At BillionMinds, we have built our software from the ground up to help individuals become more personally effective. But as we work with organizations, we have realized that the culture of their organizations plays a HUGE role in how effective any individual can be. No matter how much we wish to empower our people, a massive part of how effective they are comes from the signals they are sent from their colleagues and leaders.

Here are five simple recommendations we make to organizations we work with that are serious about helping their employees be more effective.

Step 1 – Reexamine Readiness

In the workplace, we often think of readiness as a set of skills that are associated with a particular job. Managers get manager training, sales people get sales training and so on. These things are important of course, but ignore the fundamental people need to be effective. To try to resolve this, over the past few years, many organizations have turned to mindset training – designed to infuse characteristics such as Grit and Growth Mindset. These programs have their place, but they also have their limitations and challenges, which we will be looking at in a future blog post. What is missing in many organizations is practical skills training to help people be more effective, and particularly to optimize their day – to move from surviving to thriving in the reality of an unstructured, ambiguous workplace.

The core issue here is that our workplaces have changed massively in the last few decades, and our ability as humans to keep up should not just be assumed. We need to help our employees navigate that change, and provide the right education, support and accountability to do so. Personal effectiveness is something you can measure as you hire someone, but it’s also something you can build and maintain in your existing workforce.

Step 2: Consider the Whole Person

In our opinion, work life balance is so 2010s. The very idea that you have a balance with work on one side and non-work on the other is kind of ludicrous when work and our non-work environments are basically merging together. Your employees ARE parents, partners, friends, and in some cases they have one or two other jobs in addition to yours. One of the most common refrains we hear in our research is that people are unable to optimize their work in the context of their broader life. If we can give people the tools to do that, they will show up more present at work, do better work, and be more committed to their employer as a result.

Of course employees have private lives, and many of them want to retain boundaries between their work life and their non-work life. Considering the whole person does not mean intruding on their privacy. Rather it means creating an environment which accepts the reality of work today, and allows employees to feel comfortable in their complicated messy lives.

Step 3: Emphasize Rest

Whether employees will rest adequately depends HUGELY on culture. On a day to day basis, if the CEO and executive team are seen to be working all hours, so will the vast majority of people in the company. This extends particularly to policies such as unlimited PTO, where in many cases people end up taking LESS time than they would with traditional policies.

At BillionMinds we emphasize something sports scientists have known for years – that rest is an essential foundation for continued execution. So we encourage organizations to stop thinking of PTO as an employee benefit, and rather as a benefit to the business, which helps reduce turnover, and increases engagement.

More broadly, every time a manager sends an e-mail out of hours, or lauds an employee for working weekends, they are subtly reducing the normal amount of rest in the company. So if you really want to change the norm, consider policies that strongly encourage rest – including more radical solutions such as cash bonuses for taking vacation, and 4 day work weeks. After all, the workplace has changed dramatically since working hours norms were established, and most of us work outside those hours anyway….

Step 4: Recreate daily structure

In many workplaces, we shifted from 9-5 to flextime, and more recently, completely flexible hours, where traditional work hours and meetings with others create a loose agreed upon expected time window when people work. This of course gives people more flexibility, but it also puts the onus almost completely on the employee to figure out how to be effective. In the absence of any structure or processes, all employees have as guidance is the culture of the organization.

Lack of structure can have a negative effect on mental health, so what can companies do to help employees have enough daily structure to be consistently effective?

One option that can encourage schedule brief morning standups and evening reviews in an attempt to create a natural start and end to the day. Another is to bring back break rooms, and encouraging leaders to regularly use them and at consistent times, so they model behaviors for employees to follow.

The goal here should not be to impose a structure and force everyone to conform, but rather to make it easier for people to create their own structure and repeatable method that is sustainable.

Step 5: Help Employees Find Their Why

In an unstructured ambiguous world of work this last recommendation may be the most important. Perhaps the biggest single challenge with unstructured ambiguous work is understanding WHY we do what we do. Most companies shortcut this badly and just pass the responsibility down to managers.

As we work with organizations to improve personal effectiveness in employees, one of the most important steps is to train them on creating outcomes WITH their employees that both agree the employee is responsible for driving. This allows the employee to develop greater motivation for unstructured work, as they can clearly see WHY they are doing what they do, AND the confidence to push back when they are repeatedly asked to do work that is NOT connected to the business outcomes they are asked to drive. In the modern workplace there is always more work to do than can be done, and clear definition of outcomes helps ensure that the right work is prioritized.

