If you’ve ever walked into your office and felt like you’d stumbled onto the set of “The Office”—but without the laugh track—you’re not alone. Many small business owners find themselves surrounded by staff who are physically present, dutifully checking boxes, but mentally checked out.
The coffee is strong, the Wi-Fi is (mostly) reliable, but the spark? Missing in action.
Let’s face it: when your team is just going through the motions, productivity, innovation, and even basic morale can take a nosedive. But what if you could shift your culture from a place where people are just “ticking” tasks on a to do list, to one where they’re truly “thinking” about their work—and maybe even enjoying it?
Grab your mug (the one with the motivational quote that’s lost all meaning), and let’s explore how to move your business from TICKING and TASKING to THINKING.
Ticking, Tasking, and Thinking in Action
Picture this: It’s Monday morning at WidgetWorks, a small but ambitious office supply company. The team is gathered for the weekly huddle. There’s Bob, who’s been with the company since fax machines were cutting-edge. There’s Priya, the new hire who still believes in “Inbox Zero.” And there’s you, the owner, wondering why the energy in the room feels like decaf.
You notice three distinct work styles:
- Ticking: Bob is speed/sleep-walking through his to-do list, barely glancing at the details. He’s already “done” with three reports before the meeting ends, but you know you’ll be fixing his typos all afternoon.
- Tasking: Priya is methodically following last year’s process manual, step by step. She’s not making mistakes, but she’s not making improvements either. If you ask her why she does things a certain way, she’ll shrug and say, “That’s how it’s always been done.”
- Thinking: Then there’s Jamie, who pauses before starting a project, asks “Why are we doing it this way?” and sometimes even suggests a better approach. Sure, Jamie’s pace is a bit slower, but the results? Exponential.
The Three Modes: What’s the Difference?
Let’s break down these three types of behaviours, with a little office humor for good measure:
| Mode | What It Looks Like | Example | Outcome |
|---|---|---|---|
| THINKING | Reflecting on why something is being done, considering options, and maybe suggesting improvements. | Jamie reviews the monthly sales report process, realises it’s redundant, and proposes a streamlined version that saves everyone two hours a week. | Innovation, efficiency, and fewer “Why are we doing this?” headaches. |
| TASKING | Executing tasks as instructed, without questioning or adapting—just following the manual. | Priya copies last year’s client list into the new system, even though half the clients have moved on. | Consistency, but also missed opportunities for improvement. |
| TICKING | Rushing through tasks with little regard for quality or consequences, hoping it’s “good enough.” | Bob submits the inventory order in record time—except he accidentally orders 500 staplers instead of 50. | Rework, frustration, and a lifetime supply of staplers. |
Why “Just Going Through the Motions” Is Worse Than “Not Good Enough”
When your team is stuck in TASKING or TICKING mode, you get:
- Minimal effort and engagement: People do the bare minimum, rarely going above and beyond.
- Lack of innovation: No one questions the status quo or suggests improvements.
- Declining quality: Mistakes multiply, and you spend more time fixing errors than productive work.
- Burnout and turnover: Disengaged employees are more likely to leave, costing you time and money.
In fact, research shows that companies with highly engaged employees see up to 21% higher productivity and 23% greater profitability than those with disengaged teams . On the flip side, disengagement costs the global economy hundreds of billions in lost productivity every year .
How to Shift Your Culture from Ticking to Thinking
So, how do you get your Bobs and Priyas to channel their inner Jamie?
Here’s your action plan—no interpretive dance required (unless that’s your thing):
1. Define and Communicate Your Desired Culture
Be clear about what you want. Do you value innovation, collaboration, or continuous improvement? Spell it out, and make sure everyone knows the “why” behind your business.
2. Encourage Questions and Curiosity
Create a safe space for employees to ask “Why are we doing it this way?” and “Is there a better option?” Reward curiosity and constructive suggestions.
3. Involve Employees in Problem-Solving
Don’t just hand down orders—invite your team to help solve challenges (This is called TRAINING, as opposed to TELLING or TEACHING). Use brainstorming sessions, process reviews, and feedback loops to tap into their insights.
4. Recognize and Celebrate Thinking
When someone suggests an improvement or spots a potential issue before it becomes a problem, celebrate it! Recognition reinforces the behaviors you want to see.
5. Provide Training and Growth Opportunities
Invest in workshops, mentoring, and learning resources that build critical thinking and problem-solving skills.
6. Model the Behavior
As the leader, show your own willingness to reflect, adapt, and learn. Admit when you don’t have all the answers, and invite input from your team.
7. Monitor and Adjust
Regularly check in on your culture. Use surveys, feedback, and team discussions to see what’s working and where you can improve.
Ticking, Tasking, and Thinking
| Mode | Typical Behavior | Example | Result |
|---|---|---|---|
| THINKING | Asks “why,” considers alternatives, suggests improvements | “Is there a way to automate this report?” | Smarter processes, fewer errors, happier clients |
| TASKING | Follows instructions, doesn’t question, sticks to the script | “I’ll do it exactly like last year, even if it doesn’t make sense now.” | Consistency, but stagnation and missed opportunities |
| TICKING | Rushes, cuts corners, hopes for the best | “I finished all my tasks by 10am! (But half are wrong.)” | Rework, frustration, and a lot of “facepalm” moments |
A Final Word
Changing your culture isn’t about turning everyone into Jamie overnight. It’s about nudging your team—one question, one improvement, one “aha!” moment at a time—toward a workplace where THINKING is the norm, not the exception.
And if you ever find yourself with 500 extra staplers, just remember: It’s a great opportunity to host the world’s first office supply sculpture contest. Winner gets a mug that actually means something.
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