Summary of Charlie Warzel & Anne Helen Petersen's Out of Office

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The dark promise of flexibility is that it gives workers the freedom to work on their own schedule, for less, with no labor protections. It primarily benefits a company's bottom line and makes the workforce less resilient and resentful.
#2 The defining characteristic of the flexible workplace has never been freedom, but rather worker precarity. The future has always been some sort of flexible work configuration, but we have a rare chance to redefine its character and where its benefits will flow.
#3 Between 1979 and 1996, more than forty-three million jobs were eliminated from the American economy. In the 1980s, the composite of laid-off workers tilted more towards lower-skilled jobs, whose pay averaged under $50,000 a year.
#4 Productivity culture is rooted in the performance of work: making a to-do list and crossing items off it, achieving in-box zero, writing and sending memos, or holding meetings. Some of this work serves a purpose, some of it stinks of desperation, but all of it offers the worker the feeling that they’re productive.

Sujets

• Santé et bien-être
• Développement personnel
• développement personnel
• Personal development
• Success

Informations

• Publié par: Everest Media LLC
• Date de parution: 21 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669356998
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Charlie Warzel & Anne Helen Petersen's Out of Office
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4
Insights from Chapter 1

#1

The dark promise of flexibility is that it gives workers the freedom to work on their own schedule, for less, with no labor protections. It primarily benefits a company's bottom line and makes the workforce less resilient and resentful.

#2

The defining characteristic of the flexible workplace has never been freedom, but rather worker precarity. The future has always been some sort of flexible work configuration, but we have a rare chance to redefine its character and where its benefits will flow.

#3

Between 1979 and 1996, more than forty-three million jobs were eliminated from the American economy. In the 1980s, the composite of laid-off workers tilted more towards lower-skilled jobs, whose pay averaged under $50,000 a year.

#4

Productivity culture is rooted in the performance of work: making a to-do list and crossing items off it, achieving in-box zero, writing and sending memos, or holding meetings. Some of this work serves a purpose, some of it stinks of desperation, but all of it offers the worker the feeling that they’re productive.

#5

productivity culture has no room for creativity. It is all about getting things done, and it exudes an aura of efficiency. It has no room for thoughtful management or mentorship, the sort that actually makes your organization run more smoothly.

#6

The idea of the happy worker is fundamentally subjective. It is used to describe an employee’s resilience, or their ability to cope with organizational changes and multitasking demands.

#7

The flexible ideal, embraced as a cost-cutting measure and competitive edge, has transformed us into workers more obsessed with the performance of work and happiness than with their actual achievement.

#8

The ability to take work home has become almost standard for salaried employees. But instead of using that time to prove themselves, they are just keeping up with the Joneses.

#9

When you figure out how much work you’re actually doing, you can start having productive conversations about where and how that work is completed. If you’re a manager or executive, you can share the results with others on your team.

#10

After you’ve completed the self-audit, you can ask yourself which work is most important, and which feels secondary, superfluous, or totally wasteful. You can then figure out how to bring the number of hours you’re working closer to your actual job number.

#11

Once you’ve figured out how much work you’re doing, you must figure out which types of work need to be rigid and which types of work can become flexible to your needs. You must be honest with yourself about the amount of discrete work you actually do over the course of a week.

#12

Meetings are a major source of entropy in the workplace. They take up so much time that employees don’t have any left over to process information or make decisions.

#13

Some meetings are important, and should be attended to. But some are not, and should be avoided. Meetings that are not important often lead to a lot of wasted time and stress for everyone involved.

#14

Some of the best meetings we’ve ever attended started out as unexpected encounters. Examine your meetings and see if they're necessary, or if they could be replaced by something else.

#15

The flexibility of virtual reality workplaces is what makes them so great. They allow you to match the interaction to its appropriate need, which can alleviate uncertainty about status and help you focus on the task at hand.

#16

A four-day workweek was implemented at Perpetual Guardian, and the company saw a 20 percent increase in productivity.