Is the 4-day week a secret of corporate culture?
- Veit Hailperin
- Jul 22
- 2 min read
The discussion about the 4-day week is everywhere. Many see it as a tool to increase efficiency and productivity. Yet, the real power of this work time reduction lies elsewhere. The success of the 4-day week does not primarily depend on optimized processes. It starts with a company's culture. It is the people who make the difference.
The whole podcast can be found on Spotify.
Four characteristics stand out in companies with a successful 4-day week:
Courage in leadership. It takes courage to dare to try something new. Introducing a shortened work week is a leap into the unknown. Leaders who take this step accept that they do not have all the answers. They trust their organisation's ability to find the way together.
Trust in employees. A 4-day week requires a deep trust in your workforce. Instead of micro-managing, leaders delegate responsibility. They believe their employees will independently find solutions to achieve the same results in less time. This trust is the foundation of a strong corporate culture.
"New work needs inner work". The change in work begins with each individual. Anyone who wants to create a new work environment must also reflect on themselves. It is about questioning your own assumptions and continuously developing. Without this inner work, the external transformation often fails.
Desire for a better flourishing environment. The strongest motive is often the desire to create a work environment that serves people. It is about more than mere profit maximisation. It is about improving conditions for employees, in which they can flourish. This need acts as a driving force for real and sustainable change.
The 4-day week is not a simple time management model. It is a reflection of corporate culture. Its success depends on courage, trust, and the desire to co-create a better working world. It is the people who lead such a model to success.
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