upworthy

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@bunchesofbeggs/TikTok

This Manager think PTO is for vacation, not "life changing events."

What does it take to be a good boss? You can answer this a bajillion different ways—being a clear communicator, earning employee trust, providing constructive feedback, and fostering a positive and supportive work environment while also being open to feedback and recognizing your team's contributions—but really, it all seems to stem from respecting your employees as fellow human beings.

And part of that means acknowledging that these employees have lives that are, frankly, more important to them than the job, and not penalizing them for it. One manager, and Gen Zer no less, seems to fully understand this basic principle, and folks are applauding her for it.

Elizabeth Beggs, who manages a five-person team for a packaging distribution company in Virginia, recently made a TikTok sharing which time-off requests she “rejects.”You’ll see why “rejects” is in quotes shortly.

One example: when a female rep notified Beggs that she was likely having a miscarriage. After the team member asked how she can file for time off to see to the issue, Beggs immediately responded, “Girl, go to the doctor! We’re not submitting time off for that!”

In Beggs’ mind, PTO is for “vacation,” not medical emergencies. What a concept.

@bunchesofbeggs Edited to clarify- 1. My team is all salary. 2. These examples are not all recent or from my current position. 3. My team works hard and hits thier KPIs above and beyond. Time off is meant to recharge and be used how you need it, not to handle life changing events #mangers #corporate #genzmanagers #sales #vetstocorporate #veterans ♬ original sound - Elizabeth


Beggs went on to explain a couple more situations, like when a parent who was “up all night” with a sick kid. And her last one wasn’t even negative—she had an employee who wanted to work a half-day to do something nice for their anniversary.

“Seriously, if any of these triggered anyone, then you need to evaluate how you run your team as a manager,” she concluded.

By and large, the response to Beggs’ management style has been overwhelmingly positive, and people seem to find it completely refreshing.

“You are not a manager, you’re a LEADER,” one person wrote.

@bunchesofbeggs Everything you do should be to better your team, not to make your life easier #leadership #ownership #corporatelife #veteran #military ♬ original sound - Elizabeth

Another said,“The better you treat your employees, the more loyal they will be and the better work they will put out. Most people do not understand how management works.”

A few noted how this attitude seems to be more present among younger leaders.

One person commented, "millennial manager here. My team members are human first, employees second. Like just go do what you want but get the work done too.”

Another joked that “Boomer managers could NEVER.”

Beggs would later clarify this doesn’t mean she doesn't have clear productivity expectations for her team (who work on salary). Perhaps if she had a team member not making their KPIs (key performance indicator), there would be an additional conversation surrounding time off, but there is still an inherent respect as a fellow human being. Which, to her, means treating bona fide time- off as a way to “recharge and be used how you need it, not to handle life changing events.”

@bunchesofbeggs If you’re planning does not account for people being human- it’s bad planning #genzleaders #armyvet #militaryvet #genz #corporatelife #corporate #manager #timeoff ♬ original sound - Elizabeth

Younger generations might get labeled “lazy” or “entitled,” but they are also the ones fighting to change the status quo, so that we all may be treated less like cogs in the machine, and more like actual human beings. Its leaders like Beggs who show that operating in new ways doesn't compromise productivity, and in fact enhances it. We might not be able to change the global standard overnight, but we certainly aren’t going to get to a better place without leaders who choose to serve their community rather than a bottom line.

Apple TV

Adam Scott and Tramell Tillman in Severance

RIP remote work? Now that we're 4-plus years removed from the peak of the COVID-19 pandemic, more and more companies are beginning to mandate that employees return to the office, on a full or part-time basis. JPMorgan Chase is just one of the latest (and biggest) names to make the move. Starting March, the company announced, all employees must return to the office five days per week. Their CEO even ditched the policy that allowed employees to work-from-home two days per week.

To mark the occasion, and welcome everyone back, JPMorgan is planning to soon unveil a massive $3 billion, 2.5 millions square foot tower on New York's famous Park Avenue. The building will house 14,000 workers and feature state of the art architecture and technology.

The United State's largest bank is loading up its new corporate headquarters with perks to help employees transition back to office life. Some of the perks are great and truly enticing. Others are... questionable, to say the least.

