The Myth of Multitasking: Why “Task Switching” Is Costing You More Than You Think
What Leaders Get Wrong About Productivity
In our work with business owners and executives, we often see the same pattern: the busier someone becomes, the more they try to do everything at once.
Emails open during meetings. Texts answered mid-conversation. Half-written notes waiting in the margins of an unfinished report.
We tell ourselves it’s multitasking—a skill to be proud of. But science tells us something very different.
Recently, I was reminded just how false that belief is while reading Span of Control by Lieutenant Carey Lohrenz, the U.S. Navy’s first female F-14 Tomcat fighter pilot.
Her perspective, shaped by high-stakes decision-making at 170 miles per hour, offers an unforgettable lesson in focus.
Lieutenant Carey Lohrenz
Landing a Jet on a Moving Target
Lohrenz describes what it’s like to land an F-14 Tomcat on an aircraft carrier at night, in the middle of the ocean. The ship isn’t still—it’s bobbing up and down in the waves, shifting sideways, a moving target.
Meanwhile, the jet is traveling at 170 miles per hour, with only 300 feet of landing space to spare.
It’s the ultimate test of precision, control, and concentration. There’s no room for distraction and no opportunity to “multitask.”
Her book, though packed with thrilling stories, is ultimately about mindset—how focus, discipline, and preparation make the impossible achievable.
The Multitasking Illusion
Lohrenz challenges one of the biggest myths in modern life: that multitasking makes us more efficient.
In reality, as University of Michigan researcher Shalena Srna puts it, multitasking is an illusion. When we think we’re doing several things at once, we’re actually just switching rapidly between tasks. The brain doesn’t multi-task—it task switches.
Every switch, even the smallest one, has a cost.
(As an aside, I’ve read numerous studies confirming that multitasking simply isn’t real. Yet I still hear respected professionals, people I admire, refer to it as though it’s a proven ability. It’s not. And the more often we repeat something false, the more likely we are to believe it. Psychologists call this the Illusory Truth Effect.)
The True Cost of Task Switching
When we toggle between tasks, we don’t just lose a few seconds—it can take up to 30 minutes for our brains to fully refocus.
That means the “quick text” you send during a meeting or the “just-one-minute” email check while working on a big project can derail your momentum for half an hour.
And it’s not just time that’s lost. Research shows that task switching:
Increases stress levels
Lowers mood
Reduces creativity and problem-solving
Can even drop your IQ temporarily—the equivalent of missing a full night’s sleep
In short, task switching makes us more forgetful, less sharp, and more burned out.
My Own Wake-Up Call
I’ll be the first to admit—I’m guilty. I’ve answered texts during writing sessions, peeked at email during Zoom calls, and told myself I was being “productive.”
But since reading Lohrenz’s book, I’ve been working to change that. Now, when I’m in deep work—writing, thinking, or reflecting—I silence notifications and give my full attention to one task at a time.
The difference has been noticeable. My focus lasts longer. My stress level drops. And I finish with a sense of clarity rather than chaos.
A Challenge for Leaders
If you see yourself in these habits, take a moment to consider:
How often are you truly present in what you’re doing?
What is multitasking costing you—mentally, emotionally, and relationally?
Leaders who model focus create organizations that value presence, precision, and thoughtful execution. It’s contagious—and transformative.
And please, for your team’s sake and your own, delete the word “multitasking” from your vocabulary. It’s not real.
The Coaching Takeaway
At Doescher Group, we often work with leaders who feel pulled in a dozen directions at once. The solution isn’t to work harder—it’s to work with greater focus.
Through Executive Coaching, we help clients identify what’s truly essential and create structures that protect deep work, reflection, and decision-making clarity.
If you’re ready to shift from constant task switching to consistent leadership focus, we’d love to help.
