Different Types Of Web Hosting

Different Types Of Website Hosting | Types Of Web Hosting And Their Differences.

There are many different types of web hosting services. So, it can be very difficult to figure out which type of web hosting you need or choose. Here we are giving 100% to explain the types of web hosting.

In the article, I hope to teach you everything you need to know about web hosting. There are many kinds of web hosting. I can easily see how people get confused so quickly. I will cover the following:

• Shared Hosting
• VPS Hosting
• Dedicated Hosting
• Managed Hosting
• Cloud Hosting
• Reseller Hosting
• Colocation Hosting
• Self Service Hosting
• Cluster Hosting

Shared Hosting

Shared hosting is a type of web hosting where a single physical server hosts multiple sites. Many users utilize the resources on a single server, which keeps the costs low. Users each get a section of a server in which they can host their website files. Shared servers can hosts hundreds of users. Each customer using the shared hosting platform’s server has access to features like databases, monthly traffic, disk space, email accounts, FTP accounts and other add-ons offered by the host. System resources are shared on-demand by customers on the server, and each gets a percentage of everything from RAM and CPU, and other elements such as the single MySQL server, Apache server, and mail server.

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VPS Hosting

VPS is short for a Virtual Private Server. VPS hosting is one of the most popular hosting services you can choose for your website. It uses virtualization technology to provide you with dedicated (private) resources on a server with multiple users.

It’s a more secure and stable solution than shared hosting where you don’t get a dedicated server space. However, it’s smaller-scale and cheaper than renting an entire server.

VPS hosting is usually chosen by website owners who have medium-level traffic that exceeds the limits of shared hosting plans but still don’t need the resources of a dedicated server.

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Dedicated Hosting

Dedicated hosting is a term used to describe web hosting packages that provide a dedicated server with dedicated resources to a single client. Dedicated hosting plans are ideal for WordPress websites with a very large number of visitors. Many WordPress hosting service providers offer Dedicated Hosting plans along with shared and VPS hosting plans.

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Managed Hosting

Managed dedicated hosting is an IT service model where a customer leases dedicated hardware from a managed hosting services provider. This solution includes servers, storage, and networking hardware. Because you aren’t sharing these resources with anyone else, it’s referred to as a single-tenant solution.

When you choose managed dedicated hosting, you get to choose your operating system while your service provider handles the administration, management, and support of your solution. And because you’re not sharing any of these resources with another tenant, you have access to the full performance capabilities of the hardware you’re leasing.

Cloud Hosting

Cloud hosting is a type of web hosting which uses multiple different servers to balance the load and maximize uptime. Instead of using a single server, your website can tap into a “cluster” that uses resources from a centralized pool. This means that even if one server fails, another kicks in to keep everything running.

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Visualize the cloud as a web of different computers which are all interconnected. As more machines are hooked up to the network, more resources are added to the overall cloud.

With cloud hosting, you get a part of the so-called cloud cluster. As opposed to traditional web hosting, where you get a certain amount of space from a single server.

The main benefits of cloud hosting include a major focus on uptime, isolated resources, easy scaling, and a dedicated IP address.

Reseller Hosting

Reseller web hosting is an option that involves one company (a hosting provider) renting hard drive space and bandwidth to another company (small-midsize business), who then rents the space to third parties (entrepreneurs-small business). Simply put, reseller hosting is the ability to provide hosting to your own clients as if you yourself were the web hosting company. This is typical for aspiring entrepreneurs who want to start their own web hosting firm or for current web developers and designers who desire to add additional services to their brand.

Colocation Hosting

Colocation hosting is a type of service a data center offers, in which it leases space and provides housing for servers. The clients own the servers and claim full authority over the hardware and software. However, the storage facility is responsible for maintaining a secure server environment.

Colocation services are not the same as cloud services. Colocation clients own hardware and lease space, with cloud services they do not have their hardware but lease it from the provider.

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Colocation hosting should not be confused with managed (dedicated) services, as the second implies the data center also assumes management and maintenance control over the servers. With colocation hosting, the clients are the one who is responsible for supplying, maintaining, and managing their servers.

Self Service Hosting

Self-service web hosting is done completely on your own. This is the most advanced web hosting. You need to have a place to rent that stores your server. Then you’re responsible for the cooling, power, bandwidth, hardware, system administrator, backups, etc.

