Why busywork is fooling leaders

In 2025, Cambridge Dictionary added over 6,000 new words. One of them was “mouse jiggler”—a device or piece of software used to make it seem as though a computer mouse is moving so that it seems as though you are working when you are not. It’s a telling addition to the esteemed catalogue. Professionals are increasingly finding clever ways to seem busy when they are, in fact, not. Perhaps they’re grabbing a coffee or squeezing in a quick workout. Meanwhile, common productivity metrics can’t tell the difference. As a business owner, I see it less as employee subterfuge and more as a broader cultural issue. People are desperate to appear productive all the time. The problem isn’t effort; it’s what organizations decide to measure. In my experience, measuring the right metrics, from the top down, can shift the way people work, not to mention the transparency surrounding periods when they’re taking much-needed rest or attending to personal matters. Here’s a closer look at the productivity metrics that matter, as well as those that shouldn’t, at the CEO level. Rewarding impact, not activity The value of face time—time spent at the workplace, merely showing your face—is deeply ingrained in our workplace culture. Research has found that leaders perceive employees who were simply observed at work (that is, passive face time) as more dependable or more committed. Many organizations still rely on outdated proxies for performance, like hours logged, meetings attended, and emails sent—the modern iteration of “face time.” What’s more, they apply the same metrics to all employees, as if disparate groups have the same functions and objectives. At Jotform, employees work in cross-functional teams. Each sets its own objectives on a mission-based and quarterly basis. They essentially operate as mini-companies within the organization. Employees are expected to work in the office most of the time, because we’ve found that it enhances collaboration, learning, and momentum. But when it com