PaceSync Scheduling

Audio Transkript automatisch generiert

• 00:00 - 00:02

  working remotely has given us many benefits

• 00:02 - 00:05

  no more long commutes flexibility in our workday

• 00:05 - 00:07

  and the ability to juggle other priorities.

• 00:07 - 00:09

  And it comes with downsides too.

• 00:09 - 00:12

  Chief among them is this blur between our workspaces and home making it

• 00:12 - 00:16

  feel like we're never not working because our offices have become our homes.

• 00:16 - 00:18

  Our computers are always a few paces away.

• 00:19 - 00:21

  We're also missing the camaraderie that comes from bumping

• 00:21 - 00:23

  into colleagues in the office face to face,

• 00:23 - 00:24

  brainstorming sessions,

• 00:24 - 00:27

  casual conversations while video technology gives us the

• 00:27 - 00:29

  ability to collaborate from anywhere in the world.

• 00:29 - 00:31

  It's okay to admit that it's not the same in

• 00:31 - 00:35

  too many hours staring into screens inevitably leads to burnout.

• 00:35 - 00:36

  Is there a solution?

• 00:36 - 00:39

  Is there a way to work well individually and together and

• 00:39 - 00:42

  reduce the likelihood of burnout in a virtual or hybrid environment

• 00:43 - 00:46

  at match pace? We called the solution pace sync scheduling.

• 00:47 - 00:48

  When we talk about pace at work,

• 00:48 - 00:52

  we mean the established rhythms and expectations of our workday week, work year,

• 00:52 - 00:56

  how hard you're working when and when you can ease up or rest.

• 00:56 - 00:59

  We are all about organizations running at a healthy sustainable

• 00:59 - 01:01

  pace and they should run at the same pace,

• 01:01 - 01:02

  a match pace or a sink.

• 01:02 - 01:05

  Pace organizations can create agreed upon blocks of

• 01:05 - 01:07

  time for how teams organize their days,

• 01:07 - 01:09

  weeks, months and years.

• 01:09 - 01:10

  Think of these as the core hours,

• 01:10 - 01:12

  Your team plans on doing certain types of

• 01:12 - 01:15

  work together and individually wherever they're working from.

• 01:16 - 01:19

  Part of burnout right now is because we don't know what we're doing? When

• 01:19 - 01:23

  should we be available? All the time with colleagues across different time zones?

• 01:23 - 01:25

  Which time zone are we operating in?

• 01:25 - 01:27

  Can we ever put our heads down and work?

• 01:28 - 01:31

  When should we dedicate time during the workday

• 01:31 - 01:34

  to engage in intentional collaboration and synergy while protecting

• 01:34 - 01:37

  other times for deep focus and creativity and protecting

• 01:37 - 01:39

  even other times for really being able to unplug

• 01:40 - 01:41

  pace,

• 01:41 - 01:44

  sinking can codify which days teammates are expected to work

• 01:44 - 01:46

  from which location in a hybrid environment as well.

• 01:47 - 01:49

  Here's an example of how pace thinking could work.

• 01:49 - 01:51

  You start by thinking about the type of work you

• 01:51 - 01:53

  do and what kind of environment you need to do it

• 01:53 - 01:57

  and then you build a cadence of blocks for those types of work.

• 01:57 - 02:01

  So say you do a lot of collaborative work, you prioritize that in your core hours.

• 02:01 - 02:04

  Then you need time for some uninterrupted individual work and you put that

• 02:04 - 02:06

  on your team's calendar so they know they can count on it.

• 02:07 - 02:10

  It's not a bad idea to throw in a weekly no video day.

• 02:10 - 02:13

  So people can schedule meetings that don't need videos and know they

• 02:13 - 02:15

  can have space where they definitely don't need to be camera ready

• 02:16 - 02:16

  with pace.

• 02:16 - 02:19

  Thinking you can maximize the benefits of using video because you're

• 02:19 - 02:22

  using it when it's most valuable and not when it's not.

