Move your desk beside the star performer and you’ll shine too

New research suggests that improving performance at work may be as simple as choosing the right desk. According to a study by economists at Harvard Business School, employees who sit near high-performing colleagues tend to see measurable improvements in their own performance.

The study examined seating plans and individual performance data for more than 2,000 employees at a large technology company. Researchers analyzed three dimensions of performance: productivity (how quickly tasks were completed), quality (customer satisfaction ratings), and effectiveness (how often employees needed help from others).

The findings showed clear evidence of a spillover effect. Employees who sat close to strong performers tended to improve, particularly when paired with coworkers who had complementary strengths. For example, seating a fast but average-quality worker next to a slower, higher-quality colleague led to gains for both—the fast worker’s quality improved, while the slower worker became more productive.

These effects were large enough that, when applied systematically, strategic seating arrangements could raise a company’s overall productivity by as much as 15%. Importantly, the improvements appeared quickly after workers were seated together.

Lead author Dylan Minor explored whether these gains were driven by learning or by inspiration and peer pressure. When the seating pairs were separated, performance quickly returned to prior levels. This suggested that the effect was not long-term skill transfer, but rather the motivational influence of working alongside a strong colleague.

The research also revealed a darker mirror image of this effect. Just as strong workers lift those around them, toxic employees—those whose behavior harms others—can rapidly drag down nearby coworkers. Negative spillover happens almost immediately, though the study found that its effects largely disappear within a month once the toxic worker is removed.

Taken together, the findings highlight that performance is not just an individual trait but a social one. Who employees sit next to can meaningfully shape how they work—making seating strategy a surprisingly powerful and low-cost lever for improving organizational performance.