That’s according to Harvard Business School Professor Leslie Perlow, who writes in the June edition of Harvard Business Review (subscription required) about her work introducing time-based interventions at various companies in a range of industries, from consulting to pharmaceuticals. Given the modern workplace’s emphasis on connectivity and collaboration, she writes, the problem isn’t how individual employees manage their time — instead, it’s how employees manage their collective time in working together to get the job done. Often, Perlow writes, teams will — in the course of their work — stick to tried-and-true processes that are inefficient, simply because, well, that’s the way things have always been done.
Perlow cites the example of a large pharmaceutical firm she was advising, in which an “overly collaborative culture” resulted in constant meetings throughout the workday that got in the way of employees getting their work done during regular hours and necessitated them having to take it home or work weekends. The team Perlow was studying at this company decided to rally around the time-off goal of one meeting-free day a week. During that day, the team members worked from home and conference calls and other virtual meetings were banned. The day was a success: saved from constant interruptions as well as commuting time, the team members dubbed it their Enhanced Productivity Day.
The EPD was also effective in that it served as a “forcing mechanism” in getting the team to rethink its need for meetings and their duration, Perlow writes. As a result, meetings became smaller, shorter, more focused and less frequent — and, as the EPD concept spread to other teams in the company, managers reported that employees were more focused and producing higher-quality work.
Team time management can mitigate the problem of overworked and overstressed employees, Perlow writes:
To help workers manage their time, we should stop telling individuals to change themselves and start empowering them to act together to change the way they work. Small steps can make a big difference. By rallying around a modest time-off goal, teams can develop a new capability: managing their time as a team.