HBR IdeaCast Companies Can Win by Reducing Overwork
40 snips
Feb 20, 2024 
Malissa Clark, an associate professor and head of the Healthy Work Lab at the University of Georgia, discusses the pervasive issue of workaholism exacerbated by the pandemic. She reveals how organizations inadvertently foster a culture that values long hours, leading to employee burnout and disengagement. Clark emphasizes that longer hours don't equate to higher productivity. Instead, she shares actionable strategies for companies, including adopting a four-day work week, to enhance employee well-being and, ultimately, performance.
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Workaholism and Productivity
- Workaholics are not more productive; research shows a negative relationship.
- It's hard to distinguish long hours due to workaholism from engaged work, which is linked to positive outcomes.
The Fear Machine
- Gabe, a self-described "fear machine," managed with a frantic, crisis-driven mentality.
- This hindered strategic thinking, overcommitted his team, and set unrealistic deadlines.
Small Changes, Big Impact
- Companies can implement changes to reduce always-on culture, even small ones.
- One example is designating one evening a week as no-contact time, which improves well-being without harming productivity.
