Workbook Summary

Our goal was to examine the reasons why a job that, in principle,

We launched the 925-project about a year and a half ago.

should be relatively easy, clean, indoor work" can make people feel exhausted, and at the same time as if theyre not achieving enough that is meaningful and rewarding. With that in mind, we set ourselves the bold goal of helping people to get more done, and at the same time feel less tired. We didnt want to just understand the problem, we wanted to offer the maximum possible number of concrete ideas that would benefit an ordinary office worker in real life, on any ordinary afternoon in November. Our task of improving the workplace is at an early stage, but the first step in any process is making a decision. Now its time to put together a summary, or at least an interim audit.

With this background information, we hit the pavement and

We began the project by working with the best experts in the field through all the essentials of what is already known about the problems of office work.

interviewed more than a thousand office workers in a wide variety of organizations. We didnt content ourselves with interviews - we also observed people at work, spied on them, analyzed them. We found that for far too many people, a working day mainly consisted of meeting unanticipated demands that required quick reactions. Whether these demands were for tasks of any importance was, however, another matter. Nevertheless, nearly everyone had a lot of them. "Things just come up," was one of the projects most common complaints. We found that people's days were aggravatingly like Monty Python's classic sketch about the hundred-yard race for people with no sense of direction. Everybody seemed to be in a great rush all the time, but no one was quite sure where they were rushing to. Along the way, however, we came across study after study that showed that people will feel good and energized when they are not simply reactive but proactive in getting things done. That is, when they feel they are making progress in accomplishing meaningful tasks. In other words, a good feeling about work comes from the very thing that seems to most be lacking in todays workplace.

We created the RePro model, something like a compass needle

With this as our starting point, we tried to find a very simple way to describe the problem.

to show us what we should first of all be trying to get away from, and, conversely, what we should be aiming for. In office work anywhere in the world these days there seem to be three main problems: A lack of meaning. We dont experience what we do as important. A lack of autonomy and authority. We dont have enough opportunity to influence our work. A lack of progress and achievement. We dont feel we achieve enough that is meaningful. The key message of the RePro model is that one of the most significant steps toward a better work life is to increase the feeling of achievement, especially achievement of something that matters.

71 %
I am busy almost every day

Everything is intertwined during the working day to form a distorted relationship between tasks that are unexpected and reactive and those that are pre-planned and proactive.

Taking the reactive, unanticipated tasks out of contemporary jobs is neither a possible nor a sensible goal, but it is important to pay heed to the fact that the largest part of the working day should be consumed with important goals, not with tasks that let those goals slip out of our hands.
meaning, sense of control, achievement pro

re lack of meaning, lack of control, lack of achievement

60 %

There are too many meetings in our company

Instead it is a question of many small changes that together can

Increasing enthusiasm, meaning, control, autonomy, achievement and progress in modern office work will not happen overnight, and it cannot succeed, unfortunately, by applying one patented solution in every case.

trigger a major change, creating a virtuous circle. On this basis, we decided to present three paradigm shifts, or revolutions. The three revolutions that we think are needed are: A mental revolution. We've moved very rapidly from factory to information work. So rapidly that a large proportion of our habits of work, and habits of thought, have not kept up. We must learn to understand how our minds work much better than we do at present. A revolution in measurement. Work in factories was concrete and clear. The longer an employee stood at a conveyor belt, the more work he got done, at least in principle. This way of thinking is incompatible with information work. Rather than continue to measure diligence and quality of work according to the time elapsed, we have to make a meaningful switch to measuring achievement, not only in quantity, but also in quality and added value. A hard

worker is not someone who sits in an office for a long time, but someone who gets a lot done.

A self-management revolution. Factory management was mainly external management. Brainwork is different. External management is of course still very important, but it is not enough. Brainwork will follow us everywhere, even into our everyday lives, if we do not learn much better self-management. Instead of blaming everything on our environment, we need to take greater personal responsibility. These three revolutions are at the heart of everything. If theyre not understood and accepted, the whole thing falls apart.

factory

mind

time

achievement

external

internal

Based on our observations in the 925 Project, we have created a very simple model to describe the five things that make up a good working environment. We call it the 925 Diamond. The five components are: Meaning. It is important that people feel that their work serves a greater purpose. This is influenced by the work community's mission, vision and values, as well as the company's external valuation. Roles. It is important that employees feel that their role in the workplace is clear and fair, and that they have enough influence on how they choose to do their job. Ways of working. A good workplace is constantly improving work habits by identifying poor or ineffective ways of working and replacing them with better, more meaningful ones. These methods may be applied to meetings, e-mail practices, workspaces,

to think boldly. We believe that its possible to increase happiness by emphasizing community, strengthening people's feelings of achievement, and providing them with opportunities for professional development. Life. Even when all of the above is under control, a great deal still depends on the general condition of a persons life. This can be affected by both physical states (health, sleep, nutrition) and mental states (attitude towards life, peace of mind), not to mention human relationships.

and existing workplace processes. Joy. Research shows that happiness and joy in ones work significantly increases job satisfaction as well as such factors as the ability

meaning

roles

ways of working

joy

Polishing the 925 Diamond is a long process that is never fully completed.