If you were in the workplace 35 years ago, chances are you got a LOT more rest. If you were like most workers, your day started at around 9am. And when you shut the door on it physically at 5pm, you shut the door on it mentally as well. So you got 16 hours of rest from work every single day, plus a 64 hour break every weekend. That’s a full and complete break from every work system, every work conversation, even every piece of digital technology, aside from perhaps a tv screen.

9 to 5. What a way to make a living!

Not only that, but the work you DID do was likely highly structured. You knew what you did, why you did it, and when it was done. You worked alongside other people doing the same types of activities. And you took regular breaks from work during the day to recharge, and commune with your colleagues.

Things are WAY different now. For many of us there is no defined start of the day, and no defined end. We might be doing any type of activity at any time, switching context constantly, and with no structured breaks. Oh, and those people we work alongside? Often doing wildly different work to us on a completely different schedule. Somehow we have to figure out how to be effective as individuals and teams alongside these people. It’s a real wonder we ever get anything done.

How Technology Got Us Here

So, how did we get here, and what does it mean for the future of work?

Largely, the changes are down to technology. There have been dozens of technology innovations that have sent us down this path, but they can be largely divided into two, overlapping groups.

The first group is probably best called “Personal Productivity”, which started in the 1980s with personal computing, but really took off in the 1990s. As PCs began to arrive on our desks, it became clear that not only could technology improve OVERALL productivity, but it could actually make humans themselves more productive in the workplace. Today, software helps all of us do more in less time, just as our dishwashers and washing machines help us get the housework done in a fraction of the time of our ancestors. If you are using software to help you do your job today, it’s probably saving you hours each day, when compared to paper based alternatives. Think of sending e-mails or texts versus paper letters, knocking out a presentation in PowerPoint vs slides, or whipping up a quick financial model in Excel vs using paper ledgers.

The second group can be considered “Flexible Workstyle”. These changes began around the same time, but achieved something very different, and sometimes even reduced our personal productivity. These innovations, which include multitasking operating systems, the web, the extranet, mobility and app stores have combined to allow us to work with anyone at any time in any place and work in almost any way.

So if the first group makes us more efficient at doing work, the second makes it easier for us to DO work in the first place, and so makes it harder to break from it.

What it Means For Us

Collectively these are massive changes, and just as with every technological shift since the printing press, it’s had an enormous cultural impact. As technology helped us get more done, it became increasingly acceptable for our companies to ask us to “do more with less”. As technology allowed us to work outside hours, our definition of when work began and when it ended eroded. And as technology helped us do many different TYPES of work, what we were asked to do became more unstructured and ambiguous.

Looking back, it’s interesting to ask why we accepted this deal, but I think the answer is actually staring us in the face. Every individual innovation came with the promise of making our work or life easier, or granting us more flexibility. Who wouldn’t want that? Only the most prescient forecasters could foresee the effect each of these innovations would have when combined together.

But, after four decades of technology innovation in the workplace, here is where we currently stand: 120,000 people are dying each year from workplace related stress in the US alone (and before you ask, those are pre-pandemic numbers). Record numbers of people are reporting a decline in their wellbeing, and an inability to balance work and non-work demands. If you want to read more about it, check out the Harvard Business Review Series Beyond Burned Out – it should be required reading for any leader in an organization.

Today, if you are struggling to get through the day. If you are constantly interrupted, if you always feel you are dropping the ball and if you cannot switch off at the end of the day – you are now the normal one.

Looking Forward

This state of affairs is unsustainable. Not just for all of us as individuals, but for the organizations in which we work, as the Great Resignation is clearly showing.

At BillionMinds we believe that technology got us into this mess, and it is our best hope to get us out of it. We design our software from the ground up to help users to be the most EFFECTIVE they can be. Personal effectiveness is not about a never ending push to do more with less – instead it’s an acknowledgement of something that sports scientists have known for years – that peak performance comes from repeatable methods combined with organizational structure, built on a foundation of wellness to create consistent execution.

As we move into the Future of Work, this type of approach will become even more essential. Workstyles are going to become MORE flexible. The number of people doing highly unstructured and ambiguous work will double to around 2 Billion, including many that are not well predisposed to do it. And if they are going to not just survive, but thrive, they will need help. The next generation of technology must help each user find their personal effectiveness sweetspot – the right combination of rest, work, personal development and play to be sustainably effective over time, and to cope with the ever changing technology world around them.

It will likely never be 9-5 again, but hopefully with the right leaders stepping up, and the right technology to support them, work will begin again to take its proper place in the context of our lives, and be the best way to make a living.

