Dr. Cal Newport

Well, the other thing that happens, by the way, too, it's not just who's capable of working more get these advantages.

There's these other unpredictable inequities.

I talked at a law firm once years ago about deep work, and I was invited by a group.

It was actually a group of women lawyers who had a reading group.

And they said part of what was happening at this law firm is that people who were disagreeable,

like just sort of gruff and jerks, would get asked to do less of what they would call non-promotable activities or can you organize this or whatever, which meant they had more time to do deep work, which meant they would do better and they would rise faster.

And then what was happening then was you had accidentally built a system that said, let's make sure we have a fast track for like our most disagreeable employees to the partnership level and

Where actually you need to be pretty agreeable because your client acquisition is really on the partners.

And so they accidentally had pushed towards this inequity.

And these type of inequities happen all the time when we leave it like haphazard.

And okay, so who's doing less work?

It's like, well, I just sort of like...

I'm gruff and people don't like me or I have something going on at my house that means I don't have the same time to do this.

And you end up pushing people up these paths that might not be who you really want to select because you're selecting for things that are sort of unrelated to their actual underlying talent or like how much they can actually produce.

And so I'm with you on that.

Yeah.

I mean, my proposals – I've thought about this a lot – is, okay, if you're going to do hybrid work – and I proposed this in Atlantic article recently, which created some positive, some negative waves.

I was like, here's the way you should do it.

Synchronize the schedule.

Here's at-home days.