80 MITSLOANMANAGEMENTREVIEW FALL 2019COLUMN
BRIAN STAUFFER/THEISPOT.COMAS AN ANALYST and adviser to tech compa-
nies, I’ve long known the tricks that digital
platforms use to get people addicted. I
didn’t think it would happen to me. But a
few years ago, I fell into the trap.
Throughout the day, I could barely go a
few minutes without checking notifica-
tions on my phone. My productivity
suffered, as did my relationships and life
outside of work.
The digital distraction trap happens in
businesses across all industries and affects
workers of all age groups. It’s taking a
toll on worker well-being. A 2012 study
estimated that digital distractions cost
businesses more than $10,000 per worker
per year. According to a more recent report
from Udemy, nearly two-thirds of workers
(62%) spend about an hour of each work-
day looking at their phones.
The survey found that most employers
are lagging when it comes to helping em-
ployees “manage the constant barrage of
noise, interruptions, and notifications in
order to maintain performance.” Seventy
percent of workers say training would help
people block out distractions. But 66%
have not spoken to their managers about
the need for this training, “perhaps be-
cause they feel insecure about revealing
areas of perceived weakness.”If you want your employees to regain
their focus, here are four steps you can take
as a manager. I recommend them in the
spirit of sharing what’s helped me and
others.
Teach the Pomodoro Technique.
Starting off with strict rules such as “nolooking at your phones for the next hour”
won’t do much for long-term improve-
ment and may build resentment rather
than engagement on teams. We’ve been
trained like Pavlov’s dog to respond to our
notifications and even anticipate them.
Often, we don’t even realize we’re doing it.Are Your Employees
Driven to Digital
Distraction?
BY BRIAN SOLIS