life

In addition to the development of the workplace, everyone can significantly improve their everyday work and bring a much more sensible order to their work week. On this basis, we have developed the 1234 Ladder, which consists of the following four steps: 1. Much of our week is spent on automatic pilot. Were in such a hurry that we dont have time to gain any insight about the demands of our jobs, to question anything, or to think in a different way. Thats why its important to establish the following habit: practice keeping one idea that demands insight in the back of your mind and think about it in free moments, for example on business trips or during breaks, jogging or lunch. This is a way to make use of the subconscious. 2. Our minds are very restless, and there's a huge number of things left undone that, if ignored, can impair our thinking capacities. So learn how to clear your mind using a two-step model. Write down a list of things left undone, then complete them and cross them off when you have a free moment. 3. Point three has a key role as we seek to shift our priorities from reactive to proactive. Identify what is

4 3 2 1 goals

hours

removals

question

essential, that is those things that are important at this moment, and will bring you more joy and satisfaction. Learn how to prioritize them, and restrict your prioritization to a maximum of three items. For example, three essential things to complete this autumn, and three important things to be done every week. And be sure to reserve enough time on your calendar to complete them, otherwise they will be buried by reactive tasks. 4. Getting something done is not the only essential thing. Quality is also important. At the same time that youre concentrating on your three major tasks, seek to increase their quality. It often takes time and concentration. Instead of focusing on eliminating the bad, concentrate on increasing the good in your workday and work week. Focus on spending at least four good proactive hours a day. This number may seem small, but even reaching this goal can often be

37 %

hard work. Our observations show that four hours can go a long way, as long as those four hours are really good ones. On the basis of observations we made during the 925 Project, we believe that the above model works best when you use it just as stated, and try to make it a habitual way of thinking and working.

My inbox is out of control

But only if were capable of achieving it.

We believe that all of the above would solve a very large part of todays work problems.

And, unfortunately, thats a big if. Because research, and our observations, have shown that the hardest part of the project is making the change. For this reason, the last part of the book is dedicated entirely to this subject. How is change really possible? The core of the entire third chapter is a succinct statement of a very simple, basic idea: Change requires will power, which is a limited resource. A habit requires significantly less will power than a conscious decision. Creating new habits is therefore essential.

72 %
I dont plan my weeks in advance

It is smarter to create new habits than to try to change old ones.

Of course, creating new habits is not easy. It is therefore essential not to try to change everything at once. Instead, try to identify the areas which would have the maximum benefit and begin by focusing on them. Based on research and our own observations, change can be facilitated if the problem and the goals are as clear as possible. They can prevail when there is relative unanimity about them. You shouldnt attempt a change with a scowl on your face. In other words, to make a change, we need both the will and ability to change.

team brag attitude

enjoy

focus

habit

Our goal was to understand why, even when we recognize the problem, nothing happens.

Our goal was to simply make a change. Weve broken the journey toward change down into the following sections: The important thing at the beginning is to assemble a team that wants to change. After that, the group will have the right, enthusiastic attitude. Since you cant change everything, you should begin by focusing on changing that which would have the greatest impact. Change is always hard. The faster you can create a new model of work, the better.

51 %

Change does not have to be one big pain. Rejoice in the journey, even the mistakes. Start talking about changes as fact, and start

I feel ashamed of how I prepare for meetings

earlier than you need to. It makes it easier.

What does all this mean in practice? What are the new habits that weve tested along the way? We developed 50 habits that we believe will work almost anywhere. They can be skimmed one by one and tried out a few at a time. Some of them will work for some people, some for others. Below are five examples. Be open, flexible, enthusiastic and creative. Make up some of your own. Improve your working life a step at a time.

with kids or pensioners. If they dont get them, simplify! Most of our missions are way too distant and big. Create also short term mini-missions, missions of the week or month

Roles

Let employees write their own version of their job description. We have chief officers of

Some examples of 50 tested ideas.

Meaning
Instead of just innovating new perfect values, make an honest research. What are the real existing values of your company today. The language we use is too complicated. Test your vision and mission statements either

everything except for time. Hire a CTO, Chief Time Officer who analyzes where time of the employees really goes Everyone has special skills. Identify them. What are the superpowers among your employees. And actually call them superpowers.

Ways of Working

Shorten your default meeting time from 60 minutes to 45 minutes and have a 15 minute break inbetween them.

Create a library space into your office for uninterrupted work where no one is allowed to speak or interrupt. Make a special deal with a nearby cafe in order to create a 3rd space, something that employees can use for working.

Life

Allow people to do some form of exercise during the day and count these hours as work, not as a leisure because that improves quality of thinking. Take a nap and create a space for that. Old, great idea that happens almost nowhere. Make certain that you have

Joy

If people know each other a little bit better, it increases creativity. Organize a special dinner where people reveal their secret passions an / or dreams. Oraganize theme weeks few times in a season (mind food week, sleep better week, just listen week etc) Buy special gifts to office that can be given by surprise, if someone does something great.

four, good quality working hours every day. Plan them in the morning, evaluate them in the evening,

The journey will not be easy, nor short. Thats why it is best to start today.
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