思與行-企業(yè)如何實(shí)現(xiàn)基業(yè)長(zhǎng)青

2Think:Act43INTHISISSUEtothecenterofthedebate.FromthatCarloPetrini,Photos:AXELMARtENsPhotos:AXELMARtENs/AGENtURFoCUs,PhILIPPhoRAKinthisissueThink:Act433 societythat4Think:Act43inthisissue issues."Photos:DAVIDMAGNUssoN,JULIAsELLMANNPhotos:DAVIDMAGNUssoN,JULIAsELLMANNinthisissueThink:Act436inThink:Act436Think:Act4322leadersagreethatbuildingasustainableorganizationyauRyauRTMEFormillenniahumanshaveseentimeasanasset,withlastingimplicationsforthewayweworkandlive.FINDFINDYOURPACE36Theforeverfirms36Companiesthatstayinbusinessforcenturiescanoffersomelessonsonhowtostayinitforthelonghaul.40Thepowerofthepurposefulpause40theytheyareforced48slow-washing48WhetherTaiChiorgettingclosetoanimalsornature,sometimespentWhetherTaiChiorgettingclosetoanimalsornature,sometimespentawayfromyourroutinecanyieldunexpectedductionismakinginroadsamidconcernsthat,forsome,itisonlyamarketingtactic.ThecycleofmoneyWhentheuptimesend,itcanleadtointrospection,betterinvestmentdecisionsandnewinnovationcycles.2COMPANESTHATGoTSLOWManyenterprisesspurnbreakneckgrowth,insteadchoosingamore deliberateandsustainablepathtosuccess.PhOtOS:PhOtOS:JEDELACRUZ,JULIASELLMANN,CURtISBROWNinthisissueThink:Act43afreshapproach.62GivingwomenmorerunwayAustrianAirlinesCEOAnnetteMannweighsinondiversityacrossherindustryandwhyairtravelisheretostay.LegendarydesignerandUXpioneerDonNormanwantstoseehispeerstakechargeandhelpsolvehumanity'sproblems.78PreparetoberecaffeinatedCoffeeisaneffectivelurebacktotheoffice,butitseffectsonproductivitymakeitmorethanjustaperk.82Threequestionsto...VeteranfoodexecutiveNirenChaudharyexplainshowgratitudehasshapedhisleadershipstyle.InIdeasforAction,RolandBergerexpertsoffercleardirectionsandpracticalnewapproachesforaddressingcurrentbusinessdilemmas.Signupforfreetolearnmore:/subscribe-ifaAccessourarticlesForeachissueofThink:ActMagazineyoucanread,hearandevenwatchselectedfeaturesonyourfavoritedevices:/en/find-your-pace7FINDFINDYOURPACE8Think:Act43Puttingafgureon…watersecurityHowmuchoftheestimated1.39billioncubickilometersofwateronEarthisavailableforhumanuse–97%isoceanwaterandtheother2%ispollutedorinaccessible.?6xTheapproximateincreaseinglobalfreshwaterconsumptionsince1950,duringwhichtimethesteepestincreaseoccurredbetween1950and2000,plateauingsomewhatsince.ILLUSTRATION:ILLUSTRATION:JULIAZIMMERMANNHowmanypeopleliveinacountrythatis"water-stressed,"meaningitwithdraws25%ormoreofitsPhOTOS:ASCENTXMEDIA/PhOTOS:ASCENTXMEDIA/GETTYIMAGES,COURTESYOFWILLIAMURY?Howmuchofannualfreshwaterconsumptionisusedbyagriculture,followedby16%bymunicipalitiesforhouseholdandserviceuseand12%byindustry.SOURCES:CENTERFORSTRATEGICANDINTERNATIONALSTUDIES,OURWORLDFoodforFoodforALLTOOOFTENinconflictsituations,wereactoutoffearorangerandendupgettinginourownway.Instead,gotoanimaginarybalcony—aplaceofcalmandperspectivewhereyoucankeepyoureyesontheprizeandseethebigpicture.Breathe,takeabreak,takeawalk.Startbystopping.Whenconfronted,wetendtodigintoourpositions,makingitharderfortheothersidetogetwhattheywant.Instead,makeiteasierforthem—easiertomakethedecisionyouwantthemtomake.Writetheirvictoryspeechinwhichtheyagreetowhatyouwant.Inotherwords,buildthemagoldenbridge:anattractivewayforwardtoamutuallysatisfyingagreement.Weusuallyseejusttwosides,usagainstthem,battlingitoutforaunilateralvictory.Instead,engagethethirdsidethepeoplearoundyouwhocanhelp,ateamofcolleagues,friends,alliesandneutrals.Buildawinningcoalitionforapositiveagreement.Wemaynotbeabletoendconflicts,butwecantransformthewaywedealwiththemfromdestructivefightsintocooperativenegotiations.Thekeyistounlockourinnatenaturalpotentialforcuriosity,creativityandcollaboration.Sinceconflictsaremadebyhumans,theycanbechangedbyhumans. isanegotiationexpertandtheauthorandco-authorofseveralbooksincludingthebestsellerGettingtoYes.Hismostrecent,Possible:HowWeSurvive(andThrive)inanAgeofConflict,waspublishedin2024.ataglanceThink:Act439GettoGettogripswithnewindustrylingoinafashwithourstripped-downexplanationsofthelatestjargon.ofcourse,themost93powerful93usedbymankind."ThecatchalltermforanewbreedThecatchalltermforanewbreedofworker(andtheaccompanyingnewmindset)flaggedbyBritishauthorandfutureofworkexpertJuliaHobsbawm.Ascommercialrealestatemarketsarereelingandemployersstruggletobringstaffbacktotheoffice,thisemergingarmyofgigworkersvaluestheirtimeasmuchastheirfreedom,heraldingapermanentshiftinhowandhowmuchwework.10Think:Act43ataglanceBestBestpracticesuccessfullysuccessfullySpeechcoachingusuallyfocusesonformalpresentations,Speechcoachingusuallyfocusesonformalpresentations,MattAbrahams,"thecommunicationguy"attheStanfordbutmostrequeststospeaktendtocomeoutoftheblue.howtorespondspontaneouslywithoutgettingfustered.GraduateSchoolofBusiness,ofersasix-stepcourseon√√√spontaneityUseaready-madetemplatetostructureyourspeechonthefly,theUseaready-madetemplatetostructureyourspeechonthefly,thewayjazzmusicianssticktoafewchordswhentheyimprovise.OneofthebestWhenitcomestospontaneousspeaking,goodenoughisgreat.Improvisationalcomediansadvisenovicestand-upcomicssation.Asktheaudienceaquestionsoyoufeelyouaretalkingwithsomebody.Prepareananxietymanagementplantohelpyoucopewiththeevent,suchasBOOM:Bepresent-oriented–thinkaboutthepresentmoment;Observeyourmovements–slowyourgesturesdown;Oxygenateslowly–letyourexhaletaketwiceaslongasyourinhale;Mantra–thinkofaphrasetohelpyoufocus,suchas"It'snotaboutme–mycontentiscompelling."ThinkFaster,TalkSmarter:HowtoSpeakSuccessfullyWhenYou'rePutontheSpotbyMattAbrahams.256pages.SimonElement,2023.PhOTO:ShANANOVAKPhOTO:ShANANOVAK/GETTYIMAGES|ILLUSTRATION:JULIAZIMMERMANNexactlywhatyouthinkwithoutthinkingofyourresponseasaperformance.Whenyoudoslip,trytothinkofyourmistakesasthe"missedtakes"inthemakingofafilm–youarejusttryingtomakeyourpoinafewdifferentways,inthesamewaythatafilmcrewstructures:What?-Sowhat?