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Should We Adopt France’s New “Unplug After 6 p.m.” Law?

Should We Adopt France’s New “Unplug After 6 p.m.” Law?

How often do you check your work email?

If you’re like me–and a lot of people these days–the answer is too often.

I confess that I check my work email after hours and on the weekend. If I see something coming in that I can respond to at the moment, I do. So even if I’m “relaxing,” I am working. My mind is always at least half-plugged into my job.

That’s why the news coming out of France is an interesting topic of discussion. While the initial headline (“France Outlaws Work Email After 6 p.m.”) is not quite true, it is still a bold statement in favor of unplugging and work/life balance.

Should we, in the U.S., follow suit and unplug after the workday is over? Can, and should, we limit the hours we spend working, either at the office or while thumbing through our inbox while waiting at the post office?

Working smarter, not harder

One of the popular reactions to France’s move was a figurative roll of the eyes. Some folks were not surprised France did this. As the stereotype goes, French workers spend most of their time sipping wine and eating baguettes. That’s why their productivity, at the individual level as well as a country, is so far below America’s. Right?

Let’s look at the facts. The graph below (from Business Insider) shows the average number of work hours per year for a full-time employee in the U.S. (blue), France (red), and Germany (green). Germany is in there because it’s one of the United States’ fiercest competitor in the race for most productive industrial country in the world.

usvsfrenchvsgermany

    As you can see, the United States is currently leading the pack with the average American worker spending over 1,700 hours at work a year. Meanwhile, French workers spend around 1,450, and the German worker spends slightly over 1,400 hours at work a year.

    Notice how the American domination of the “Burning the Midnight Oil” race (they get medals and everything) is recent. A few decades ago, the French were putting in many more hours than their American counterparts, but that has changed with stricter labor laws.

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    This graph is definitive proof that all those extra hours are making the American economy the burliest in the land by leaps and bounds, right?

    Cool your jets, engine. Not quite.

    Look at the GDP per Capita (productivity or output per worker) for the same three countries over the last thirty years.

    GDP per Capita in 1980

    US: $12,180

    France: $12, 214

    Germany: $11,746

    GDP per Capita in 1990

    US: $23,038

    France: $21,359

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    Germany: $21,584

    GDP per Capita in 2011

    US: $48,112

    France: $42, 379

    Germany: $44,021

    While Americans spend nearly 20% more of their time at work than the Germans and French, they only have an 8.5% edge over them in productivity.

    There are a variety of reasons for this: how specialized the work in each country is, the average level of education, etc. But one thing is clear: an increase of work hours does not increase productivity on an arithmetic, much less exponential, scale. There is a simple reason why: we are talking about human beings.

    Unlike machines or software, we can’t go on and on without suffering from fatigue or wear. We add stress to our bodies and minds throughout the day. This is called the allostatic load.

    Being plugged in to work (via emails, calls, or having it on your mind) is wear and tear on your entire self. After a certain point, it starts to affect your productivity. Each extra hour at work has diminishing returns. Fatigue, lack of concentration, and loss of functional memory set in.

    Ironically, not working is one of the most important secrets to doing great work.

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    Research shows that taking an email vacation can significantly reduce your stress and increase your concentration.

    From a University of California – Irvine study:

    “We found that when you remove email from workers’ lives, they multitask less and experience less stress.”

    Taking a work email vacation lets your internal microprocessor cool down. You’re turning off the hum from the part of your brain still thinking about deadlines and memos. Do this, and the next time you re-engage with work, you’ll be fresh and focused, ready to do great work.

    Every time you work into the wee hours of the night, sending emails or finishing a project, you are risking doing poor work. Your body and mind are tired, so mistakes are likelier to happen. If you want to do work you’ll be proud of, you have to find ways of working smarter, not harder.

    Warning: cliff ahead

    Our brains are amazing. They can calculate, visualize, and operate with tremendous power. But they have limits. These limits don’t just affect your productivity, but your health.

    Quite literally, working long hours can kill you.

    A study published in the American Journal of Epidemiology combined numerous studies, and found a simple, irrefutable truth:

    “Spending too long in the office resulted in a 40 to 80 percent greater chance of heart disease compared to an eight hour work day.”

     

    “Doing more than 11 hours of work a day raised heart disease risks by 67 percent.”

    Another study review listed all of the proven links between working long hours and your health:

    “[It] shows that long work hours are indeed associated with adverse health, in particular cardiovascular disease, disability retirement, subjectively measured poor health, and fatigue.”

