PERSONAL GADGET SPECIAL..Breaking the Smartphone Addiction

Excerpt from Sleeping With Your Smartphone

It all began with an experiment that my research associate and collaborator, Jessica Porter, and I initiated in order to explore whether one six-person "case team" at one of the world's most elite and demanding professional service firms—The Boston Consulting Group (BCG)—could work together to ensure that they each could truly disconnect from work for a scheduled unit of time each week. This modest experiment generated such powerful results-not just for individuals' work lives but for the team's work process and ultimately the client—that the experiment was expanded to more and more of BCG's teams. Four years later, over nine hundred BCG teams from thirty countries on five continents had participated.
Sleeping with Your Smartphone shares BCG's story. It also serves as a guide for anyone who is on a team or leads a team—whether a junior or senior manager, from big organizations or small, in the United States or abroad—and wants to make the impossible possible: turning off more, while improving the work process itself. Sleeping with Your Smartphone proposes a way to make exactly that happen: a process tested successfully by BCG teams in North America, South America, Europe, Asia, and Australia. A process I have seen implemented with good and not-so-good managers; on big and small teams, with tight deadlines and less pressing deliverables. A process that I have come to call "PTO"—because at the core, when people work together to create "predictable time off," people, teams, and ultimately the organization all stand to benefit.
To be clear, PTO won't solve all your problems. Nor is it about being always off in a world that is always on. Rather, it is about incremental changes that promise to improve your work-life and your work in ways that make them notably better.

Creating Change Where No One Could Even Imagine It

I chose to conduct the original experiment at The Boston Consulting Group because there was widespread skepticism about the possibility of such hard-charging professionals turning off. "It has to be this way," explained one consultant, echoing many of his colleagues. "It is the nature of the work. Clients pay huge sums of money and expect—and deserve—the highest-quality service."

"When people work together to create 'predictable time off,' people, teams, and ultimately the organization all stand to benefit."

Most consultants simply accepted the resulting demands on their time as the price they had to pay for annual salaries of well over $100,000 for recent business school graduates to millions of dollars for the most senior partners, as well as for unequaled exposure to colleagues and clients of the highest caliber working together to tackle pressing problems faced by the world's leading organizations, not to mention résumé building work experience. Moreover, many actually thrived on the intensity of the work and did not want it to be different. Even those who wanted more time for their personal lives presumed they had no alternative but to leave the firm to achieve it, and many did, including some of BCG's most talented consultants. I figured that if change could be fostered here, it could be made to happen most anywhere.
Imagine my delight then, when four years after we conducted our first experiment at BCG's Boston office, 86 percent of the consulting staff in the firm's Northeast offices—including Boston, New York, and Washington, DC—were on teams engaged in similar PTO experiments. These team members were much more likely than their colleagues on teams not participating in PTO to rate their overall satisfaction with work and work-life positively. For example:

·                            51 percent (versus 27 percent) were excited to start work in the morning

·                            72 percent (versus 49 percent) were satisfied with their job

·                            54 percent (versus 38 percent) were satisfied with their work-life balance

We also discovered that significantly more of those on PTO teams found the work process to be collaborative, efficient, and effective.

·                            91 percent (versus 76 percent) rated their team as collaborative

·                            65 percent (versus 42 percent) rated their team as doing everything it could to be efficient

·                            74 percent (versus 51 percent) rated their team as doing everything it could to be effective

The happy result for BCG was that individuals engaged in PTO experiments were more likely to see themselves at the firm for the long term (58 percent versus 40 percent) and were more likely to perceive that they were providing significant value to their clients (95 percent versus 84 percent). BCG clients reported a range of experiences with PTO teams from neutral (nothing dropped through the cracks) to extremely positive (they reaped significant benefits). According to BCG's CEO, Hans-Paul Bürkner, the process unleashed by these experiments "has proven not only to enhance work-life balance, making careers much more sustainable, but also to improve client value delivery, consultant development, business services team effectiveness, and overall case experience. It is becoming part of the culture—the future of BCG."