Grace Tallon on LinkedIn noticed that some of the benefits of working in the JPMorgan Office seemed like they were yanked right out of one of the most popular current TV shows on the planet: Severance

If you don't know it, Severance is a psychological thriller on Apple TV that doubles as a dark and biting satire of corporate office culture and capitalism. Employees at a mysterious company called Lumon are "severed" — meaning their brains, memories, and personalities are literally split in half. While at work, they are a different person and retain no memories when they leave the office every night. In return for their sacrifice and for hitting key milestones, the employees receive ludicrous rewards like short dance parties with their boss, melon parties with carved watermelons, and handfuls of balloons. Employees are also expected to marvel at bizarre pieces of art that line the hall, featuring stoic images of Lumon's revered (and more than a bit creepy) founders.

Dance parties with your boss, anyone?Giphy

Conversely, JPMorgan's new tower will feature 19-restaurants with at-your-desk delivery, an Irish pub, and on-site physical therapy and yoga. But that's not all!

Tallon notes, however, that JPMorgan is also trying to entice employees with things like "personalized climate" in rooms and offices, a "signature scent" that wafts through the halls and somehow reinforces the brand, and, get this, even a "corporate art collection" that celebrates the company's history and values. Be more on the nose next time, will you JPMorgan? That's to say nothing of design elements that support worker's circadian rhythms and coffee machines that learn your favorites over time.

"Let’s stop pretending this is about connecting and doing better work," she writes.

Read Tallon's full post below on the striking similarities:

Commenters agreed that the perks came off more than a little tone deaf.

While some folks defended the corporation for doing their best to make employees feel cared for and taken care of, others didn't quite see it that way.

"the climate in my own home office is just right. Along with my own coffee, artwork, lighting (window wide open), and other perks and it cost me zero dollars to drive there and I don't have to wear shoes! Way out of touch," wrote Alix Z.

"Those perks sound more like a high-tech museum experience than actual employee benefits. Instead of a 'signature scent,' how about giving employees real reasons to feel good about coming to work?" said Diana Alayon

"Working at home perks: My own candle collection, curated to suit my preferences, Coffee and tea on tap, from our favourite brands, Comfortable cushions and blankets to help regulate my temperature at my desk, A variety of lighting options, ranging from warm white lamps to 'the big light', Freedom to work anywhere I want, such as my office desk, sofa, kitchen table or a coffee shop near by, Personalised art with photos of family and pictures we enjoy, Working space decorated to my own specifications, Plenty of spaces nearby for fresh air and dog walks" wrote Eloise Todd in a mic-drop comment.

Giphy

Hey, I'm not totally naive. I do think there is something positive about working together in-person with your colleagues. And sure, if I'm going to be there, I'd love to have delicious lunches and free yoga classes available to me. But to take away even the option of occasionally working from home and duct-taping over it with an algorithm that tracks my coffee order and temperature preferences, and filling the halls with strange paintings that move when I walk by? It kind of loses the thread, and it's exactly the kind of thinking that the creators of Severance are so good at skewering.

It turns out that what people really want out of their jobs is actually pretty simple. They want fair pay, autonomy, some level of flexibility, and good benefits. Perks are nice — even the kind of weird ones — but they can only go so far. It remains to be seen if companies that dictate back-to-the-office edicts are willing to follow through on the things that really matter.

One anonymous worker reiterated as much when they told the NY Post: "I'm looking forward to some of those little amenities — but I'm still not down for having to go to the office five days a week."

Education

'Supercommuter' mom takes a flight to work every day because it's cheaper than living there

She says a 40 minute flight is well worth it financially and emotionally.

Crazy that she ends up with MORE free time.

Would you commute to work on a plane every day to save money? For Racheal Kaur, a mom who lives in Malaysia, it was a no-brainer. In a recent interview with CNA Insider, Kaur shared how she takes a 40-minute flight from Penang to Kuala Lumpur every single day of the work week, and claimed that being a “supercommuter” isn’t only more cost effective, but also provides more work-life balance.

To get to work by 9am, Kaur gets up and out of the house well before dawn, leaving her house by 5am, and boarding on a plane by 5:55am and arrives in the city with a little over an hour to spare. She then flies for around 40 minutes (enjoying what she calls her “me time”) then repeats the process to get home. Every day, Monday through Friday.

While unconventional, Kaur told CNA Insider that this schedule actually has time to spend with her kids, aged 12 and 11, at night, and even “help with any last-minute homework,” which she feels is “everything” as her kids grow older.

- YouTubewww.youtube.com

From a cost perspective, Kaur apparently pays $223 a month for her current mortgage in Penang, whereas living in Kuala Lumpur would cost around $340 per month. And while Kaur pays out of pocket for her flight, she does receive a discount, and pays the equivalent of $11 USD a day. Overall things even out, and she’s even able to save money.

