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Driving productivity in exhausted times doesn’t mean extracting more, writes Justin Angsuwat.
When the government hosted the productivity roundtable, I couldn’t help but wonder if workers reading the constant news stories on this topic were thinking: Don’t make me work harder, I’m exhausted.
Let’s be honest: Many teams are running on empty right now. Everyone from the government, economists and business leaders are asking: How do we keep people performing when they’re already stretched thin? But the question shouldn’t be how to get more out of tired teams. It should be: What kind of environment allows performance and wellbeing to reinforce each other, even under pressure?
I recently had the chance to explore this in a conversation with two remarkable people leaders: Kate Nuttall from Tennis Australia and Toni Grimshaw from New Zealand Rugby. Their organisations operate under some of the highest-stakes environments, elite sports tournaments and national teams, and their strategies offer powerful lessons for the corporate world.
Wellbeing isn’t a nice-to-have – it’s a performance lever
Too often, we talk about caring for people and driving results like they’re opposing forces. Kate and Toni showed that it’s exactly the opposite. When leaders create psychological safety, where people feel safe admitting they’re struggling or asking for help, they unlock the very conditions for high performance.
At Tennis Australia, this looks like a portfolio of support: from flexible work and “life leave” to pilates classes and four-day weeks. More than perks, these are signals that the organisation sees employees as whole people. For New Zealand Rugby, it’s about getting the basics right, clear communication, transparency, and flexibility during peak periods. When test matches are on, they actively pause lower-priority work. That’s not just compassionate leadership; it’s smart performance management.
System design matters more than hustle
We often glorify grit, but sustainable productivity comes from good design. Both Toni and Kate talked about systems that reduce friction and keep people focused.
Toni described how they use tools like engagement surveys and streamlined tech to eliminate clunky processes. Her message was clear: Don’t tolerate systems that make good people feel like they’re failing. Ruthlessly simplify. Make it easier to do great work.
Kate shared how Tennis Australia leans on old-school planning and clear leadership roles, especially during the Australian Open. In a crisis, people know exactly who to listen to. That clarity builds confidence, not chaos.
Culture eats chaos for breakfast
The high-pressure nature of sports demands fast trust and deep cohesion. But that kind of unity doesn’t just happen; it’s engineered.
In New Zealand Rugby, when national teams come together, they first connect as people. They acknowledge heritage, tell their stories, and build rituals rooted in Māori and Pasifika culture. Only then do they align on performance. That’s a playbook every organisation can learn from: connection, clarity, and courage as the foundation for excellence.
Tennis Australia’s peak season is a tidal wave; thousands join to deliver a global event. What keeps things running smoothly? Purpose. Values. Rituals. Everyone, from core staff to short-term contractors, knows they’re pulling towards the same goal. That’s not luck, that’s culture at scale.
The courage to lead differently
When teams are tired, the instinct can be to push harder. But performance isn’t a product of pressure alone; it’s a product of purpose, safety, and design.
As the All Blacks have long embraced, “pressure is a privilege”. As Toni put it, pressure becomes a privilege only when people are supported, seen, and set up for success.
Driving productivity in exhausted times doesn’t mean extracting more. It means building environments where people can bring their best, even when they’re under strain. That’s not just good leadership. That’s the future of work.
Justin Angsuwat is the chief people officer at Culture Amp.
RELATED TERMS
Employees experience burnout when their physical or emotional reserves are depleted. Usually, persistent tension or dissatisfaction causes this to happen. The workplace atmosphere might occasionally be the reason. Workplace stress, a lack of resources and support, and aggressive deadlines can all cause burnout.