Cluster Hosting

Cluster hosting is sometimes confused with Cloud or Grid hosting. It is simply a group of servers that operate together and act as one “mega” server. The big difference between cluster hosting and cloud hosting is cluster hosting is over a smaller area. For instance, there could be a cluster of servers along the eastern coast of the United States.

Cluster host is typically billed on an hourly or monthly rate.

About the Author :- RGB Webtech - Web Design & Development Company. We are a startup and innovative IT Company. We provide complete Web Design, Web Development, Digital Marketing and App Development solutions.

Thanks to RGB Webtech
https://www.rgbwebtech.com/blog/page/different-types-of-web-hosting

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Four Common Biases In Boardroom Culture

What Behavioral Psychology Can Tell You About The Human Dynamics Of Your Board.

The mythology of corporate boards goes something like this: put a group of high-achieving, experienced, strategy-minded, and diverse individuals in a room together. Add commitment and a lot of hard work. What you get is a top-notch board with a healthy culture that provides effective oversight. The reality, however, is somewhat messier. In practice, no boardroom culture is perfect. Every board is plagued by derailed discussions, dismissed opinions, side conversations, directors who dominate, and those who seem to be biting their tongue.

Boards are quite rightly spending a great deal of time thinking about composition issues such as director expertise and diversity as paths to more effective governance. But, according to a recent PwC report, “Unpacking board culture: How behavioral psychology might explain what’s holding boards back,” board members may be overlooking the importance of group dynamics—the human element and the biases that everyone naturally brings to the table.

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Applying the principles of behavioral psychology in the workplace is a popular trend in the corporate world for good reason. Building on foundational work by Nobel laureate Daniel Kahneman, George Loewenstein, Richard Thaler, and others, behavioral psychology offers valuable insights into the biases that help the brain order information and make decisions, and that influence the ways people judge themselves and others. In business settings, such as a meeting of a corporate board, these biases can cause people to over- or undervalue others who sit around the table, or the ideas they express. They can also influence collegiality, whether people feel “safe” enough to speak out, and the ability to nurture diversity of thought.

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It’s clear that improving board dynamics is an ongoing challenge facing modern companies. For two years running, PwC’s Annual Corporate Directors Survey has revealed that about half (49%) of directors believe that at least one fellow director on their board should be replaced. Here, we lay out how boards can spot the issues that may be holding them back in four key areas: authority bias, groupthink, status quo bias, and confirmation bias. Each has clear warning signs. And for each, equally clear techniques are available to combat the harmful effects.

Authority Bias

The boardroom needs experts. Directors are, of course, recruited for their skill sets and expertise. But as with the 30-year cybersecurity veteran who is automatically deferred to whenever anything related to cybersecurity or digital strategy comes up during a meeting, boards may rely too much on one director’s experience or opinion. They can become too influenced by that opinion, dismissing what others have to say or abdicating their own responsibility to weigh in.

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This authority bias can also be a product of a perceived power structure. PwC researchers have noted that boards may be more likely to prioritize the views of their male members, their long-tenured directors, or those with a commanding stature or tone of voice. As part of this pattern, boards can fall into the trap of waiting to hear from these authorities first or always giving them the last word. They can fail to provide important checks and balances against the expert. Some directors might be personally reluctant to push back against the prevailing view, or a CEO who is serving as chair, or the representative of a 30% ownership stake. In PwC’s Annual Corporate Directors Survey, 43% of directors on boards with an executive chair said it was difficult to voice a dissenting view—compared with just 35% of directors on boards with an independent or nonexecutive chair.

To minimize authority bias, board leadership can solicit views from each director in turn. This ensures that all directors have a voice on an issue—and also that people with expertise in one area speak up in other areas as well. If the same person has always had the last word, ask her to kick things off so that her idea can be discussed. Companies could also offer the board deep education opportunities in specialized areas to prevent members from relying too much on one director’s experience or to encourage board leadership to purposely withhold their own opinions until the end of the discussion.

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Groupthink

Boards can be effective only if they can come to a consensus. Let’s say a company is considering the launch of a significant new product, but five of the 12 directors have concerns going into a meeting on the topic. Some have discussed the issue among themselves before the meeting. Many are worried about how the full board discussion will go. In the meeting, one director starts to share his concerns, but the CEO quickly moves on. Over the course of the meeting, more and more heads start to nod along. No parts of the strategy for this new product have changed. But now the entire board appears supportive, including the director whose concerns were dismissed.