     

    “The most interesting studies show that working more than 11 hours a day is associated with a three times higher risk of myocardial infarction and about a four times higher risk of noninsulin-dependent diabetes”

    This is no longer just an issue of whether you want to do great work, but whether you want to do this to your health?

    The move made in France is bold. It’s potentially revolutionary, and may, hopefully, set the tone for other countries. But it makes you wonder why it had to get to that point. Why did we need something official to limit us to the 40-hour work week when these nasty facts linking productivity and health have been confirmed time and again for decades?

    Maybe it’s custom, or maybe it’s naivete. Whatever it is, there’s no good excuse to ignore it anymore. Ask yourself this question: do you want to do very good work for a long time? If you said yes, then give yourself a break and step away from the smartphone.

     

    How do you achieve work life balance? Tell me in the comments below.

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    Featured photo credit: Chris Chan via flickr.com

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    Last Updated on July 15, 2019

    10 Signs of a Bad Boss and How to Deal with Them

    10 Signs of a Bad Boss and How to Deal with Them

    This is an article I didn’t want to write. Even if it appears that way on the surface, few things are black and white. Between the two colors is a world of gray. Notwithstanding the bosses who behave criminally, some of the people who carry the “bad boss” label have possibly been, or have the capacity to become, a “good boss.”

    This is an article I didn’t want to write because I understand that depending on whom you ask, many of us could be labeled either a good or bad boss.

    Perhaps another reason I didn’t want to write this article is because context matters. Context for the organization and context for the individual. What is happening in the organization? What is the culture? Is the “boss” in a position for which the individual is equipped to do the job? Is the person in a terrible place in life? The office culture, the relationship a team member has with a boss or board and the leader’s personal life can all influence how the person shows up and leads and how others perceive the individual.

    But since I am writing this article, I will share a few signs that bosses are bad and in need of a timeout.

    1. Bad Bosses Don’t Know and Haven’t Healed Their Inner Child

    If you plan to lead people – well, if you plan to effectively lead yourself – you must get reacquainted with your inner child. Just because you are in young adulthood, middle age or the golden years doesn’t mean your inner child matches your chronological age. If you experienced trauma as a child, your inner child may be stuck at the point or age of that trauma. While you walk around in a woman’s size 10 shoe, your behavior may showcase an inner child who is much younger.

    In a June 7, 2008, Psychology Today article, Stephen A. Diamond, Ph.D., observed,[1]

    “The fact is that the majority of so-called adults are not truly adults at all. We all get older … But, psychologically speaking, this is not adulthood. True adulthood hinges on acknowledging, accepting, and taking responsibility for loving and parenting one’s own inner child. For most adults, this never happens. Instead, their inner child has been denied, neglected, disparaged, abandoned or rejected. We are told by society to ‘grow up,’ putting childish things aside. To become adults, we’ve been taught that our inner child—representing our child-like capacity for innocence, wonder, awe, joy, sensitivity and playfulness—must be stifled, quarantined or even killed. The inner child comprises and potentiates these positive qualities. But it also holds our accumulated childhood hurts, traumas, fears and angers.”

    Sometimes the key that your inner child needs tending to is conflict with someone else’s inner child.

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    Good bosses are aware of the ups and downs of their childhood, have worked or are working to heal their inner child and are aware of their triggers. Good managers use this awareness to manage themselves, and their interactions with others. Bad bosses are oblivious to how their inner child impacts not only their life but the lives of others.

    2. Bad Bosses Are Unable to Accept Feedback

    Bad bosses are not intentional about creating an environment where their peers and colleagues can share feedback about their leadership. They don’t solicit feedback. Given the power dynamic that managers, CEOs and others in leadership yield, they must go out of their way to solicit feedback, and they must do so repeatedly.

    Before being completely honest, most team members will test the waters and share low-stakes information to get a sense for how their boss will respond. If the boss is angry or retaliatory, team members are less likely to risk being candid in the future.

    So being unable to accept feedback takes on two forms: failing to proactively and repeatedly ask for feedback and reacting poorly when feedback is shared.

    3. Bad Bosses Are Unwilling to Give Timely Feedback

    The flip side of accepting feedback is giving feedback. Both require courage. It takes courage to open yourself up and accept feedback on ways that you need to grow. Similarly, it takes courage to share honest feedback about a team member’s or colleague’s performance or behavior.

    Since not everyone is open to accepting feedback, whether they’re a manager or not, having an honest conversation about areas a team member or colleague has missed the mark, is not always easy. Still, good bosses will find a way to share feedback, and they’ll do so in a timely fashion.

