If speed is a premium currency in modern business, friction is the hidden tax. It doesn’t appear on your balance sheet or get highlighted on the org chart. Yet, it compounds daily through missed deadlines, disengaged employees, decision bottlenecks, various leadership issues, and a tech stack that overwhelms more than it empowers.
Recent research from Dayforce, based on a survey of 6,178 workers and leaders across six countries, reveals the pervasiveness of workplace friction. Eighty-eight percent of respondents experienced at least one primary source of friction. And 78% said completing tasks takes too long due to overly complex and unnecessary processes.
Perhaps the most revealing (and to some surprising) insight: executives reported the highest levels of friction. The very individuals tasked with solving complexity are often the most affected by it. This discovery underscores a deeper truth: friction isn’t merely an operational issue. It’s also a leadership issue.
When friction accumulates at the top, it signals structural misalignments, communication breakdowns, and strategic overload. Left unchecked, friction quietly erodes organizational speed, morale, and growth. And with that said, the following four categories of friction offer a diagnostic window into the health of an organization’s leadership infrastructure.
The Four Types Of Friction And What They Signal About Leadership
Friction rarely stems from a single source of failure. Like most organizational breakdowns (and life in general), it builds gradually through systemic, strategic, and behavioral misalignment. Dayforce categorizes friction into four main types. Each one reveals a leadership pattern beneath the surface.
1. Staffing Friction
At first glance, staffing friction might suggest a headcount problem. But more often, it’s a systems problem. It manifests itself through burnout, absenteeism, coverage gaps, and struggles with talent management. The root cause isn’t always a lack of people. It’s often a lack of planning.
According to the report, nearly two-thirds of employees said there’s often no one available to cover when a colleague is out sick or on leave. More than half reported experiencing burnout, 41% stated they were unable to complete all their work, and 37% reported being unable to perform at their best.
Just as championship teams need bench depth, so do organizations, as a lack of it signals operational fragility. And while 93% of executives report using contingent workers, many still struggle to manage them effectively. Talent is critical, but so is anticipating volatility and designing a workforce that can absorb it.
2. Agility Friction
Many companies preach adaptability while operating with rigid systems, cultures, and talent structures. Friction sets in when employees are boxed into roles they’ve outgrown or left behind on the skills curve.
Dayforce data shows that 85% of executives believe their organization’s development efforts add value. However, there’s a disconnect as only 54% of workers agree. And just 43% of organizations report having a structured process for upskilling or reskilling their employees. This disconnect signals a missed opportunity.
As roles evolve faster than job descriptions, younger generations increasingly prioritize learning, growth, and mentorship. Agility requires not only an organizational mindset shift but also infrastructural support. Organizations that fail to operationalize internal mobility risk stagnation, talent drain, and growth.
3. Change Friction
Change is constant, but experiencing large amounts of friction during change doesn’t have to be. The study found that 61% of executives believe their employees resist change. Yet workers are 20% less likely to say the same.
That gap is revealing, as leaders often misinterpret friction as resistance when it’s frequently a reaction to poor communication or ineffective execution. Only 39% of respondents reported that their organization handles change rollouts effectively. Less than half of those surveyed rated their organization’s internal communication as effective, especially during transitions.
For leaders, clear direction, thoughtful implementation, and responsive feedback loops will mitigate resistance from taking root.
4. Technology Friction
Technology is designed to improve productivity and improve people’s quality of life. Increasingly, in the workplace, it has become a source of drag. Outdated platforms, siloed systems, and overwhelming technology stacks are slowing work rather than accelerating it. Sixty-nine percent of respondents said their organization uses too many platforms. And 66% said new technology often decreases efficiency rather than improves it.
This reflects a deeper pattern that leaders must be keen on: rapid tech adoption without sufficient integration or training is wasteful. Every tool added without a clear strategy adds complexity. Leaders must audit their digital ecosystem not only for capabilities, but also for clarity, usability, and a tangible return on investment.
Friction Is An Invisible Threat To Leadership
Like elevated blood pressure, friction can often go unnoticed for a substantial period before causing damage that individuals can’t ignore. Dayforce found that low-friction organizations share key traits: fewer workforce planning issues, stronger internal mobility, and more transparent communication. Those low-friction organizations were more efficient and strongly aligned.
In today’s environment of hyper-speed disruptions, high competition, and constant distraction, leadership isn’t just about setting vision. It’s about removing drag through reducing friction across all levels. When friction is high, even the best strategies stall. But when it’s low, momentum becomes inevitable.