It’s not often that that an entire generation lives through a time it will talk to its grandchildren about. But we are definitively in one of those times. There will be a Before COVID and an After COVID. Perhaps one of the most interesting things about the After COVID state is just how unpredictable it is. How DOES a society respond when you lock it down for several months? How does it respond if you attempt to do it twice in a row (as we may have to do if COVID-19 comes roaring back in the Fall)? Will we ever shake hands again? Will the same number of us get on planes, gather in restaurants, go to stadiums to see sports teams? Will blowing our money at the Blackjack tables in Vegas seem quite so appealing? So much of what we do in life is in many ways because we have always done it. What happens when we don’t do it any more, for a period longer than the time psychologists say it takes to break a habit?

How will people behave?

If we want to understand how people respond to change, we normally look to behavioral science — but the behavioral scientists have a bit of a problem with COVID-19. After all, behavioral science is based on controlled observation and uses information about the past and the present to generalize human behavior in relation to society. But if the underlying environment you are observing has fundamentally shifted, you don’t really have precedent and your predictions can be startlingly off.

No, we are not in a world where we can reliably predict human behavior. We are in a crisis, and in a crisis, humans may just be too human to model effectively. In a sense, what we, our organizations and society are collectively going through is like a rough breakup from a relationship, where the partner we are breaking up with is our old lives, before COVID-19. Just as with breakups, we start with being in shock and swearing things will never be the same again. Then we shift to a phase of great perceived enlightenment and wisdom, often combined with a set of decisions we feel are genius in the moment but look very stupid down the line. We lurch around for a while and then, finally, we settle into our new normal, which often IS different, but doesn’t really feel that way, precisely because it is now normal.

If we go through a breakup, our most valuable friends will advise us to take it easy, try not to make any sudden decisions, give ourselves some time. As a society, whenever possible, we should probably try and follow the same advice. Reflecting now on a post COVID world is of course important, but just in like our post-breakup periods, it is wise to acknowledge that our judgment not only could be impaired by our situation right now, it most likely IS impaired by our situation. At an individual level we need to continue to reflect as services start to come back, and see what role we want to play in our families, jobs and society. Some of us will be forced into those decisions, but all of us have the opportunity to reevaluate and we should take that opportunity. Now is as good a time as ever to determine what the new normal means to us individually.

Of course post a breakup, others will provide us with less sage advice, perhaps advising us to pattern our lives after their clearly superior ones. This platform and the Internet more broadly has no shortage of this type of advice during COVID-19. One common refrain is that working from home is now The Greatest Thing Ever Invented! — Leading to miraculous improvements in productivity and deeper meaning in our lives! Read some of the WFH zealots on LinkedIn and you would be forgiven for believing that if it is not your cup of tea then clearly the problem is with you. Apparently all that is needed is for your home office to get a bit of the Feng Shui treatment, or you could just do with a personal motivation seminar. No, as someone who DOES work from home and likes it, I can confidently state that I’m in a largely self-selecting group that just isn’t that into face to face interaction with other human beings. Oh, and I have days when I’m hugely productive and days when I’m a disaster, just like you.

It’s Personal

The conclusions we draw and the decisions we make as individuals in the coming weeks and months should be deeply personal. The sales road warrior who is seeing more of his family right now may choose to launch himself back into his old work twice as enthusiastically, or he may never set foot in his car again. The information worker that travels 30 miles to her office every day will similarly draw her own conclusions. We will make dozens of decisions every day that determine how we interact with our family, our friends, our neighbors, and our local businesses. Where we end up collectively will be likely very different, but we are fooling ourselves if we think we know exactly how.

Of course the organizations we work in and our political leaders will be making their own decisions during these times. It is worrying to consider that they really have no more reliable information than the rest of us about how society will behave in the future, and are probably just as stressed we are while they try to determine the right course of action. The new society emerging today is a patchwork of personal experiences from people that have been impacted in radically different ways. Some of us are dealing with our own illness or handling personal tragedy, others are trying to cope with with economic strife that they could not have predicted even two months ago. Some will are working harder than ever and have never been more relevant in our workplace, others go to work terrified that they are about to be fired in the midst of a COVID-fueled depression. Some are connecting with their families in ways they never imagined, and others are just bored and lonely, just waiting for it all to be over.

So, everything is different today, and tomorrow everything will be different again. Beyond that no one really knows what will happen. Leaders and organizations that thrive will either be extraordinarily lucky, or more likely will be extraordinarily flexible. The post-COVID organization needs to be built with flexibility at its core, with systems, and work structured to adapt rapidly to whatever life brings us. And as a people, we need to learn enough about ourselves to find our own place in those organizations — a place that feels as good, perhaps better than the one we had before. Before the breakup with our old, pre-COVID-19 lives.