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How Adam Grant helped fixed a broken culture

I spent some time in The Joy of Work talking about the lessons we can learn from the broken working practices in banking (where 120 hour weeks have historically been common). Professor Adam Grant takes up this subject in his latest audio project Power Moves. 

Eventual CEO David Solomon, Goldman Sachs brought Grant in to help them improve a culture that was suffering from growing staff turnover and rampant burnout.

As you'd expect Grant started by gathering data. Historically, plenty of the current Goldman leadership had clocked up 120 hour weeks as they rose through the ranks, but historically when these future bosses had left the office they had stopped working. “When you left that office no one could get hold of you,” Solomon tells Grant. “There were no cellphones… and if they called you at home you didn’t have to answer the phone, you could screen the call”. Everything changed with the arrival of smartphones. Any separation that had existed between work life and home life was soon eliminated. Preposterously long weeks in the office were one thing, but when these hours at work were combined with constant connectivity away from the office the effect was to drive workers to resignation (or even breakdown). 

The challenge that Goldman found was that there such a power imbalance between a 22 year old starter and their bosses that young workers didn’t know how to push back against continuous demands upon them.

Grant came back with 26 recommendations. One of the main ones was to mandate restrictions to weekend working. In banking there is always an opportunity to pull one more set of data analysis and so weekend working had become incredibly common. Grant's suggestion became Goldman’s 'Saturday rule'. Your badge would no longer get you into the building on Saturday (from 9pm Friday to 9am Sunday to be precise). It was a deliberate signal of change to the organisation. It was also a big indication that what the organisation expected of its workers had changed. 

Grant's Power Moves is an Audible original, continuing his trend of being more prolific on audio only content than he has been in books (after his TED podcast Work Life last year). It's a curious 3 hour mix of discussions about power and some of his most satisfying discussions of workplace culture. Grant is the Daniel Kahneman of work and we're still waiting for his Thinking Fast and Slow, but in the meantime I really enjoyed some of the stories included here.

More Grant: Mentioned in the Adam Grant Power Moves show/book, I enjoyed this article on 'job crafting' Grant explains that performing this exercise seems to help rebuild connection with our jobs. I love practical exercises that we can all do - and this seems to be something you could bring to a team offsite.

I do take issue however with Grant's article this week saying that we should reply to every email we get. While I do try to reply to every email that reaches me*, I'm more interested in the emerging lines of thinking that suggest we should be looking to find communication paths that reduce or eliminate email rather than making it sacred. (Cal Newport and Jason Fried have both espoused similar thoughts in recent books). 

One of the ways to achieving that may well be by making our teams smaller and more self contained. The idea of 'all hands' meetings reaching several hundred people maybe contributing to our sense of being overloaded. This article in The Atlantic also suggests that smaller teams seem to create work that is more innovative (in this case, small research teams do work that goes in innovative directions). Maybe small teams is the route to fixing work.

Finally an interesting reminder about the importance of balancing teams. This week's podcast is with the world's leading expert on laughter, Robert Provine. As a complement to that discussion, NASA has been said to have decided that a long, arduous journey to Mars probably needs to have a few jokers in the pack. After studying successful human dynamics from isolated teams at Antartica it was recognised that a degree of team cohesion and morale was achieved by having group members who could lighten the mood. Interestingly, I discussed a similar experience with the Cambridge Boat Race crew in The Joy of Work. Discussing the Mars mission anthropologist Jeffrey Johnson explains, “These roles are informal, they emerge within the group. But the interesting thing is that if you have the right combination the group does very well. And if you don’t, the group does very badly.”

* To be totally honest I have started being a bit more guarded when someone angrily emails me saying their Twitter account has been suspended for no reason (there's always a reason and the debate that can follow doesn't help anyone, babes).
Image: Dan Cook from Unsplash
On the pod, the world's leading expert on laughter, Robert Provine takes us through why laughter is so important for humans (at work and at home) and tells how we can harness that knowledge to improve our jobs. (Episode live from lunchtime Sunday)
(Image credit: Dan Cook from Unsplash)
The Joy of Work
Incredibly The Joy of Work ended January as Sunday Times number 1 business book. Thank you!
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