Is Friction Getting in the Way of Performance?

Is Friction Getting in the Way of Performance?

Your team is busy. Targets are clear. Yet progress feels harder than it should. How much energy is going into the work – and how much time is being spent navigating the organisation systems and processes?

After attending the UTS launch of The State of Workplace Burnout 2026 Report, three messages stood out for me, with practical implications for leaders.

Remove the friction

The report found that system friction – including duplicated work, unclear instructions and unnecessary approvals – was associated with 74% higher odds of burnout.

For leaders, this is a reason to examine everyday processes. Ask your team where work stalls, which information they repeatedly chase and what requires entering twice. Start with one recurring frustration and remove its cause.

Make trust part of the performance conversation

The report recommends addressing trust and belonging alongside productivity and asks whether leaders have the skills and support to build trust within their teams.

Make this tangible through clear priorities, consistent follow-through and conversations where people can raise problems safely. What happens when someone challenges an unrealistic deadline tells your team a great deal about the culture.

Build capability – and create capacity

The report also highlights the need to provide time, access and support for professional growth within the job.

Training needs room to translate into practice. When introducing a new system or responsibility, agree what work will stop, how learning will be supported and where people can get help.

How Stoke Consulting can help

At Stoke, we help businesses connect leadership development, process improvement and system transformation to practical outcomes.

Where could better work design unlock stronger performance in your business?

Reference: Chan, F. M. (2026). The State of Workplace Burnout 2026: The Workplace Divide.
 

To find out more contact Stoke Consulting today.