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Though consensus-building is important, boards may be too inclined to seek harmony or conformity. This can lead to groupthink, a much-written-about challenge facing companies in which dissenting views are not welcomed or even entertained. In fact, though most boards work to solicit a range of views and come to a consensus on key issues, the 2020 edition of PwC’s Annual Corporate Directors Survey found that 36% of directors have difficulty voicing a dissenting view on at least one topic in the boardroom. The reason most commonly cited by directors for stifled dissent on their board was the desire to maintain collegiality among their peers.

To minimize groupthink, consider leveraging the board’s assessment process. Seek input during individual interviews or questionnaires, when directors may feel more able to express themselves freely, on whether dissent is discouraged. If a certain director seems to be a contributor to the problem, board leadership should have the difficult conversation about how to change the dynamic. Leaders can also bring in outside advisors to share a new or dissenting view on issues, solicit opinions from each director on controversial matters, and, of course, seek to recruit directors who bring a true diversity of perspectives to the boardroom.

Status Quo Bias

Change can be scary, and many people resist it. If things are working, people want to keep them the way they are. So it’s not surprising that boards often prefer a set of established norms, and value that which is familiar. Of course, they may overvalue what they know and be reluctant to pursue initiatives involving substantial change—such as shifting their business model to respond to market disruption—simply because it brings too much risk of the unknown.

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In the hypothetical case of one long-established company, a leader in its industry with year-on-year growth in market share, the board heard about a market entrant with an innovative new business model and considered how its company could incorporate some of those ideas. But given the company’s market dominance, the board dismissed early suggestions to augment or shift away from a proven strategy.

Status quo bias can also be demonstrated through slow board turnover or through inactivity in C-suite succession planning, particularly at companies with an entrenched CEO or management. Boards can also rationalize or accept subpar company performance, for instance, by ascribing a drop in sales to a blip in the economy, as opposed to a shift in the market and an opportunity to make systemic changes. This dynamic underlines the importance of using the board assessment processes to identify ways the board might benefit from refreshment.

If a status quo bias is affecting performance, it is important to make structural changes to board deliberations, such as incorporating an “if you were a competitor…” activity into strategy development sessions. This activity includes answering the following three questions: What would your competitors hope your company does? What would they fear that you do? How would they respond if you did what they feared? Alternatively, boards can bring in outside experts, revamp the agenda of a strategic offsite meeting, or shake things up with a board trip to Silicon Valley or other center of innovation.

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Confirmation Bias

All humans tend to subconsciously seek out and overvalue evidence that confirms their own beliefs, while undervaluing evidence that challenges it. This could mean interpreting minor budget problems and delays as upholding preconceived notions that a project was a bad idea from the start, or finding glimmers of positivity in almost any report from management to back up the outcome that directors are hoping for. Directors, being human, fall into the common trap of confirmation bias, which makes objective decision-making a challenge.

The best way to battle confirmation bias is to encourage diversity of thought. When boards focus on finding directors who can “fit in,” they are often looking for directors who share their viewpoints and agree on key issues. But this only strengthens the board’s confirmation bias, because facts that support shared opinions are given more weight. What they are missing, and what would really benefit a boardroom, is rigorous debate among directors with different views. By having people in the room who hold different views or come at issues from different perspectives, the board may be better able to hear and understand the full picture.

Board dynamics won’t change unless directors are willing to take a hard look at the biases and practices on their own boards. Use these insights into behavioral psychology to see your board interactions through a new lens. And once you’ve identified some current or potential problems, apply the tools here to help bring about change.

About the Authors :- Maria Castañón Moats is the leader of PwC’s Governance Insights Center. In addition to specializing in governance, technical accounting, and financial reporting, she formerly served as the US firm’s chief diversity officer and the Assurance Leader for the combined US and Mexico regional practice. Based in Texas, she is a partner with PwC US.

Paul DeNicola has more than 15 years of corporate governance experience and works in PwC’s Governance Insights Center. He is also an associate professor at New York University’s Stern School of Business. Based in New York, he is a principal with PwC US.

Leah Malone works in PwC’s Governance Insights Center and specializes in governance matters relating to executive compensation and compensation committees. Based in New York, she is a director with PwC US.