    Withholding feedback and sharing it months after a situation has unfolded or in a snowball fashion is unhelpful to the employees. One of the ways we grow as leaders is through feedback. When people have the courage to tell us the truth, that information allows us to progress.

    4. Bad Bosses Are Unable to Acknowledge Their Mistakes

    Owning their mistakes is like a disease to bad bosses; they do not want it. Instead of being risk averse, they are accountability averse. The problem is that they can only gloss over their weaknesses or failures for so long; the people around are able to see their flaws and weaknesses, and bad bosses pretending they don’t exist is not helpful. It is infuriating.

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    However, bad bosses are masterful at reassigning blame. They are unable or unwilling to accept responsibility for mistakes — small or large. But career expert Amanda Augustine told CNBC “Make It” in May 2017, that “good managers also admit their mistakes.”[2] They don’t pass the blame or pretend they didn’t make a mistake. They own it.

    5. Bad Bosses Are Unwilling or Incapable of Being Vulnerable

    Vulnerability is an underrated leadership skill. But well-placed and well-thought out vulnerability enables employees to see their leaders’ humanity, and it creates a way for leaders to bond with their teams.

    Bad bosses may talk about vulnerability, but they don’t practice it in their own lives, particularly in the workplace.

    6. Privately, Bad Bosses Do Not Live Up to the Organization’s Stated Values

    Bad bosses may publicly spout the values of the organization they work for, but privately they either don’t believe or don’t embody those values.

    If they work for an environmental group, they may not practice sustainability in their private lives. Their words and actions are incongruent.

    7. Bad Bosses Are Unable to Inspire Others

    When bad bosses are unable or unwilling to take the time to inspire others, they lead through fear or command. Neither are helpful.

    A culture dominated by fear will stifle creativity and risk taking that can lead to innovation. An autocratic management style will have a similar effect in that team, members will not feel they have the space to step outside of the box they have been placed in.

    A good boss is someone who takes time to share the big picture and time to inspire their teams to want to be a part of it.

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    8. Bad Bosses Are Disinterested in How Their Behavior Impacts Others

    They are narcissistic and focused on self-preservation. In “19 Traits of a Bad Boss,” Kevin Sheridan said,[3]

    “Terrible bosses are endlessly self-centered. Everything is about them and not the people they manage or what is going on in their employees’ personal lives. It is never about the team, but rather all about how good they look. Conversely, great bosses lead with integrity, honesty, care, and authenticity.”

    Rather than seeing their team’s talents and seeing people’s full humanity, bad bosses believe their team exists to serve them. Families, personal life and priorities be damned. Bona fide bad bosses believe that their comfort should be prioritized over their team’s needs and desires.

    9. Bad Bosses Have Likely Received Negative Feedback

    Bad bosses have likely been told that they are poor supervisors. They have likely been told time and time again that their behavior is harmful to the people around them.

    Perhaps they do not know how to change or are unwilling to change. But bad bosses certainly have received clues, insights and direct feedback that their management style and behavior are harmful to others.

    Even when someone hasn’t explicitly said, “Your behavior is harmful to me and others,” the absence of feedback indicates a problem. It can mean that the leader’s team doesn’t feel safe enough to share feedback, that people do not believe the leader will act on what is shared, or that people have determine the best strategy is to avoid the boss as much as possible.

    10. Bad Bosses Are Perfectionists

    Bad bosses are driven by an internal urge to be perfect. Perfectionists don’t just want to be perfect; they want everyone around them to be perfect as well. This is a standard that neither they nor their team can live up to.

    Since perfection is illusive, they spend their time chasing their shadow and being frustrated that they cannot catch it. They are unable to enjoy the journey and often block others from doing so as well. They let “perfect” be the enemy of “good.” Rather than embracing a growth mindset that desires to learn and improved, they are compulsive and toxic.

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    If you are like me and you see yourself in parts of this list, do not despair. A bad boss can change. The key is seeking honest feedback and being willing to work through that feedback and your triggers with a therapist or coach.

    The Bottom Line

    Regardless of your age and the mistakes you have made, you can change and become a healthier leader whom others respect and appreciate.

    Conversely, if you are employed by a bad boss, do everything in your power to take care of yourself. Understand that your boss’s behavior, even if directed at you, is not about you. Your boss’s reactions, if and when you make a mistake, is a reflection on that individual, not you.

    To survive the work environment, think about the lesson you are meant to learn. You can do this with a trusted therapist or capable coach. However, if you deem the work environment to be toxic and harmful to your health, seek employment elsewhere.

    In the end, this is an article I did not want to write, but I’m happy I did.

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    Featured photo credit: Amy Hirschi via unsplash.com

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