• 02:23 - 02:24

  So your week starts to look like this,

• 02:25 - 02:26

  Then you add in monthly days

• 02:26 - 02:29

  for all in days where the local team needs to work from

• 02:29 - 02:32

  the office for meetings or trainings that are better done in person

• 02:34 - 02:36

  and then airplane days, do you remember when we had laptops,

• 02:36 - 02:39

  but no wifi on airplanes and you could get so much work done.

• 02:39 - 02:41

  Consider a day like that for your team.

• 02:42 - 02:44

  Then your month starts to look like this.

• 02:44 - 02:47

  And you can add some annual blocks like quiet weeks where you block

• 02:47 - 02:50

  off from client meetings to give your team to be heads down together.

• 02:50 - 02:54

  And if you're able to even add in a week or two where you're all off simultaneously,

• 02:54 - 02:55

  that would be great

• 02:57 - 03:00

  pay sinking allows your team to know when they need to be in which kind of mode

• 03:01 - 03:03

  it drives your team to be more intentional with how

• 03:03 - 03:05

  they use meetings and how they focus their attention.

• 03:06 - 03:08

  There are a few important things to point out

• 03:08 - 03:12

  pace thinking can only be set from a team or organizational level.

• 03:12 - 03:14

  Individual employees can't set this kind of schedule.

• 03:14 - 03:18

  Leadership does it with an eye on employee needs client needs,

• 03:18 - 03:20

  the type of work the team has to do.

• 03:20 - 03:24

  So everyone can be on the same page. It wouldn't work for one person to schedule.

• 03:24 - 03:26

  They're focused time on Tuesdays from 8 to 11

• 03:26 - 03:28

  and someone else on Tuesdays from 12 to 3.

• 03:28 - 03:30

  It can only be done by looking at the whole picture

• 03:30 - 03:33

  and with leadership leading the charge and that's the second thing

• 03:33 - 03:35

  to point out is that everyone actually has to do this.

• 03:35 - 03:38

  You can't have the ceo pounding out emails to

• 03:38 - 03:41

  everyone during what is supposed to be quiet time.

• 03:41 - 03:44

  Um And then the biggest challenges that an organization

• 03:44 - 03:46

  needs to be crystal clear in its priorities.

• 03:47 - 03:49

  Burnout comes not just from working too many hours,

• 03:49 - 03:51

  but also from having too many priorities that fracture a

• 03:51 - 03:54

  person's attention and make it hard to get work done.

• 03:54 - 03:58

  This isn't about trying to get out about the same amount of work done or even more.

• 03:58 - 04:02

  But I got about getting specifically the right work done

• 04:02 - 04:05

  and dip prioritizing things that aren't associated with the mission.

• 04:06 - 04:09

  When we talk about changing how we work the number of hours or the structure,

• 04:09 - 04:11

  the conversation we really need to be having

• 04:11 - 04:14

  is which work is important and which work isn't

• 04:14 - 04:17

  pace thinking can be helpful for all organizations,

• 04:17 - 04:20

  but it's critical for remote or hybrid organizations.

• 04:20 - 04:22

  They set realistic expectations for how and

• 04:22 - 04:25

  when will collaborate and more importantly,

• 04:25 - 04:28

  when they won't protecting time for focus and preventing burnout,

• 04:28 - 04:31

  ultimately sinking your pace is one powerful tool to help your

• 04:31 - 04:34

  team work well together from different locations and time zones.

• 04:34 - 04:38

  It can help combat burnout and video fatigue and help

• 04:38 - 04:41

  your team set boundaries that protect their priorities outside of work

• 04:41 - 04:42

  a match pace.

• 04:42 - 04:46

  We love helping organizations discover the right pace for them because it works.

• 04:46 - 04:50

  Teams are more focused, more creative, less fractured, more engaged.

• 04:50 - 04:51

  If you're interested in learning more.

• 04:51 - 04:54

  Drop me a note Elizabeth at match pace dot net,

• 04:54 - 04:56

  or try taking one of the ideas that you heard

• 04:56 - 04:58

  in this video and piloting it with your team.

• 04:58 - 04:59

  I would love to hear how it works out.