The 4-day workweek has trended on and off for many years, and I still…
…kind of
…hate it.
How contrarian of me!
Like every other human on planet earth, I enjoy time away from work. Unlike some humans though, I also enjoy working. It fills up my cup. I also don’t like being told how to do my job either, and the 4-day workweek feels like a poorly built way of stopping me from having freedom over my schedule.
Who are you, Example Company, to tell me how long I get to work?
If companies aren’t careful, they’ll mistake the 4-day workweek as a solution to a problem that doesn’t exist.
The latest studies show that companies who dance with a 4-day workweek have had positive results. A recent pilot program in a few countries reported highly satisfied employees, better profits, and less burnout – without a reduction in pay.
There’s nothing inherently wrong with a 4-day workweek, provided it doesn’t compromise your company’s commitment and availability to the outside world, but structural changes don’t come without risk.
Forced schedules inherently make the assumption that productivity is primarily related to how long you work, but 32 hours for Billy may not be the same as it is for Sally. The value you produce for a company depends on more than the time you commit: it hinges on your personal quality and efficiency.
Who cares how long it takes if you’re delivering good results on time and are personally satisfied with your schedule?
Some people may have more stress trying to fit their workload into a 4-day period. Ambitious people, perfectionists, or slower workers might dislike the pressures brought on by short weeks.
They thrive in environments that support their work habits.
Work-length policies risk being band-aids for legitimate morale or productivity issues. They aren’t a cultural panacea if your company struggles with burnout, turnover, or complacency.
I don’t advocate for any specific week-length requirements, long or short.
Sometimes you have busy seasons and need to grind harder and longer. Occasionally your goals present nuances that force you into the office when you’d rather be at home. Maybe your expectations for work-life balance are counter-cultural.
And sometimes, you have days where you don’t feel like returning from lunch. That should be okay too.
Instead of focusing on days to work, companies could focus on empowering their teams to design dynamic schedules that support their mission and personalities. Shift toward long company weekends every once in a while instead of idealistically stunting the workweek.
Instead of stripping your staff of the freedom to work on their own timelines, invest in purpose-driven, empowered teams. I think creating clear outcomes, then trusting your people to do what makes sense for them to deliver it is more sustainable in the long run anyway.