Thanks to Maria Castañón Moats, Paul DeNicola, Leah Malone / Strategy-Business / PwC Network\
https://www.strategy-business.com/article/Four-common-biases-in-boardroom-culture?utm_source=itw&utm_medium=itw20210622&utm_campaign=resp

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How To Get Your To-Do List Done When You’re Always In Meetings

​
Each morning, you emphatically write at the top of your to-do list, "Work on presentation!" Perhaps you even underline it a time or two for emphasis. But at the end of the day, your resolve has turned to dismay: yet again, you spent most of your time in meetings. And when you had a bit of time between them, you didn't make any progress on your presentation.

So you keep waiting for the "perfect time" to sit down and knock out the whole project in one go. But meetings keep interfering and your presentation languishes on your to-do list, weighing heavily on your mind until you can't escape it any longer. In a flurry of activity, you work day and night to get it done. You meet the deadline, but suffer in the process and dread the next time you need to finish another large task.

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This cycle of knowing what your most important priority is, but feeling like meetings keep you from doing it, can be incredibly frustrating. But as a time management coach, I've seen that even if this way of working has been your life-long pattern, you can develop a more sustainable and less stressful approach to projects. Here are some tips on how to get project work done even when you need to start and stop for meetings.

First off, I want to challenge the idea that there's a "perfect" time to move ahead on projects. A meeting-free day or even half-day may be your ideal, but you may never have this type of time. Waiting for a slice of project nirvana keeps you from getting started when you can. A better approach is to accept and work within the reality that meetings happen.

Next, to understand how to work on big projects in the smaller spaces between meetings, break the larger item into smaller parts. You can use your checklist as a guide for how to make incremental progress when you have a 30-minute break between meetings. For example, to prep for a presentation, you might write out:

·         Search For Boss's Email About Key Points She Wants To Be Covered

·         Look At Notes From The Last Meeting

·         Talk To The Building Project Manager

·         Think Through The Structure Of The Presentation

·         Write Up The Deck

·         Insert Charts

·         Double-Check Citations

·         Edit For Typos And Flow

·         Send To Boss For Approval

·         Schedule Meeting To Review The Deck Internally Prior To The Board Meeting

·         Make Edits

·         Write Meeting Agenda

·         Distribute Deck And Meeting Agenda Prior Day

Even if you can just tick off one or two of these items at a time, you are still making progress. And when you come back to work on the presentation after some time away, you'll know what you've accomplished and what's next.

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Another strategy is to protect some unbroken stretches of time in your schedule by putting in project time as a recurring event. For example, some of my coaching clients will block out an hour or two each morning for focused work. Some others have two, two-hour blocks of time in the afternoons each week marked as "busy." Inserting in project time to give you at least an hour to get things done each day, preferably more, allows you to build some momentum day-by-day and week-by-week. It's likely people will try to schedule meetings during those times, but when you can, hold firm to those boundaries.

Guarding time for projects as a recurring event starts to open up some room between meetings. But to really get project work done, you need to have pre-decided what you will do during those open times. If you don't, the path of least resistance will lead to doing the first thing that comes to mind — like answering email.

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You can approach making decisions about how to fill the project time in a few different ways. One strategy is to schedule the projects as you receive them. For example, when a meeting is scheduled to present the latest data on your new building project to the board, you could immediately edit some of the project blocks of time in your calendar to designate the prep you will need to do. You may have two or three project work blocks marked for working on the PowerPoint presentation and then another project work block designated for practicing in front of your colleagues prior to the meeting. I use this scheduling strategy often — putting in time for writing articles, creating schedules for clients, etc., in my calendar as soon as I'm aware of the project and the deadline.

Another way to tackle project calendar blocks is to assess your priorities on a weekly basis. You can do this on your own, though in some work environments it makes more sense to do this planning as a team. Once your priorities are decided, put them into the open blocks of time in your schedule. This will give you a realistic picture about what will actually fit, and will give you advanced clarity on what you need to accomplish to avoid yet another week of little-to-no progress. Then, when you do sit down to do project work, refer to your checklist of smaller tasks. Accomplish those first, and then use the last five or 10 minutes before your next meeting to check email.

Also, be sure to save what you've completed and leave yourself a note of exactly where you stopped and what's next. You can write any updates on your task list such as "left voicemail for a building project manager, follow up if haven't heard back by Friday." And, of course, check off or delete items when you successfully complete them.