While this strategy can occasionally get tricker during busier times of the year, since commercial passengers take priority, Kaur assures that considering everything, it’s all “well worth it.”

Previously, Upworthy had highlighted another supercommuter—a student at Berkeley who flew from Los Angeles to the infamously expensive city of San Francisco for class three days a week, using various frequent flyer miles/points from credit card sign up bonuses he had accumulated over the years.

And while this strategy certainly works for some, it might not work for everyone. Steve Kass, a writer for Fast Company and fellow supercommuter, suggest to ask yourself the following questions before committing to the frequent flier lifestyle:

  • Can you handle less downtime?
  • Will it disrupt your sleep schedule?
  • Are you healthy enough to handle the physically demanding task of traveling?
  • Obvious, but important one: is this financially feasible long-term?
  • Do you love your job? If it’s rewarding, the sacrifice feels worth it, Kass says.
  • Can you see yourself doing this long term? If not, is there a deadline you can create for yourself?

And even if this ends up not being a viable option for you, stories like these are good reminders that you really can can forge a lifestyle that meets all your needs, especially if you conjure up a little creative thinking.

The way makers use time makes meetings far more disruptive than they are for managers.

Most people don't look at their work calendar on any given day and say, "Yay! I have a meeting!" Most of us just understand and accept that meetings are a part of work life in most industries.

Some people, however, are far more negatively impacted by scheduled meetings than others. For people involved in creating or producing, meetings are actively disruptive to work in a way that isn't often the case for managers.

A viral post with an explanation from Paul Graham breaks down why.

Graham is a computer scientist, entrepreneur, venture capitalist, and author. In 2009, he described on his website the differences between the way managers and makers utilize work time and how meetings affect their workflow. It's a brilliant observation that rings true for people in various fields, and understanding this difference can help bridge the gap that often exists between those who work in creation or production and those who manage them.

Graham's explanation was shared by Reese Jones on Facebook with a graphic that shows the difference in how time is seen between managers (people who manage others—the bosses) and makers (writers, artists, programmers—the creators). The manager's time during the day is split into small blocks, whereas the maker's is split into two large chunks.

"One reason programmers dislike meetings so much is that they're on a different type of schedule from other people," Graham wrote. "Meetings cost them more."


Graham explained that managers and makers work on two different types of schedules. The manager's schedule looks more like an appointment book, with the day broken into one-hour intervals.

"You can block off several hours for a single task if you need to, but by default, you change what you're doing every hour," he explained. "When you use time that way, it's merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you're done."

Generally, the folks in power are on this kind of schedule. But those who make things don't think in hours. Writers, artists, programmers, and others who create for a living work in half-day units at least.

"You can't write or program well in units of an hour," wrote Graham. "That's barely enough time to get started."

Then he got to the heart of the problem with managers making meetings for makers:

"When you're operating on the maker's schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Plus you have to remember to go to the meeting. That's no problem for someone on the manager's schedule. There's always something coming on the next hour; the only question is what. But when someone on the maker's schedule has a meeting, they have to think about it.

"For someone on the maker's schedule, having a meeting is like throwing an exception. It doesn't merely cause you to switch from one task to another; it changes the mode in which you work."

Bingo. As a "maker" myself, I can attest to this description being spot on for me personally. If I have to attend a meeting, it's best for it to be right at the beginning or end of those two blocks of time. Tossing one into the middle of the morning or middle of the afternoon is far more disruptive than someone who isn't a maker might understand.

Many people in the comments complained about meetings being a waste of time, but I don't think that's the case all or even most of the time. I see the value in many kinds of meetings and as someone who largely works alone, I actually do sometimes look at the calendar and say "Yay! A meeting!" The issue isn't so much meetings themselves as their timing.

Graham explained that a meeting can sometimes blow half a day for a maker—not that the meeting itself takes half a day—purely due to the interruption of the workflow.

"Each type of schedule works fine by itself," he wrote. "Problems arise when they meet. Since most powerful people operate on the manager's schedule, they're in a position to make everyone resonate at their frequency if they want to. But the smarter ones restrain themselves, if they know that some of the people working for them need long chunks of time to work in."

Graham's post can be read in its entirety here. It's worth perusing whether you're a manager or a maker. The more we understand the different ways different people operate, the more we can learn to respect and honor one another's needs, which ultimately makes us all more successful.


This article originally appeared three years ago.