–Nowwhat?Youstartwithyoursubject(what?),explainwhat'simportantaboutit(sowhat?)andthensuggestwhatyouraudienceshoulddowiththatinsight(nowwhat?).Ifyoucanalsoshapeyourpointsintoastory,youwillfinditeasierexperimentswithdifferenttotellandyourlistenerswillfinditeasierexperimentswithdifferenttotellandyourlistenerswillfinditeasiertoremember.audienceapproachestothesamescene.Sometimesthebestwayto√Forgetit'saspeech√Focus√Forgetit'saspeech√FocusyourmessageAfocusedmessageisprecise,relevant,accessibleAfocusedmessageisprecise,relevant,accessibledimensionsatonce.Startwiththeoneyouthinkwillmattermosttoyouraudience.Trytothinklessaboutyourselfandmoreaboutyouraudience.Ifyouarerespondingtosomething,tryanotherimprovtechnique:insteadofThisnudgesyoutolistenhardertowhattheotherpersonisacomment.Makesureyouunderstandyouraudience:askclarifyingquestions,paraphrasewhatyouhaveheardandifyouthinksomethingimportantinthemeetingwentunsaid,sayit./en/abrahamssaying.Finally,likeanathlete,ifyoumissashot,don'tdwellonit–instead,focus/en/abrahamsataglancEThink:Act4311impactaPOBoxinPanamaaPOBoxinPanamaandademandforofthefirsteverransomwareattackcarriedoutbyJosephPoppin1989nowseemratherquaint.Todaycryptocurrencyhelpscriminalsoperateoutsideregulatedinstitutionstotakecomputersorentirenetworkshostage,with98%ofcyberransomscarriedoutoverBitcoin.Atotalof4,399ransomwareattacksweretrackedin2023–a70%increaseover2022–withtotalransompaymentsransompaymentsthatyearexceedingincreaseisduetotalvaluecomingfromtransactionswhichjust59%waspaidbyastand-alonecyberinsurancepolicy.evenhavetowritethecodethemselves:Theriseofransomware-as-a-service(RaaS)–demand"–isbehindactiveransomwarevariants.Perhapsincreasedsecurity,increasedsecurity,lawenforcementandscrutinyofthecryptocurrencyindustrywilleventuallybeattheransomwaregangs,ingrosscyberinsurancepremiumswerewrittenin2022–afigureforecasttoreachupto$25SOURCES:SOPHOS,REUTERS,12focusInthisissuewelookathowadoptingamoremeasuredapproachcanhelpabusinessthrive.FINDFINDYOURPACEStrategicSlowneSSThink:Act4313FINDFINDYOURPACEwordsbyGEOFFPOULTONphotosbyJULIASEllMANN14Think:Act43StrategicSlowneSS14forcarlhonoré,therealizationcameinFINDYOURPACERome'sFiumicinoairport.Hewasfickingthroughanewspaperwhenthewords"one-minutebedtimestory"leaptoutathim."Couldthisbetheanswer?"hewondered.Histhentwo-year-oldsonlikedslow,mean-deringtalestofallasleepto,yetthewriterfrequentlyfoundhimselfrushingthroughtheritual,eagertomoveonthroughhisnever-endingto-dolist.Butthenhecheckedhimself:"HaveIgonecompletelyinsane?"Onthefighthome,Honorérealizedthatalmosteveryoneheknewwasobsessedwithpackingasmuchaspossibleintoeveryday,rushingfromonethingtotheFINDYOURPACEHevowedtoseeiftheremightbeanybeneftstoresistingthis"cultofspeed"andtheresultingbook,2004'sInPraiseofSlow,detailshisdiscoveries.TwomorebooksandaTEDtalkfollowed,butHonorésayshefrequentlyfeltlikealonevoiceinthecrowd.Now,20yearsaferInPraiseofsnail'space.Thereareplentyofbeneftstospeed.Pushingtheenvelopebeyondpreviouslyimaginedtemporalboundarieshasledtoworld-changing,life-savingcreationsanddiscoveries,fromspaceex-plorationtovaccinations.Onanindividuallevel,afast-paced,busylifecanbeinvigorating,givingusfeelingsofstatus,valueandpurpose.ButasOliverBurkemanremindsus,thethingaboutmodernlifeisthattherewillalwaysbemoretodo:"Constantlylookingsnail'space.Thereareplentyofbeneftstospeed.Pushingtheenvelopebeyondpreviouslyimaginedtemporalboundarieshasledtoworld-changing,life-savingcreationsanddiscoveries,fromspaceex-plorationtovaccinations.Onanindividuallevel,afast-