Although you may long for the perfection of a meeting-free day, you can still get project work done when you're interrupted by meetings. Use these strategies to start making progress on your projects now.

Source: Harvard Business Review

Thanks to Elizabeth Grace Saunders / Caliber8 / Harvard Business Review
https://www.caliber8.sg/blog/2021/05/how-to-get-your-to-do-list-done-when-youre-always-in-meetings

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How Leaders Get In The Way Of Organizational Change

Summary :- Despite the vast body of knowledge available to leaders on how to effect lasting, positive organizational change, too many executives continue reaching for the same comfortable levers that consistently miss the mark. Thus, the oft-cited failure rate of organization transformations continues hovering around 70%. If you’ve got a major change on the horizon, here’s how to avoid three of the most common saboteurs of company transformation. First, understand that significant change will be harder than you think it will be to achieve. Next, be realistic about your organization’s capacity to implement changes. Finally, make sure your organization understands how and why the transformation is important to you.

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I received a call from the chief transformation officer of a midsize financial services company. Their company-wide change effort to shift from a product company to a services company was in shambles after being underway for nearly two years. “We thought we’d done everything we needed to do to keep this transformation from derailing,” he told me. “We communicated relentlessly, held virtual town halls to engage people, and resourced dozens of initiatives to support the vision for change. But we’ve ended up with nothing but hamsters running on wheels. We’ve made no measurable progress, cynicism is setting in as people are mired in activities that feel futile, and we’ve long lost sight of the vision for why we started this journey in the first place.”

Our in-depth diagnostic revealed derailers I’ve seen ensnare change efforts for decades, no matter how well intended the efforts were. Leaders frequently underestimate the amount of work required for the change, overestimate the organization’s capacity to make the change, and misjudge how the organization views their connection to the change.

Despite the vast body of knowledge available to leaders on how to effect lasting, positive organizational change, too many executives continue reaching for the same comfortable levers that consistently miss the mark. Thus, the oft-cited failure rate of organization transformations continues hovering around 70%. If you’ve got a major change on the horizon (or have one stuck in a ditch), here’s how to avoid (or extract yourself from the grips of) three of the most common saboteurs of organizational change.

Scope Naiveté: Underestimating The Work

Simply put, most leaders want transformational change to be easier than it is. There’s not a first-time change leader who hasn’t said, “This is so much harder than I expected.” In response, I commonly ask, “On what did you base those expectations?” I usually get an agape look and silence in response.

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By its nature, transformational change creates discontinuity because it touches the entire organization. In the case of the financial services company, shifting from product to service centricity meant every aspect of the organization, from sales to operations, was going to be touched by the need for change.

By contrast, incremental change — for example, implementing a new technology platform or launching a new product — touches discrete aspects of the organization. My client made the mistake many companies do: Assuming that a larger volume of incremental changes would add up to transformation. So, they sprayed the organization with disconnected initiatives whose efforts weren’t coordinated, that were actually under-resourced for what they were expected to deliver, and whose project leaders lacked the authority to make material decisions or impose consequences on those unwilling to cooperate. Instead of accelerated change, the result was obstructed change — a system clogged with an overload of disparate efforts that everyone stopped caring about.

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When you mix this with a barrage of glitzy one-way communication campaigns, many naturally conclude that the change is “all sizzle, no steak.” Pep-rally town halls attempting to hype the potential benefits of the transformation are met with cynical disbelief as those dealing with the disconnected, competing, under-resourced, and poorly led initiatives wonder how leaders could be so out of touch.

Multifaceted transformational change needs to be appropriately scoped, resourced, and most importantly, integrated. Every initiative must be linked to every other initiative. In the case of my client, efforts to market the benefits of newly positioned services needed to be synched with the efforts of operations people to actually deliver those services. Messages to customers needed to synch with new skills those delivering the services needed to acquire. Centralized services from corporate needed to dovetail with local branch offices’ ability to customize services. And it all needed to be sequenced and paced in a way the organization could productively absorb. Though the need for all of this was foreseeable, none of this work had been considered when the transformation was conceived. Once these efforts were appropriately integrated, means and ends began to match, and real change eventually aligned with the messages.

