Virtuality and connectivity have erased the boundaries between work and personal life, having a direct impact on the cognitive performance of teams.
Work performance and productivity face new challenges in the digital age. The world of work has undergone a radical change in recent years, and the summer months are no longer an exception. Previously, January and February, for those of us living in the southern hemisphere, were months of low seasonality: companies slowed down, the year was planned, and many people took vacations and made it easier to disconnect digitally. Today, that dynamic has completely changed. Virtuality and 24/7 connectivity have erased the boundaries between work and personal life. But at what cost do we maintain this permanent hyperconnectivity?
The impact of hyperconnectivity on work performance
In a context of constant change and uncertainty, where mental clarity is essential for decision-making, disconnecting from everything is more than a luxury: it is a strategic necessity. The human brain is not designed to operate in a continuous state of alert. Without rest, we fall into the trap of operating from a place of survival, biased and exhausted, unable to analyze the complexity of current challenges.
However, corporate culture has historically rewarded absolute availability. In the past, the “last to leave” was seen as the most committed employee. Today, that model has evolved into “always available,” where tools like WhatsApp become invasive channels that exacerbate anxiety and perpetuate the feeling of urgency. In fact, it is not for nothing that some time ago the concept of FOMO (an acronym for fear of missing out) began to be used. Although this dynamic is not exclusive to work environments, it is enhanced by social networks and the permanent connection. The paradox is cruel: in our obsession with always being available, we become less present.
Changing this paradigm is key, starting with the role of the leader and what it means to exercise this role. A good leader not only makes strategic decisions, but also fosters an environment where disconnecting is possible. This involves building bonds of trust, delegating effectively and accepting that mistakes are part of the learning process. If a leader cannot disconnect, what message does this send to their team?
Organizational diagnosis: the why method
I propose an exercise. Let's ask ourselves, with brutal honesty:
Each “why” is a shovel that digs deeper into our insecurities and dysfunctional patterns. If we can't disconnect, we must ask ourselves: Why? These questions not only help identify barriers, but also open the door to a profound cultural change.
Leadership and disconnection: modeling new behaviors
Rest is not a luxury that rewards exhaustion, it is the fuel that allows people and organizations to function optimally. Instead of perpetuating unsustainable work models, companies must understand that investing in the mental well-being and emotional health of their employees not only improves cognitive performance and business productivity, but also strengthens the capacity for innovation and resilience.
The challenge is in our hands. Let's plan today so that, if we couldn't do it this year, by 2026, disconnecting will be a value, the norm and not the exception. Because in a world where change is the only constant, we need mental clarity to lead effectively.
By Paula De Caro, Partner at Olivia.