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People turn potential into progress: A note on productivity

Christopher Geier

Oct 28 2025

3 min read

Productivity is down and burnout is up, if we’re to believe the headlines. One statistic I saw had 40% of the workforce feeling overburdened by what’s being asked of them in this change-happens-daily environment. Yet, we’re surrounded by the promise of tools that make work easier.

I’ve been reflecting on this paradox, especially as we approach a new year and renewed strategic business missions. When it comes to productivity, we might need to rethink long-held assumptions, especially if we want to see it increase and not stagnate.

First, is productivity a metric or a mission? I’d say it’s a mission. Our greatest advantage today is our ability to adapt while delivering real results. That’s also a mindset. Traditional productivity measures and systems – think annual reviews and forced rankings – are being replaced by more human-centric, real-time approaches, like project-based 360 feedback. I think there is a lot of sense in this reimagining of how we view, and then measure, productivity. I’m not saying we have to throw out reviews, but we should certainly be thinking about the limits of what they, and other standard systems, are able to measure.

Second, are efficiency and quality at odds, or are they bedfellows? They are not necessarily opposites, but we need to put in the effort to avoid the “workslop” that’s become a buzzword lately. In this age of tech, working smarter, not just harder isn’t as cliche as it sounds. There should be more focus on ownership, streamlining workflows, embracing new solutions and celebrating every win. Less focus on the blame game and speed to delivery. Efficient isn’t the same thing as fast, and an increased reliance on tools may have us thinking they’re synonymous.

Third, is the tail wagging the dog or is it the other way around? The tools at our disposal are powerful, but it’s our people who turn potential into progress. I’m asking my company leaders to embrace technology – that’s imperative – but to also model and champion behaviors that drive productivity: clear priorities, relentless focus and a bias for action (we like this one so much it’s a core company value).

I’m asking my team to set the pace going into 2026. Measure real progress, not just hours, and make sure outcomes map back to the mandate and stated priorities. Also take time to cheer for the pivots and the breakthroughs; the moments when people and teams decide to act, not wait, and turn challenges into opportunities. Productivity should be, and can be, more about acting with energy, clarity and purpose.

We have an opportunity in front of us to erode the current disconnect between leadership optimism and workplace reality. But to do that effectively, we must understand what productivity really looks like and how it’s achieved. That’s no small task.

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About the Author

Christopher Geier

Christopher Geier is Chairman and Chief Executive Officer of Sikich, a leading global technology-enabled professional services company. Under his visionary leadership, Sikich has achieved significant growth, expanded into new markets and diversified its service offerings. Christopher is known for his innovative approach to building high-performing teams and a commitment to exceptional client service. He has been recognized for successfully navigating rapidly evolving business environments and was named Managing Partner Elite by Accounting Today for his transformative leadership, despite not holding a CPA designation. For more than 30 years, Christopher has held leadership roles in domestic and international private and public companies and founded two businesses focused on distressed companies, M&A and capital markets advisory. His diverse background also includes time in law enforcement, private equity, business turnarounds and management consulting. In addition to leading Sikich’s strategic and financial direction, Christopher is responsible for large mergers and acquisitions and serves as Chairman of the Board of Managers. He frequently shares his insights and experiences on leadership and the future of professional services through various platforms, including his blog "Lessons from Leadership.” He holds a degree in Criminal Justice from Washington State University and an MBA from the University of Chicago Booth School of Business.