Workplace messaging tools—Slack, Teams, Google Meet—have become the backbone of how we communicate. Public channels allow for announcements to be broadcast company-wide, creating a space where anyone can chime in. But as these tools evolve, I’ve noticed something unsettling: they’re starting to resemble social media more than the collaborative environments they were meant to be.

When a CEO posts an update in a public channel, there’s an almost automatic response from employees. Likes, comments, emojis—they flood in, not necessarily because the content is groundbreaking, but because people want to be seen engaging. It’s as if the actual message takes a backseat to the public display of acknowledgment. This behavior mirrors the dynamics of social media, where the value of content is often overshadowed by the sheer volume of reactions it generates.

Now, contrast that with a newsletter. When the same message lands in your inbox, the interaction changes entirely. There’s no public forum, no stage, no expectation to perform. You read it, digest it, and move on—without the pressure to publicly signal that you’ve engaged. The content is the same, but the experience is vastly different.

This brings us to a crucial question: Are these public engagements truly adding value, or are they just another form of workplace theater? Are we enhancing our work, or simply participating in a performance where being seen is more important than contributing meaningfully?

Consider the way we interact with shared to-do lists or project management tools. Are comments and reactions improving the outcome, or are they just noise? Too often, these interactions are less about advancing the work and more about playing along in the performative dance of digital engagement.

The truth is, much of this behavior stems from the need to be noticed, rather than the need to add value. This can be exhausting, turning our communication tools into social networks where the primary objective shifts from collaboration to participation—whether or not you have something worthwhile to say.

So what’s the answer? Companies need to rethink how they use these tools. Instead of creating environments that encourage public displays of engagement, we should focus on fostering spaces that promote thoughtful, meaningful contributions. It’s about prioritizing quality over quantity, depth over noise.

Because real collaboration isn’t about who can react the fastest or the most visibly. It’s about moving the work forward with purpose, without the pressure to engage just for the sake of being seen. Let’s aim to create that kind of environment.