Do We “Need” a Four Day Work Week?

Let’s acknowledge that our work landscape has dramatically evolved over the last century, yet our approach to the work week has remained stagnant. We’re still tethered to this outdated, Industrial Revolution-era model, as if our primary outputs were widgets and cogs. But in a knowledge and creativity economy, it’s ludicrous to think productivity is measured in hours spent staring at a computer screen.

Now, let’s get down to business. Here’s why a four-day work week is not just a fanciful dream but a viable, practical, and necessary pivot.

Productivity isn’t a linear function of hours worked. It’s not a matter of “more hours equals more output.” It’s about focus, engagement, and effective work, not the endurance of being a desk jockey. In our always-connected, digital-age, we’re constantly on the clock. The line between work and personal life has blurred, often leading to burnout and decreased productivity. Research has shown that reducing the number of workdays while maintaining pay actually increases worker productivity. It’s not rocket science; happier, less stressed workers are better workers.

Also, a four-day work week fosters a healthier work-life balance. I know, “work-life balance” is like the unicorn of the corporate world — everyone talks about it, but nobody has actually seen one. But we’re seeing signs that it could become reality. It’s time we acknowledge that employees have lives outside of work, and those lives are not just essential for them, but beneficial for employers too. More time for rest, personal interests, and relationships means healthier, more content, and therefore more productive employees.

Moreover, let’s talk about talent acquisition and retention. Let me tell you, it’s a bloodbath out there. In this hyper-competitive job market, organizations that offer a four-day work week have an edge in attracting and retaining talent. Especially among the younger generations who value flexibility and wellbeing over traditional benefits.

In addition, transitioning to a four-day work week could have societal and environmental benefits. Fewer commutes mean less carbon emissions. Imagine the impact of reducing global rush-hour traffic by 20 percent.

Now, I hear the pushback: “Oh, but Brian, that’s not feasible for all industries or jobs.” And you’re right. But let’s not let the perfect be the enemy of the good. It’s not about implementing a one-size-fits-all model, it’s about encouraging a shift in mindset, redefining our antiquated metrics of productivity and success, and recognizing that the world, the market, and our workforce have changed.

In the end, a four-day work week might seem radical, but so was the five-day work week when it was first proposed. As businesses and leaders, we have an obligation to adapt and shape our practices to the changing times, for the benefit of not just our bottom line, but our employees and society at large. So, it’s high time we treat the five-day work week as what it really is — an anachronism.

It’s time for change. It’s time for the four-day work week.