book.chapter The end of the traditional weekend

Many intelligent people tolerate inconveniences and irritations in their jobs that intrude on their personal lives. For example, technology enables employees to respond to work emails over the weekend, and many people do so regardless of whether they are actively working. As a result, most employees struggle to balance their personal and professional lives, and drastic measures are necessary to restore this equilibrium. While most people willingly check work email on Sunday yet balk at taking Monday afternoon off for leisure, prevailing attitudes dictate that every minute should involve productive activity. The standard business model holds that long, grueling hours are the price of marketplace success. However, some companies reject this notion. One such company is Semco S.A., a Brazilian business operating for over 50 years. Semco is highly unusual in many respects. Notably, the company encourages all employees to question and challenge every corporate practice. By prompting people to think about why things are done in specific ways rather than blindly follow instructions, Semco fosters critical thinking. The company operates on the principle that engaged, motivated workers are more productive than those subjected to arbitrary rules and dress codes. Semco comprises a diverse federation of 10 businesses that aim for synergies by collaborating. When evaluating new ventures, Semco applies three fundamental criteria: complexity, typically in highly engineered fields; premium market positioning to justify charging higher prices; and a unique niche conferring major player status so that Semco's disappearance would spark customer complaints. Additionally, Semco grants employees total freedom in structuring their work schedules. They can arrive and leave when desired, choose between working from the main office, home, decentralized satellite offices, or even exclusively nights if a project so demands. By removing obstacles that disrupt people's lives, Semco enables them to find balance. Everything from fostering innovation and change to allowing customized schedules aims to help employees equilibrium their personal and professional priorities. Another novel Semco program called "Retire-A-Little" lets every employee acquire as much retirement time as wanted from the company. For instance, a worker may opt to take one afternoon off weekly, about 10% of total work hours. Semco then pays them around 7% less, partially subsidizing the free time, and issues a voucher redeemable for pay when that worker eventually retires and works those hours for Semco. Moreover, Semco lacks organizational charts, business plans, five-year goals, mission statements, job descriptions, career plans, employment contracts, or close employee oversight. Instead of dictating corporate identity, Semco lets workers shape it organically through their initiatives and interests. All these measures help employees passionately pursue their priorities alongside their jobs. By enabling people to work when it suits them and engage in other activities when desired, Semco restores work-life balance. In turn, employees feel more motivated to create and produce. Despite seeming eccentric, Semco's approach is tremendously effective. Founded in 1954 by Ricardo Semler's father with 90 employees generating $4 million in industrial manufacturing revenue, Semco now boasts 3,000 employees and $160 million in revenue following the introduction of Ricardo's management philosophy. Rather than hollowly insisting employees demonstrate passion, organizations should enable occasional exhilaration and autonomy so people can proudly accomplish things their own way. People can soar when they find equilibrium between their personal and professional realms. For most, life is out of balance, but the time afforded by Semco's seven-day weekend concept helps restore harmony. In the end, intelligent individuals tolerate workplace irritations because prevailing attitudes dictate that productivity trumps personal needs. However, Semco proves another model is possible – one where employees drive corporate identity and structure through their passions and initiatives. The result is a dynamically balanced workforce and thriving business.