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Does it have to be this way? Can't resist checking your smartphone or mobile device? Sure, all this connectivity keeps you in touch with your team and the office - but at what cost?
In Sleeping with Your Smartphone, Harvard Business School professor Leslie Perlow reveals how you can disconnect and become more productive in the process. In fact, she shows that you can devote more time to your personal life and accomplish more at work.
The good news is that this doesn't require a grand organizational makeover or buy-in from the CEO. All it takes is collaboration between you and your team - working together and making small, doable changes.
What started as an experiment with a six-person team at The Boston Consulting Group - one of the world's elite management consulting firms - triggered a global initiative that eventually spanned more than 900 BCG teams in 30 countries across five continents. These teams confronted their nonstop workweeks and changed the way they worked, becoming more efficient and effective.
The result? Employees were more satisfied with their work-life balance and with their work in general. And the firm was better able to recruit and retain employees. Clients also benefited - often in unexpected ways.
In this engaging audiobook, Perlow takes you inside BCG to witness the challenges and benefits of disconnecting. She provides a step-by-step guide to introducing change on your team - by establishing a collective goal, encouraging open dialogue, ensuring leadership support - and then spreading change to the rest of your firm.
If you and your colleagues are grappling with the "always on" problem, it's time to disconnect - and start listening.
- Sales Rank: #48220 in Audible
- Published on: 2012-06-19
- Format: Unabridged
- Original language: English
- Running time: 387 minutes
Most helpful customer reviews
25 of 28 people found the following review helpful.
Want to squeeze your whole personal life into 1 night per week and call it success? Didn't think so.
By Alisa M. Berman
The author is missing the point, the title is misleading. If you are looking to shift priorities and excel at work while still having happy, uninterrupted personal time on a daily basis, this book will not help you. This book is about giving people one 'night' (as in, you worked that day, but truly 'clock out' at 6pm) off per week, and it's something that must be done at the team or organizational level. One night per week is not enough for a real personal life, and, most workers who are sleeping with their smartphones don't have control of their team and/or organization. If you are an executive looking for a way to help your team to stop sleeping with their smart phones one day per week, this might be moderately useful for you. I found it to be highly disappointing and wish I could return a kindle book :(
9 of 9 people found the following review helpful.
How to implement meaningful change in any corporate culture
By James T. Wood
Leslie A Perlow, of the Harvard Business Review, recently published Sleeping with Your Smartphone: How to Break the 24/7 Habit and Change the Way You Work. The book details the experimental implementation of a predictable time-off policy within the Boston Consulting Group to have just one night off a week. Through the process, Perlow and her team learned that the time off resulted in more than just a night of rest, but also enabled the consultants from BCG to feel better about work and the clients to be happier with the work provided. How is it possible that working less time yielded better results?
If anything, BCG has one of the worst reputations for work-life balance. Consultants often travel four days a week and are glued to their smartphones. Emails are exchanged at all hours of the night and on weekends. So even when consultants aren't at work, they're still responsive to work issues. Perlow calls this the Cycle of Responsiveness. People feel pressured to be available for work, coworkers notice the availability and contact them, schedules adjust to allow for the responsiveness and the cycle continues until it creates a culture.
The experiment was simple. Each consultant on a team would take one night off each week. Just one night of not answering emails until midnight, not working on PowerPoint slides in the hotel room and not sitting in the client's conference room until 8pm. Perlow's thesis was that change needed to be implemented as a team to address the cultural roots of the Cycle of Responsiveness.
The experiment almost immediately ran into trouble. Consultants didn't want to appear lazy or entitled in front of their coworkers, so they'd skip the night off, but then resent anyone who didn't do the same. So, to keep the experiment running, Perlow resurrected an old BCG practice, the Pulse Check. In a weekly meeting, team members would discuss how they felt about the progress and process of their work.
When people started opening up with meaningful dialog about the process, the time off became a shared goal that they could all work toward. They started developing systems to work better, cover for each other and share project information. The tacit goal was to enable each person to take a few hours off one night a week, but the overall effects were far more profound.
Since each person knew more about the process, they were able to anticipate each other's needs better. Because there was overlap in responsibility, the client felt more well served. And because the meaningful dialog allowed everyone to voice issues, the BCG consultants felt better about their job and their future with the firm.
Perlow writes well and uses the story of BCG to tease out the principles in the book. It's filled with quotes, stories and statistics culled from three years of experimenting with BCG teams around the world. Reading the book feels like taking a tour of the firm, the characters are warm and engaging (though they're often anonymous for the sake of confidentiality).
The book begins to lose steam toward the end. The introduction promised broad-ranging application, but Perlow kept returning to the stories of BCG, which start to feel worn out by the last chapter. Other than a lack of specific application outside the hyper-intense culture of BCG, the book Sleeping with Your Smartphone provides excellent, proven principles for how to bring change into an existing corporate culture and how to empower employees to join in the fight to make the company better.
4 of 4 people found the following review helpful.
Academically rigorous and wonderfully readable
By Katherine C. Kellogg
"Sleeping with your Smartphone" is both academically rigorous and wonderfully readable. Perlow describes how her small field experiment at the Boston Consulting Group, done solely for research purposes, unleashed a global initiative that has involved over 1,000 teams and is mandated to be part of 80% of BCG teams globally by year end. The consultants she studied worked long hours and were expected to make work their top priority. When not at work, they incessantly checked their wireless devices to ensure that nothing new had come up. They put up with this pressure to always be available because they believed that to be successful in a professional service firm, they had to be accessible and willing to jump into action whenever called.
Unfortunately for them, this behavior created a "cycle of responsiveness" where genuine pressure to be on got amplified though the consultants' own actions. As they adjusted themselves to demands from clients and teammates by adapting the technology they used, altering their daily schedules, and modifying their interactions with their families and friends, their colleagues experienced this increased responsiveness, and their colleagues' own requests expanded rather than shrank. Interestingly, it was not the long hours or constant connectivity per se that bothered the consultants and led them to consider leaving the firm; it was the unpredictability of these hours. None of them could ever plan anything in the middle of the week.
As expected, the consultants could not break the cycle of responsiveness alone. What is exciting and unexpected in the book is that fundamental change did not require top management support or buy-in from clients. Instead, Perlow compellingly demonstrates that it was possible for her consultants to unplug before BCG top management got on board with the experiments and decided to press for widespread change in their organization's culture. What was required, instead, was collaboration among team members on the consultants' individual teams. By working with team members to establish a collective goal, encourage truly open dialogue, and make small, doable changes, the consultants were able to break the need to accommodate to the pressure to be always on. And, almost unbelievably if not for Perlow's careful documentation of the change process within project teams across BCG's global organization, devoting more time to their personal lives allowed the consultants to accomplish more rather than less at work.
By addressing the problem of unpredictable time demands, Perlow was able to both improve the consultants' lives and improve employee retention for the organization. Based on the success of her experiments, BCG decided to try to transform its culture into one that respects those who set boundaries. This is fundamental change in an industry where there are such strong beliefs about the need to always be connected. And, it is more than enough reason for anyone who struggles with being always "on" to read this book and try to create change in their own organizations.
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