In a study of consultants by Erin Reid, a professor at Boston University’s Questrom School of Business, managers could not tell the difference between employees who actually worked 80 hours a week and those who just pretended to. While managers did penalize employees who were transparent about working less, Reid was not able to find any evidence that those employees actually accomplished less, or any sign that the overworking employees accomplished more.
If your work is knowledge based, the concern should be for the value you create, rather than the hours you work. If the concern is for hours worked, the employer is implying that the work is a commodity. Given that, I’d worry that they were looking to replace me with software. Once the algorithms are capable, and the price is cheaper, what’s to stop them? How far off is that?
We must understand and respect the intimate scales & journeys of openness — and host the spaces which allow contrarian perspectives, encourage the paradox, conflicting ideas, disagreeing ideologies, in-completeness, weakness, doubt, vulnerability and uncertainty whilst maintaining and accelerating empathy.
Our current notion of OPEN is at risk of destroying the space & place of creativity and invention.
The basic income is very close to the idea Thomas Paine put forward in the 1790s. (Paine’s proposal, by the way, is on the website of the U.S. Social Security Administration). That proposal is something that I and many others think is really interesting, which is that everyone, on reaching the age of 18 or so, should receive a capital payment. It would be like a negative capital tax. That idea was also proposed years ago in America by Bruce Ackerman, a professor of law at Yale.
A capital payment, or capital grant, would contribute to solving the problem of the intergenerational distribution of income, which is something I stress in the book. That is a serious problem, which I found, for example, in discussions with Korean journalists and economists. They are very worried about generational divide — concerned that the older people have benefitted from growth and the younger people are struggling to find jobs and so on. Some of the measures I propose are designed to take money away from my generation and give it to younger generations. The capital grant certainly would do that.
(Accenture) will disband rankings and the once-a-year evaluation process starting in fiscal year 2016, which for Accenture begins this September. It will implement a more fluid system, in which employees receive timely feedback from their managers on an ongoing basis following assignments.
Accenture is joining a small but prominent list of major corporations that have had enough with the forced rankings, the time-consuming paperwork and the frustration engendered among managers and employees alike.”
“I imagine this happens a lot, managers with a day full of high-leverage activities don’t get around to the less-important reminder type messages until later at night. They send an email so they don’t forget, and subordinates scramble to respond. Employees burn energy that should be recharging for the next day. Then they give themselves a big dose of self-fulfillment for doing something that — in reality — does’t help the company.This is totally the opposite of how work used to happen. Before email, if the boss contacted you after-hours it was most definitely a high-priority. It was probably even an emergency. They maybe even had to dig through your HR file to find your home phone number. There was a lot of friction involved in contacting people after hours. And that friction filtered out the low-priority messages.That friction no longer exists. Low-hanging fruit is just a forward button away from zapping into your inbox at 11 p.m., killing your down time and causing nervous sweats.”
As leaders, we need to recognize the ubiquity of communications channels, and resist the temptation to use them off hours unless they’re absolutely critical. If the building is burning down, by all means call the people you need to call. If it’s not important enough for that call, then don’t send an email. Queue it up if you must, but don’t send it until the morning.
“Holacracy, itself, is too complex, dogmatic and rigid,” says Bud Caddell, a well-known US management consultant. “It feels like playing a game of Management Dungeons and Dragons. Everything you already understand about working in teams is reinvented with confusing language (such as circles, tensions and IDM) and a confusing process. Teams should operate in ways that feel natural for their culture.”