paced,busylifecanbeinvigorating,givingusfeelingsofstatus,valueandpurpose.ButasOliverBurkemanremindsus,thethingaboutmodernlifeisthattherewillalwaysbemoretodo:"Constantlylookingtoincreaseyourpersonalcapacityandabilitytogetthroughmorethingsseemstomissthepointofafulfllingandproduc-tivelife,"hesaysinaninterview.Attheheartofthismatterisourrelationshiptotimeandhowwespendit–somethingthathaschangedsignifcantlyoverthecenturies.InPraiseofSlowbyCarlHonoré.320pages.Orion,2004.Inrecentyears,Honoréhasbeenjoinedbyagrowingnumberofrenownedauthorsandthinkershighlightingthebeneftstoslowingdownandvary-ingthepace.ThepresenceofbookslikeJennyOdell'sHowtoDoNothing,OliverBurkeman'sFourThousandWeeksandCalNewport'sSlooninternationalbestsellerchartssuggestsames-sagethat'sstrikingachord.Whichisn'ttosayweshouldallpullaInPraiseofSlowbyCarlHonoré.320pages.Orion,2004.Think:Act4315WEAREOBSESSEDwithtime.It'sasubjectthatBurkemanexploresinFourThousandWeeks,arefer-encetotheapproximateamountoftimewespendonEarthifweliveto80yearsold–theideabeingthat4,000weekssoundslikeaworryinglysmallperiodoftime."Arguably,timemanage-mentisalllifeis,"hewrites.Yet,timemanagementofenfocusesonhowtogetthroughasmanytasksaspossible."Theworldisburstingwithwonder,"andyetmostproductivitygurusseemtohavemissedtheideathat"theulti-matepointofallourfreneticdoingmightbetoexperiencemoreofthatwonder."FINDYOURPACEItwasn'talwaysthisway.Afewhundredyearsago,dailyscheduleswerelargelydictatedbynaturalphenomenaliketides,daylightandweather.ThencametheIndustrialRevolution,andinthesecondhalfofthe18thcenturyourrelationshiptotimebegantochange.Factoryownersneededasyn-chronizedworkforceandworkinghoursbecameacommodity.Suddenly,timewasturnedFINDYOURPACEAndsoitcontinuedintothe20thcentury,withlandmarkbreakthroughslikeFord'sassemblyline,whichcutthetimeittooktomakeacartojust90minutes.It'saroundthistimethatourfxationonefciencyseemstostartbleedingfromworkintogenerallife,writesJennyOdellinSavingTime:DiscoveringaLifeBeyondtheClock,herfollHowtoDoNothing.Shereferencesa1925bookbysocialpsychologistDonaldLairdcalledIncreasingPersonalEfciency,whichis"shotthroughwiththeculturalmoment'sfxationonspeed,masteryandasingle-mindedmissiontocutouttheuseless."Sud-denly,thelanguageusedbyfactorymanagerswasshowingupinthecontextofpersonaldevelopment.OVERRECENTDECADES,digitalinnovationhasuppedtheanteevenfurther.Inbusiness,it'snolongerhoursandminutesthatcount,butsecondsorless.Amazonestablishedthatevery100millisecondsoflatencyonitswebsitecostthefrm1%insales.In2006,Googlefoundanextrahalf-secondingener-ationtimeonitssearchpagedecreasedtrafcby20%.Beingslowcostsmoney.Youprobablydon'tneedanyremindingthatonecenturyaferDonaldLairdpublished16Think:Act43StrategicSlowneSSAIncreasingPersonalEfciencyourobsessionwithspeedandaccomplishmentisnowfrmlyentrenchedinbothourworkandourprivatelives.Indeed,researchshowsthat"productivityorientation"nowhasafrmholdonhowwespendourleisuretime.ATechmayevenbemakingusthinkthattimeispassingmorequickly.Researchcon-ductedatAustralia'sJamesCookUniversitysuggeststhatconstantuseofsmart-phonesandcomputersmakesusmoreefcientatprocessinginformation,