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Given some of the discussions and sharings of best practices in other work-life balance threads on how we deal with "always being connected to our work," whether due to our habits, smart devices, etc., thought it interesting to share some strategies from this recent think piece the Myers-Briggs Company (yes, the company that other companies pay a lot of money to in order to guess your personality/likeliness to succeed πŸ€ͺ)

1. Create time and space to switch off - If you have extraversion preferences, recharge by doing something active, perhaps with others. If you have introversion preferences, recharge by doing something that allows you time to reflect or that you can become absorbed in.

2. Beware of information overload - If you have sensing preferences, stop and take a step back, focus on the big picture. If you have intuition preferences, stop going through all the possibilities. Ground yourself in the moment.

3. Create boundaries - If you have thinking preferences, consider your impact on others. If you have feeling preferences, find a balance between supporting others and looking after your own needs.

4. Find a work/life balance that suits you - If you have judging preferences, set boundaries with yourself and others regarding when you will and won’t use technology at home. If you have perceiving preferences, Avoid sending emails or requesting chats outside of normal working hours. And allow some time for other activities so that your workdays don’t become overly routine. Timeboxing, or converting your to-do list into blocks of time on your calendar, might help.

What do you think? Obvious platitudes for a good working environment? Or considerations worth getting deeper into?


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    Thanks for sharing this Justin - surely a good read.

    I think these are obvious platitudes for a good WFH environment just that it's written by HBR and relies on Myers-Briggs research so it is well structured and a smooth read πŸ˜…

    I have actually seen multiple posts here discussing these very points, sharing experiences and even going deeper πŸ˜›

    But not discounting the facts - I think all 4 are absolutely essential. The new thing I see here is the Timeboxing technique though, it seems easily implementable too.

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      Re: the platitudes point, I definitely think the statements themselves are obvious to most people who've spent time in any kind of organization. For me, at least, I'm more interested in what people implement to facilitate better balance.

      As you mentioned, I've enjoyed learning from the RC community, the members who share their specific experiences and practices - it's a great way to understand a bit deeper what people actually do to establish a functioning, if not ideal, environment where team members don't end up burning out.

      On my side, at my company, we try to implement an OKR style system to give people as much autonomy as possible within an agreed upon framework - we have an overarching objective and ideas of what performance metrics can help us to consider our actions a success. Time spent vs time to disconnect is up to the individual so long as the deliverables are there, and if you deliver, we don't question how you spend your time. I don't think anyone feels undue pressure, but I still certainly feel aggressive when going over performances/trying to encourage more output.

      Are there any specific ways you've seen that encourage performance while not encouraging an unhealthy level of "being on?"