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Change Laziness: Overestimating The Organization’s Capacity

What many executives responsible for declaring change forget is that those who have to deliver the change still have day jobs. They neglect to calculate the capacity those impacted by change will need to make it successful while still carrying out their day-to-day responsibilities. Many executives set change in motion and get distracted by the next shiny object that excites them soon after. Instead of working on changes needed in their personal leadership, they make videos reminding people of the “strategic importance” of change, have their communications people write newsletter articles with their byline, and inadvertently declare premature victory by citing early progress on efforts that don’t actually amount to tangible change. Transformation lazily gets reduced to nothing more than a campaign.

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With the financial services company, we viewed no less than 17 beautifully produced videos featuring many senior executives, read scores of newsletter articles touting examples of early adopting customers of the company’s new services, and read through hundreds of emails from the 23 initiative leaders updating the organization on their various activities. The open rate of these emails was around 18%.

Despite so much information “communicated” about the change, our assessment revealed widespread confusion about its purpose and a slew of misperceptions about what was actually going on. Worse, since the inception of this transformation, the organization had layered on multiple additional changes that leaders claimed were connected to the transformation, but in reality, were not. For example, human resources began implementing a new HR information platform across the whole company that they’d put off for years. They labeled it “People Service” to create the illusion of a connection to the broader transformation in hopes to garner greater buy-in.

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Transformational change starts with an honest acknowledgement of how hard the work will be, how much capacity and discipline the organization actually has, and the personal commitments of sponsoring executives to change first. Further, communicating change effectively requires listening to the organization twice as much as telling the organization about the change.

First, we recommended pausing a number of efforts. Leaders shut down initiatives the company had neither the capacity nor resources to implement successfully. Then, they instituted listening circles in which leaders were only allowed to ask questions, and not get defensive while hearing employees talk about the mess that had been made. We helped identify aspects of people’s day jobs that could be paused in order to redeploy needed capacity toward change. And we identified six critical leadership capabilities that executives leading a service company must all have, assessed the company’s top 45 leaders against these capabilities, and put development and coaching plans in place for each of them. Their updates to the organization now included acknowledgement of the capabilities they assessed low on and what they were doing to improve. This gave the transformation an instant boost of credibility as the organization could now see these leaders put their own skin in the game. Public commitments to personal change are a leader’s signature of integrity on changes they commission.

The Perceived Pet Project: Misjudging How Others See You

It’s no secret that many transformation efforts are born of a leader’s personal convictions and interests. The success of such projects often leads to the advancement of that leader’s career. And there’s nothing wrong with that. That is, unless the leader tries to hide it behind lofty spin about “the greater good” or downplays the grueling sacrifice required by others to make change happen. Sponsors of change fear that acknowledging their personal connection to a transformation might hinder gaining the organization’s commitment. And if leaders only want the benefits with none of the personal cost, lost commitment will indeed be the result.

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But leaders who are willing to roll up their sleeves and do their part to advance an arduous transformation are smart to let the organization know how and why the change is personal to them. (Leaders for whom a major change is nothing more than smokescreen behind which they hope to advance their career shouldn’t be foolish enough to think the organization doesn’t see right through it.)

In the case of my client, the transformation was conceived largely by an executive who had joined the company as head of strategy about a year prior. She had come from another financial services company that failed to make the same migration to selling services. She knew the industry was shifting and would mercilessly leave companies behind that neglected to stay ahead of growing customer trends. And if she could succeed at leading that change here, it would set her up as a likely successor to the CEO. Being relatively new to the company, she feared people would assume she was exclusively out for the top job, so she overcompensated by depersonalizing the change, which backfired. What people concluded was that she was only there for the short-term stock bump but would eventually give up, cash out, and move on.

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Ironically, her story of past failure revealed deep personal convictions that gave the change greater merit, and her public ownership of wanting to stay at the company long term (obviously not specifying in what capacity) quickly put her in a more trustworthy light. Through a series of virtual town halls, she expressed her passion for the transformation and why she believed the organization could be successful  and acknowledged her insecurity about being new to the company and wanting to be accepted. By owning her story, she helped people to stop ascribing the self-interested motives she assumed she was avoiding and instead double down on their own motives for why the change would be good for everyone.

Books On Organizational Change :- https://amzn.to/3cTI5an

Transformational change must become personal for every employee if it’s going to stick. With her story as a foundation, we conducted a series of virtual workshops that invited employees to connect their own sense of purpose to the aspirations of the transformation. In small groups, employees got to share their vision for how their role would shift and the impact their work could eventually have on customers, the company, and their careers.

