Source: Leslie A. Perlow and Jessica L. Porter, Harvard Business Review, October 2009
Our research over the past four years in several North American offices of the Boston Consulting Group (BCG) suggests that it is perfectly possible for consultants and other professionals to meet the highest standards of service and still have planned, uninterrupted time off. Indeed, we found that when the assumption that everyone needs to be always available was collectively challenged, not only could individuals take time off, but their work actually benefited. Our experiments with time off resulted in more open dialogue among team members, which is valuable in itself. But the improved communication also sparked new processes that enhanced the teams’ ability to work most efficiently and effectively.
Predictable time off is the name we gave to the designated periods of time that consultants were required to take off. This was in addition to time the consultants took off with the natural ebbs and flows of their work. These predictable periods were established at the start of a project and required individuals to be off completely-no checking of e-mail or voicemail. The concept was so foreign that we had to practically force some professionals to take their time off, especially when it coincided with periods of peak work intensity. Eventually, however, the consultants came to enjoy and anticipate having predictable time off, particularly as the benefits for their work became evident.