trickingourbrainintothinkingthattimeispassingfasterthanitreallyis.Whileitmighthelpustoworkmoreswifly,italsomakesusfeelmorepressured.FINDYOURPACEItwasn'tmeanttobethisway.Someeminentthinkersbelievedthequantumleapsintechnolog-icalinnovationshowninthe20thcenturywouldsoonusherinamoreleisurelypaceoflife.In1930,JohnMaynardKeynespredictedthatwithin100years,mostpeoplewouldworkjust15FINDYOURPACEotherinterests.Inreality,however,averageworkinghourshavechangedlittlesincethe1970s.SoinsteadoflivingthelifeofleisureKeynesforecasted,wecurrentlyfndour-selvesinatechnologicalparadox–thegeographicand(apparent)temporalfreedomgrantedbymobileinternet,smartphones,laptops,ZoomandSlacksitsuncomfortablyalongsidethestress,distraction,overwhelmandburnoutcausedbyconstantconnectivityandafawednotionofproductivity.Burkeman,whoisaself-proclaimed"reformedproductivitygeek,"referstothe"deliciousirony"ofhowtechnologyofersthepotentialofhelpbutactuallyendsupmakingthingsworse."Technol-ogyofersmanywaysforgettingontopofallthe'stuf'thereistodoinmodernlife,"hesays(appropriatelyviaZoom)."So,Ithinkthere'sanextralevelofdis-illusionmentthatoccurswhenpeopleintegratetheseappsanddevicesintotheirlivesandthenstillfeelover-whelmedandburnedout."StrategicSlowneSSThink:Act4317NOWHEREISTHISMOREAPPARENTthanatwork,andparticularlywithofce-based"knowledge"jobs.CalNewport,acomputerscientistatGeorgetownUniversity,believesthisislargelyduetoanout-datedapproachtoproductivity.Inhislatestbook,SlowProductivity,Newportexplores"thelostartofaccomplishmentwithoutburnout."Ourcurrentdefnitionofproductivityisbroken,heargues,leavingagrowingnumberofworkerstrappedwithjusttwoapparentchoices:jointhehustlecultureorsacrifceambitionaltogether.Whichposesapertinentquestion:Howthehelldidwegethere?Untilthemid-20thcentury,pro-ductivitywasasimpleheuristic–growormakeaproductmoreefcientlyandincreasethemarginstomaximizeprofts.Butthenmoreandmorepeo-plebeganworkinginofces,performingcognitivetasksandthetraditionalapproachtoproductivitynolongerapplied.Tosolvetheissue,companiesusedvisibleactivityasaproxyforactualproductiv-ity.This"pseudo-productivity,"asNewportcallsit,islargelywhyknowledgeworkersgatherinofcesandadheretothesame40-hourworkweekorigi-nallydesignedtomanagethephysicalexertionsoffactorylabor.It'salsowhyweexperienceinternal-izedpressuretovolunteeror"performbusyness"whenthebossisnearby,hewrites.Thishasevenledtobusynessbecomingsome-thingofastatussymbol–yetanothercontributingfactorinourapparentinabilitytoslowdown.Researchbythesameteambehindtheworkonproductivityorientationfoundthatweperceivebusypeople(whethertheyactual-lyareormerelyappearso)asimportantandimpres-sive.AdamWaytz,apsychol-ogistandprofessorofman-agementatNorthwesternUniversity'sKelloggSchoolofManagement,alsocitesrecentresearchthatsug-gestspeopleconsiderthosewhoexerthigheforttobe"morallyadmirable,"regard-lessoftheiroutput."Thesys-temsmostpeopleworkinde-mandproductivity,growthlNDEMANDPRODUCTV·YYPTDOlEsrAYPTorATLEAPsychologistandprofessorattheKelloggSchoolofManagementandproft.Andthesesystemsfunda-mentallydemandthatpeoplestay–oratleastappear–busy,"saysWaytz.Thethingis,allthisbusynessandarelentlessfocusonproductivityisn'tjustbadforourmentalandphysicalwell-being–it'salsonotconducivetogoodwork.Acommonsymptomofourgrowingobsessionwithspeedandef-ciencyisthetendencytomultitask.Butmultitaskingcanreduceproductivitybyasmuchas40%.Constantlycheckingemails,SlackorWhatsApptakesourbrainsawayfromwhatwewereprevi-ouslyfocusingonandittakesanaverageof15minutestoreorienttoaprimarytaskaferadistraction.Multitaskingcanalsocreatea"bottleneck"efect,prevent-inginformationfromfowingfromonepartofthebraintoanother.FINDFINDYOURPACETHECOMBINATIONOFDISTRACTIONlackofappropriatemeasuresofproduc-tivityandefectivenessmakesithardertoaccomplishwhatNewportcalls"deepwork."Instead,we'remorelikelytotickofshallow,moreconcretetasks."It'ssafertochimeinonemailthreadsand'jumpon'callsthantoputyourheaddownandcreateaboldnewstrategy,"hewritesinSlowProductivity.Butlargeworkloadsandarelentless,unvaryingschedulearebadforourbrain–thekeytoolinmostknowledgesectorjobs.Thehumanbrainhastwofundamentaloperatingprograms:Theexecutivecontrolnetworkdirectsittocompletespecifictasks;thedefaultmodenetworkisourbrainatrest.Weneedthelattertodaydream,imagine,thinkaboutthepastandfuture–andbecreative.Thetwoshouldworkinharmony,buttoomuchstimulationcanleadtothedefaultmodenetworktakingabackseatastheexecutivefunctionjumpsfromtasktotask.Breakingoutofthiscycleandcarvingouttimeforquieterperiodsisn'teasy.That'spartlybecausewe'vebecomehabituatedtothiswayoflivingandworking.Whenwerepeatedlydoandseeothersdoingthesamethinginthesameway,ourbrainsstopregisteringitorquestioningtheseactions,saysTaliSharot,aneuroscientistatUniversityCollegeLondonandMIT."Somethingmightbecausingstress,butyoudon'treallyknowwhatitis.Habitua-tionmeansthestresscandecreaseovertime18Think:Act43StrategicSlowneSSFINDFINDYOURPACEbutstillbepresent.It'sonlywhenyouremovethisthingfromyourlifethatyousuddenlyrealizewhatanefectitwashaving,"sheexplains.Sometimes,dramaticorfundamentalchangesmaybetheonlywaytoachievethis–apandemic,forinstance,oragenerationalshif.DevonPriceisasocialpsychologistatLoyolaUniversityandtheauthorofLazinessDoesNotExist,whichlooksatwhy,despitedoingfarmoreworkthannearlyanyotherhumansinhistory,mostofusofenfeelit'snotenough.Now,thingsmayfnallybechanging,hesays.Thosewhohavecomeofagesincethe2008recession"don'ttrustinthemythsthatmanyofuswhoareolderwereconditionedtobelievein,aboutthevalueofhardworkandtheprofessionalworldsupposedlybeingameritocracy."Assuch,they'renotequatingsuferingatworkwithmoralityorvalueanymore.Or,asCarlHonoréputsit:"Youngerpeoplearelookingatpreviousgenerationsandask-ing,'OK,butwhatdidyougetoutofyour80-hourweek?Yougotabadbackandthreedivorces,right?Andprobablyaheartcondition."THESOLUTIONSTOTHESEISSUESaremanyandvaried.Onanorganizationallevel,it'simportanttoidenti-fythemomentswhenit'sOKtoslowthingsdown.Intheirnewbook,TheFrictionProject,StanfordUniversity'sBobSuttonandHuggyRaopointoutthat"strategicslowness"canenableimproveddecision-makingandbetterworkaswellasleavingemployeeshappierandmorefulflled.Theyiden-tifynumerousoccasionswhensmartmanagersshouldurgeemployeestohitthebrakes.Theseincludethetimebeforemakingirreversibledecisions,whensolvingcomplicatedprob-lemsandtoaccomplishcreativework.Slowingdowncanalsoleadtomoreethicalchoicesandcanevenhelpmitigatebiasesandstereotypes.LazinessDoesNotExistbyDevonPrice.256pages.Atapersonallevel,slowingdownintheworkplacecouldincludeanythingfromtakingregular"micro-breaks"toorga-nizingdesignatedfocusblocks,havingmeeting-freeFridays,four-dayworkweeks,vacationsorevensabbaticals.OfcoursediferentthingswillLazinessDoesNotExistbyDevonPrice.256pages.StrategicSlowneSSThink:Act4319andthatisconstantlyworkingfat-outisnolongertheanswer.AustriandesignerandartistStefanSagmeisterprefersamoreextremeapproach–buttheprincipleisthesame.Everysevenyears,the62-year-oldleaveshisNewYorkstudio,wherehehasworkedonprojectswiththelikesoftheRollingStones,HBOandtheGuggenheimMuseum,andtakesaone-yearsabbatical.Duringhistimeof,Sagmeisterpursuesothercreativeinterests,fromfurniturebuildingtoflmmaking,asandthatisconstantlyworkingfat-outisnolongertheanswer.AustriandesignerandartistStefanSagmeisterprefersamoreextremeapproach–buttheprincipleisthesame.Everysevenyears,the62-year-oldleaveshisNewYorkstudio,wherehehasworkedonprojectswiththelikesoftheRollingStones,HBOandtheGuggenheimMuseum,andtakesaone-yearsabbatical.Duringhistimeof,Sagmeisterpursuesothercreativeinterests,fromfurniturebuildingtoflmmaking,aswellasdreamingupnewapproachesforhiscommercialwork.Formostbusinessownersandmanagers,theprospectofsteppingawayfromworkandpickingupthereinsagainayearlaterisachallengingone.Sagmeisterwasnoexception."Iwasveryanxious,"herecalls."Itwas1999,ourstudiowassevenyearsold,thefrstinternetboominfullswingandevery-onewasinthebusinessofmakinglotsofmoney.Itseemedunprofessionaltocloseforayeartotrythingsout."Heworriedthestudiowouldloseallitsclients."Butnoneofthesefearsmaterialized."Laterthisyear,Sagmeisterwillembarkonhisfourth12-monthsabbatical.Eachtime,heTheFrictionProjectbyBobSuttonandHuggyRao.293pages.St.Martin'sPress,FINDYOURPACEARECENTSTUDYBYRESEARCHERSfromHarvard,NotreDameandtheUniversityofWashingtoncorrobo-ratesSagmeister'sexperience,fndingsabbatical-takersexperiencedsignifcant,positivechangesintheirworkandlife.It'snosurprise,then,thatthenumberofemployersoferingsabbaticalsisnowontherise,withresearchersgivingcompaniesstraightforwardadvice:"Ifyoufacilitatesabbat-icalsbeforeemployeesarepushedtothebrink,mostwillreturnFINDYOURPACEOfcourse,happier,healthierstafandamoreconsideredapproachtoworksoundsallverywellandgood.Butwhatimpactdoesthishaveonthetwometrics,which,forbetterorworse,remaintopofmindformostbusinesses:productivityandthebottomline?Clearandindependentlinksbetweenemployeewell-beingandcompanyperformanceremainthinontheground,buttherearenum-bersouttherethatsupportthisapproach.In2019,OxfordUniversityconductedasix-monthresearchprogramwithBritishtelecomsfrmBT.Itfoundthatworkersare13%moreproductivewhenhappy.Afurthermeta-analysisbysomeofthesameresearchersalsofoundthatemployeesatisfactionhasasubstantialpositivecorrelationwithproductivityandamoderateonewithproftability.There'sevenevidencetosuggestthatspecifcallygoingslowcanpayof.Backin2010,ajointstudybyHarvardandTheEconomist