scattered. When leaders try to solve every problem at once or jump from meeting to meeting without reflection, they are more likely to react than respond.
To assess whether multitasking is helping or hurting, leaders can ask:
- Is this combination of tasks improving my efficiency or creating distraction?
- Am I sacrificing the quality of one task for the sake of another?
- Would it be more effective to sequence these tasks instead of combining them?
How To Lead With Focus In A Multitasking Environment
Modern workplaces are not designed for singular focus. Between Slack notifications, back-to-back meetings, and digital overload, leaders must learn to manage, not eliminate, multitasking.
Dr. Adam Alter, who I interviewed about technology addiction, emphasized that managing digital distractions requires intention. He recommended creating tech boundaries, like setting specific times to check email and disabling nonessential notifications. These micro-adjustments protect attention and reduce the cognitive tax of constant switching.
Leaders can improve by:
- Prioritizing fewer, more meaningful meetings
- Protecting time for strategic thinking
- Being fully present in high-stakes conversations
- Encouraging team norms that value concentration over constant availability
The Leadership Advantage Of Strategic Multitasking
The reality is, some multitasking is inevitable. Leaders wear many hats and juggle competing priorities. The key is to approach multitasking strategically, not reflexively. Knowing when it adds value and when it diminishes it is essential.
By embracing intentional multitasking, where compatible tasks are paired with purpose, leaders can boost efficiency without losing clarity. But when every ping, task, and conversation is treated as equal, leadership becomes reactive.
The best leaders know how to toggle between modes: when to integrate, when to sequence, and when to stop everything and focus.
Multitasking And Focus Are Both Essential When Used Intentionally
Multitasking is part of modern leadership, but it should be a conscious choice, not a knee-jerk reflex. When leaders understand how their attention works, they can use it more effectively, without sacrificing quality or connection. Some multitasking can support productivity, especially when it involves pairing practiced habits with active thinking. But it must have boundaries. The best leaders know when to slow down, give something their full attention, and guide their teams with intention.
