As the CEO of a nearly 1,000-person workforce spread across 60+ countries, I thought a
four-day workweek made sense for my company, so I tried it. And it didn’t work.
Leading a globally distributed workforce means I’m constantly thinking about how and
where people work. In theory, the idea of a four-day workweek was aligned with how our
company operated, and it seemed like a natural experiment. Our employees already
worked across different time zones, countries, and workweeks, and we’ve long believed
people should be measured by what they deliver, not by how many hours they spend sitting
at a desk.
The idea started from a simple premise: Could we give people more time back, create a
better employee experience, and still deliver the same or better outcomes for our
customers and the business?