If you’re in the throes of or about to start a major transformation, I trust you have a sense for how hard it will be. The unforeseen obstacles you’ll face will test your endurance and optimism. Do the necessary work to prepare yourself and your organization for the journey. The one obstacle you can best prevent from derailing transformation is yourself.

About the Author :- Ron Carucci is co-founder and managing partner at Navalent, working with CEOs and executives pursuing transformational change. He is the bestselling author of eight books, including To Be Honest and Rising to Power. Connect with him on Linked In at RonCarucci, and download his free “How Honest is My Team?” assessment.

Thanks to Ron Carucci / HBR / Harvard Business Publishing / Harvard Business School Publishing
https://hbr.org/2021/04/how-leaders-get-in-the-way-of-organizational-change?fbclid=IwAR1kCr7Qmz2oJN_xvtl1hM1kz80CnIqIVYhpck_s2LVDm3jZfHMyFpBiOec

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The Perfect Number Of Hours To Work Every Day? Five

Research Shows That Five Work Hours A Day Can Improve Productivity And Bolster Wellbeing. There’s Only One Thing Holding Companies Back.

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When Liverpool marketing agency Agent was asked by the BBC to test a Nordic-style, six-hour working day for a TV programme it jumped at the chance. Inspired by reports of six-hour days in Swedish care homes in 2016, the hope was reduced working hours would lead to new ways of looking after staff wellbeing. But the results of the month-long trial, which took place during the same year, were mixed.

“Lots of really good things happened,” says Agent CEO Paul Corcoran. “We looked at tasks in terms of time and said ‘we need 15 minutes to do that, half an hour to do that’ and really focused on delivering in that way. People were missing the worst of the traffic because they were coming in at 9am instead of 8.30am and they were finishing early, so they had the flexibility to do things like pick the kids up.”

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But the downsides quickly became evident when staff started focusing too much on how they could condense their work into smaller and smaller time slots. “The idea was to give people more freedom, but we were finding we were going ‘oh f**k, we need to get everything done in those hours’ so it became more stressful,” Corcoran says. In the end, the business settled on a model where everyone works two short days and three long ones.

As employers grapple with how to manage the return to the workplace in the wake of Covid-19, the concept of compressed working is making a comeback. As left-of-center politicians continue to make the case for four-day weeks, they are often forgetting evidence that shows five-hour days may be the better option.

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“Research indicates that five hours is about the maximum that most of us can concentrate hard on something,” says Alex Pang, founder of Silicon Valley consultancy Strategy and Rest and author of several books examining the links between shorter working hours and productivity. “There are periods when you can push past that, but the reality is that most of us have about that good work time in us every day.”

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The eight-hour working day is a relatively new concept, widely accepted to have been cemented by Ford Motor Company a century ago as a means of keeping production going 24 hours a day without putting undue demands on individual members of staff. Ford’s experiment led to an increase in overall productivity; but proponents of five-hour days, including Californian ecommerce business Tower Paddle Boards and German digital consultancy Rheingans, say they experienced a similar phenomenon when they moved to compressed-hour models.

Like Corcoran, Tower CEO Stephan Aarstol says he was startled by the results when the business adopted a five-hour working day in 2015. Staff worked from 8am to 1pm with no breaks and, because employees became so focused on maximizing output in order to have the afternoons to themselves, turnover increased by 50 per cent.

“The warehouse guys were rolling their eyes when we first rolled this out, but the biggest gains were actually there,” he says. “It had taken them five minutes per package to ship before, but within a few weeks they had got that down to less than three minutes. They were doing stuff that real productivity experts would do. I told them they had a constraint and it forced them to creatively think.”

Rheingans CEO Lasse Rheingans says when he first floated the idea of compressed working with staff they came up with the idea of banning distractions like smartphones from their desks and minimizing the use of “productivity killers like Slack”. The aim for Rheingans was to keep productivity constant but to give people more time off.

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Although more productive and better for work-life balance, Rheingans says that, like Corcoran, he discovered after a year that shorter days are not without their downsides. “We realized that we were losing something on the relationship level,” he says. “It affects loyalty and team culture and the relationships people have in a company, when you don’t have time for chatter and small talk and coffee together.”

