A Four-Day Work Week? You Gotta Be Kidding, Right?
It is safe to say that we’ve blurred the lines between work and home over the past year and a half. We’ve experienced work flexibility like never before, and we’ve debunked any hesitations around needing to be in the office to ensure productivity.
To support the effects of “the Great Resignation,” employers are leaning into the idea of allowing employees to “work in a way that works for you.” People are moving out of the cities that their offices are located in and creating their own hours to accommodate their personal lives. Can we get any more flexible than that?
In the research, Going Public: Iceland’s Journey to a Shorter Workweek, 1% of Iceland’s population reduced their workweek from 40 hours to 35 to 36 hours over the span of 4 years. According to the study, “the trials were successful: participating workers took on fewer hours and enjoyed greater well-being, improved work-life balance and a better cooperative spirit in the workplace — all while maintaining existing standards of performance and productivity.”
Since the release of this research, the conversation has ramped up about introducing this in North America, and frankly, we are behind. Spain, Japan, Finland are all experimenting with a four-day workweek, making us already years behind achieving this. So the conversation is not “if we can achieve a four-day workweek”; it’s when.
Are you contemplating how to “return to a new normal” once COVID an endemic? Well, the four-day work week symbolizes the different models we are considering. The results from Iceland’s experiment have shown us that change is possible and can be for the better. I have four guiding principles that you can use as you start the process of your own transition.
1) Pay attention to your team
Have faith in your connection with your team. It shouldn’t be rocket science. Have an open dialogue, ask for feedback, and pay attention to the behaviours of your people during the early stages. By maintaining this open dialogue, you can detect early signs of resistance, clearly communicate expectations, and course correct your transition approach based on the changing needs of your people.
2) Express the benefits and remove barriers
One of the strongest points of resistance will be around the threshold of flexibility. As a leader, it is your job to support your team by removing competing priorities to ensure your team can participate in the change. You also need to reinforce the benefits and promote a healthy environment for those benefits to be experienced.
3) Amplify the voices of the change champions
You’re going to have people who are resistant to change, and that’s okay! You can be an empathetic and understanding ear to the people who are resisting and listen to their needs. However, your selected model will also be met with much positivity. Amplify their excitement and capitalize on their vocalization of this positive shift by making them change ambassadors. Create opportunities for them to speak about their experience with their colleagues. They will be the best people to sell this change.
4) Finally, stick with it!
There’s going to be a lot of trial and error during this transition. You will need to adapt often and stay flexible. As long as you have a long-term plan in place, you can celebrate milestones and adjust when there are bumps in the road. The key is to make sure this becomes an ongoing conversation and stays top-of-mind for everyone. Eventually, like any change, you will develop a routine that works for you and your team.
The future is flexible, and by keeping in mind the four principles, you are already ahead of the curve when thinking about introducing a four-day workweek to your team.
For a consultation on how you can integrate a four day workweek in your organization, email tony.yu@sensenous.ca