Effective interpersonal communication among members and successful Likewise, a team without relationship norms leaves itself open to expand into potential Predictably, teams have trouble with particular components of. Our experiments with time off resulted in more open dialogue among team members, But the improved communication also sparked new processes that including the scope of work promised, the type of relationship with the client, and the. It's called PTO, which stands for Predictability, Teaming and Open Communication. Central to PTO is an upfront discussion that sets the rules.
For one time period in middle of each week, every member of one team would completely turn off -- no work, no email, no cellphone contact.
He or she had to do something fun and relaxing. They knew that in the off chance their client or teammates needed them, somebody else could cover. For a firm where complete accessibility is the norm, this was a radical and controversial concept. The results exceeded our expectations.
Zeroing in on the 'Work' in 'Work-Life Balance' | HuffPost Life
So much so, in fact, that this initiative evolved into a program called PTO, which stands for "predictability, teaming, and open communications," that has now been rolled out to thousands of teams in 72 of BCG's 78 offices around the world.
In a nutshell, PTO works like this: Before each new case team begins a project, members openly discuss how they will do their work and define norms for things like travel, how quickly emails require a response, and how often the team will meet face-to-face. Each member also picks a different time period each week to go completely offline. This yields several benefits. Consultants are able to make and keep plans during their weekly predictable time off.
More importantly, they know that the world will not fall apart if they turn off. Planned time off also forces them to do a better job of planning and prioritizing. They spend less time on lower-value work and develop more innovative and collaborative approaches to problems. Unless they are forced to eliminate some work, that work would simply be done at a different time.
They are better able to speak up and talk constructively about issues that used to be difficult to discuss. They work better as teams. They work more efficiently and effectively. They get more predictable time for themselves, their family and their friends. To make PTO happen, BCG assigns around 40 of our most talented consultants around the world to facilitate teams through the process. We invest so much because it works.
Consultants in PTO teams are both happier and more productive. They are 21 percent more likely than BCGers who aren't yet working in PTO teams to say they are delivering high value for their clients. They are 74 percent more likely to say they want to stay at BCG for the long term. A better work-life balance, we found, is good for BCG's people and good for our clients. In the quest to help employees attain "work-life balance," efforts often focus only on one half of that equation lifeignoring the other half work.
Career Sustainability and Corporate Culture | BCG Careers
But our firm has also developed a more comprehensive approach to ensuring work-life balance, one that not only protects an employee's personal time but also aims to maximize the rewards from the work itself. For over a year, Professor Perlow and her team of trained ethnographers studied BCG, shadowing project teams and individuals wherever they went including client sites and taking thousands of pages of notes.
The result initially was a program that focused on allowing employees to have more predictability in their demanding work schedules, something that would, in turn, create better balance in their personal lives.
But over time a key truth emerged: Equally important to creating a sense of balance and personal satisfaction, we discovered, was improving the quality and the impact of the work and the learning experience itself.
A Better Way to Work
That recognition drove an evolution in PTO, drawing on the best of traditional productivity initiatives and work-life balance programs. The program, while deceptively simple, has transformed the way we work.
It has two key components. The first involves establishing a period of time during the week when our consultants are essentially off the grid.
This gives employees protected personal time--whether that is for dinner with the family or training for a marathon or taking a cooking class.
In addition to creating much-needed personal space, establishing blocks of time when employees are offline also encourages better time management skills and teamwork.