For Rita Fontinha, associate professor in strategic human resource management at the University of Reading’s Henley Business School, while there are clear upsides to compressed working hours – “it has benefits not only for individuals' quality of working life, but also for organisations financial performance” – her own research underscores the drawbacks both Corcoran and Rheingans found.

“While a shorter work day could result in better time management and promote concentration, individuals may feel an added pressure to complete tasks on time,” she says. “The flexibility of potentially having some extra time to complete tasks if needed or to spend less time on them if they are complete is something valued by employees as demonstrated in [my] research.”

Similarly, Jan-Emmanuel de Neve, associate professor of economics and strategy at the University of Oxford’s Saïd Business School, says his research reinforces the argument that five-hour working days lead to greater employee wellbeing, which in turn leads to greater productivity. However, he warns that, by definition, productivity gains mean everyone is doing more work, which can have the knock-on impact of reversing wellbeing gains.

By doing more work in shorter time frames people are, in effect, setting themselves up to become more stressed. “Covid-19 forced us to work from home and [because of that] we are picking up improvements in productivity,” he says. “We need to be aware that when there are productivity gains we’re doing more work – we haven’t translated that into taking more time off, we’ve filled it in with more work. We’re hitting the wire now – it’s crazy to think how much more work we do than our parents or grandparents did.”

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A societal downside of shorter working days is that not all jobs are suitable to be done in five-hour bursts. Research may have found that people’s creativity dwindles after five hours of concentration, but not all jobs require people doing them to be creative. “There’s an awful lot of work that doesn’t require deep focus,” Pang says. In call centers, care homes and factory lines, staff are needed simply to get the work done and, as Ford Motor Company demonstrated, there is a very good reason to ask them to do it in eight-hour shifts: it allows each 24-hour period to be broken down into three equal parts. For people doing those types of jobs, five-hour shifts are unnecessary from a productivity point of view; for employers, they are less tidy from an organizational point of view.

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That, says de Neve, is problematic for the workforce as a whole. “There are a number of jobs that need to stick to specific hours and that permeates society, but there are lots and lots of jobs for which [specific hours] are completely unnecessary,” he says. “My sense is that there will be more variations and differences between those jobs [to come]. Unfortunately, that will probably exacerbate inequalities.”

For those employers that are able to contemplate new ways of working, the pandemic has created the space to start thinking about how best to do that. At the same time, it has forced those who had already embraced radical change to rethink their strategies. In California, Aarstol says Tower had to abandon five-hour days in the summer of 2020 when it looked like the business was going to go under. Rather than relying on the prospect of increased productivity to drive sales, it reverted to an always-available culture instead. In Germany, Rheingans says that after working from home for over a year during the pandemic, most employees want to continue to do so. That gives staff the flexibility to fit their personal lives around their work commitments, but it also means the key element that makes five-hour days a success – a solid period of unbroken concentration – is harder to achieve.

“We totally changed the model because some of us have kids and had to home school – there’s no chance you could work from 8am to 1pm next to your kids,” Rheingans says. The company introduced a rule saying no appointments or meetings could take place between 12pm and 2pm because people needed to look after their children or have time for themselves. “The rest of the time is flexible: organize yourself, be mindful and be healthy. I want people to work less, not more, because in the long run it’s way better and I want people to work to their strengths.”

Aarstol, meanwhile, says he has tweaked the Tower model so staff can continue to benefit from it without viewing it as an entitlement. “When I told staff we weren’t going to do the five-hour work day there was genuine disappointment,” he says. “That’s when I learned it had become an entitlement very quickly. Now we’re doing it for four months, from August to November, but only in years when we increase revenue. Now it’s a company-wide benefit, like a Christmas bonus everyone is working towards.”

Back in Liverpool, Corcoran believes a hybrid model that incorporates the positives of shorter working days for staff while taking account of the potential negatives for the business is the best way forward. Agent, he says, has been operating its two-short, three-long day model for four years and has found that it “works perfectly”. “It’s an adult environment, it’s not about micromanaging people. They have the freedom to be able to have two shorter days a week,” he says. “When you add those hours up, it equates to two extra days a month and that’s a really great bonus.”

Thanks to Margaret Taylor / Wired UK / Condé Nast Britain
https://www.wired.co.uk/article/working-day-time-five-hours?fbclid=IwAR17DPhsXU96QtQrRo6glGmf8IPaKBa1qQKyoRIVKb9kY0eB-7hyjVQLTqY

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