A full car park and people appearing busy at their desks is zero evidence that any meaningful work is taking place.
UK productivity, our output divided by the hours spent producing it, is a problem.
Almost every company will measure sickness absence: being away from work and doing nothing. Very few measure the hidden costs of presenteeism – being at work , but still doing nothing.
We need to start setting principles that promote outcomes rather than reinforcing cultures of presenteeism.
With that in mind Bromford Lab have been setting some new principles for how we work. It’s very much a first attempt as we envisage we’ll change it as we go. It drew quite a lot of attention on Twitter so I thought I’d outline the thinking behind the initial principles.
Focus on outcomes not hours
It’s time to abolish the 9-5. In a digital age and with increasing congestion on the roads, why do we insist on our employees all rocking up, and leaving, at the same time?
We want people to focus on the quality of their hours not the quantity. Accordingly we’ll set our own schedules and work patterns that boost our mental and physical being – whilst being focussed on the outcomes we need to deliver for our customer.
Design your own unique day
”Most offices are the average of what works for everyone,” says Mike Del Ponte, the founder of the water filter company Soma. “But they are perfect for no one.” Mike established an approach to encourage people to work from anywhere – giving employees an opportunity to find inspiration in new places.
Accordingly we are encouraging the team to be intentional about where they work and to seek out places they’ve not been to, are unusual, or provoke thought. We’ll be getting the team to blog about this and the effects on productivity – good or bad – at least twice a month.
Work out loud
We can underestimate the challenges to working out loud. The gravitational pull internally is to communicate internally. We are defaulting to make everything publicly accessible , including our job profiles, our weekly meetings and our resources and toolkits.
What if every meeting had kept a real time counter of the salaries in the room, increasing minute by minute?
If you’re brave – try running this meeting calculator at your next one. Even if you run it based on the average UK wage the results are eye watering.
We expect to put some more guidance around our approach to meetings such as:
- We’ll only have one team meeting each week and it’ll never be more than an hour.
- Never schedule a physical meeting when it can otherwise be accomplished by video or phone.
- We won’t schedule meetings before 10 or after 4. Sleep in when needed, go to the gym or do something with your family and friends.
- Leave space between sessions for reflection and after-work.
Use open tools
So many of us , right around the world , are working on solving exactly the same problems Digital can connect us in ways never before possible – yet whole sectors are still just talking to themselves.
Accordingly we’ll default to openly accessible Google tools and will not hide information or thinking away on intranets.
If we are truly committed to social outcomes we need to stop hiding our organisational intelligence. We have a moral duty to ensure our work contributes towards change.
Get work out there
Slow decisions and no decisions are harming our productivity. So our final principle is about being happy with less than perfect. We are committed to high quality work but we want to avoid obsessing over detail or waiting for approvals.
That means you might spot typo’s in our content, links that don’t work or poor formatting. As a team we’ll watch for each others mistakes and correct it as we go.
The priority is on getting work shipped and moving forward.
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