Chapter 9: Paint Your Environment Part 12
My last company had a thing about slackers. In a performance review, I was told that my career could be slowed because I was perceived as a 9 to 5er. Five minutes earlier, my manager told me that I got more done than anyone he had ever met.
This was a cultural issue – there was a regular review process that evaluated people in two dimensions – the quality of work and suitability for promotion. In practice, the second dimension was a proxy for who showed up the most. Yes, I left at 5:30, but why did that matter when I was getting so much done?
In hindsight, I made too big a deal out of my life outside of work. For example, I always told my manager whatever kid activity I had done the previous weekend, and let him know that I would be leaving work early once a week to coach soccer at 3:30. He told me that I had trained him not to expect an answer to his Saturday emails until Monday morning; he admitted that he was surprised that he was ok with that. Yet in spite of my productivity, the company had me in the “not committed” column.
My only regret is what I said, not what I did. My highest priority was time outside of work, and I had as much as I needed. But, I should have talked less about the kids and more about what interested my manager – how hard I was working to make the numbers.
As we saw in the last post about ROWE, revenue at Suntell went up 185% in the two years after employees were given the freedom to decide when to come to the office. And while my company was very unROWE, the flexibility that I took for myself helped make me the most productive person there.
In the next post, I’ll tell you how to do it.
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