Ron Friedman

And what happens when you have a week to do a single, you have a single day to cram a week's worth of work, you look for ways to create more time.

And for a lot of workers, that means coming in late or working on, coming in earlier or staying late or working on weekends.

And that approach can serve you in the short term.

But if you keep working like that, invariably you're going to burn out.

I think the key is getting clear with your team on when we're going to be monitoring our message and when we're all going to log off.

And I think this assumption that we all need to be available for each other all day long is not just wrongheaded, but counterproductive.

And so if we as a group can agree that between, let's say, 9 to 11 every morning, we're going to focus on getting our work done.

But between 8 and 9 in the morning and then 11 to 12 in the morning, we're going to check our messages.

That's a perfectly reasonable response.

Now, of course, there are going to be variations depending on what industry you're in.

So an approach that can work for a creative team might not work for a PR team.

But the point is to be deliberate and intentional about how you're carving out time instead of just assuming that focus is something individuals need to find time for.

I think there is, but I think that what it ultimately comes down to is, A, carving out time for non-email hours.

But beyond that, one of the things we find that super teams do more often is that they write out standard operating procedures that detail how a project is supposed to be done instead of relying on people to contact their teammates with constant questions.

The more specific you can get about how things are done the right way, the less communication you need to have.

And so that's another way of freeing people up from the constant communication that unfortunately sinks too many of our days.

Saigon, starring Kelly Marie Tran and Rob Benedict.

That's exactly right.

So you often hear about CEOs who call everyone back into the office with the assumption that the team will be more effective and closer knit if they're all in the same location.

And in fact, there's research showing that there's actually conflicting research on this.