Three in four Australian employees feel pressure to respond quickly to appear productive, as COS Co-CEO Belinda Lyone reveals how leaders can lift performance without piling on pressure
Hybrid work may have reduced the pressure to be physically seen at a desk, but new research suggests Australian employees are now feeling pressure to prove their productivity in a different way: by being constantly digitally visible.
Three quarters (75%) of Australian employees say they feel pressure to respond quickly to work messages to appear productive, according to new national research of over 1,000 office workers commissioned by COS (Complete Office Supplies), Australia’s largest family-owned workplace supplies business.
For COS Co-CEO Belinda Lyone, the findings reveal a new leadership challenge, “For decades, presenteeism was often attributed to being the first person in, the last person out, or always at your desk. Now, a fast reply, a green status dot or simply appearing constantly available can become the new signal of engagement. The problem is, none of those things necessarily tell you whether someone is doing good work.”
Visibility has gone digital
Almost half (48%) of Australian employees say they feel pressure to respond quickly because pace itself signals performance. Among those feeling the pressure, 37% say a fast reply shows they are engaged and contributing, while 22% say their workplace culture expects quick responses during the workday.
More than half (52%) also believe hybrid work has increased expectations that employees remain digitally available, while 62% say they sometimes or frequently respond to work messages outside normal hours because they feel it will reflect positively on their performance.
Belinda says the data should prompt leaders to consider what their own behaviours may be rewarding, “if the fastest responders are seen as the most committed, people quickly learn that availability carries value. That is when responsiveness starts being confused with performance” she says.
Leading for clarity, trust and productivity
At COS, Belinda says creating a productive workplace starts with making sure employees understand what good performance actually looks like, “As leaders, Amie and I want our team to feel safe to focus on their work, ask questions and be honest when something isn't working. They shouldn't feel they need to constantly prove they are busy.”
“For us, that means being clear about priorities, communicating openly and trusting people to deliver. When employees know what is expected of them, there is less need to rely on visibility as proof of contribution.”
The research suggests workplaces that create this clarity are already reducing digital pressure.
Among employees who do not feel pressure to respond quickly, 34% say response times are not used to measure performance in their role. A quarter say their workplace focuses more on outcomes than responsiveness, while 24% point to clear expectations around communication boundaries.
Belinda says this reinforces the role leaders play in creating a culture where people can perform without constantly monitoring how visible they appear.
“Flexibility is not simply allowing someone to work from home. You need the leadership, communication and systems around it to make that flexibility work. If someone feels they need to reply quickly to protect their reputation, or cannot step away from a messaging platform without worrying how it looks, that is a cultural signal leaders need to pay attention to” she adds.
How leaders can reduce digital presenteeism
Belinda shares four principles that guide a clearer, more productive workplace:
- Be explicit about what good performance looks like
Employees should understand the outcomes, priorities and quality measures that determine strong performance. Do not leave people to assume visibility equals contribution. - Create clear communication expectations
Define what is genuinely urgent, what a reasonable response time looks like and when employees are expected to be available. - Model the culture you want to create
Leaders need to consider when and how they communicate, as constant availability and instantaneous replied can unintentionally become the standard employees feel expected to follow. Behaviour often shapes culture more powerfully than policy. - Make it safe for employees to speak up
Regularly ask teams where communication, systems or ways of working are creating unnecessary pressure. Employees need to know they can raise friction points without it being seen as a lack of commitment.
Belinda concludes that hybrid work has created enormous opportunities for Australian businesses, but leadership practices now need to evolve with it.
“At COS, we want people to feel trusted to do their jobs and supported to do them well. Productivity comes from clarity, the right systems and people feeling confident to focus on the work that matters. A green status dot is not a performance metric. Leaders need to make sure their people know that too.”
For more information on COS, visit: https://www.cos.net.au/
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About COS
COS is Australia's largest family-owned and operated workplace and education supplies business, led by second-generation sisters, Co-CEOs Belinda and Amie Lyone. Founded in 1977 by the late Dominique Lyone, COS has grown to a national operation with over 700 staff and warehouses in every state and territory. Every day, COS delivers thousands of products to workplaces, schools and hospitals across Australia, helping to keep them healthy, safe and productive.
COS has achieved Net Zero Operations and 100% Renewable Electricity across all facilities nationwide in 2024 and 2025. Each year, COS also donates 1% of annual revenue to the Lyone Foundation, supporting local Australian charities focused on human welfare. Since 2013, COS has contributed more than $26 million to the Foundation and helped more than 150 life-changing charities.
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