Culture – mardihumphreys.com

Stop the Spiral

Reframing your situation is supposed to help you feel better. But sometimes you accidentally make it scarier. It usually sounds responsible. Mature, even. Like a high performer doing high performer things. In reality, it can turn into a worry loop that commands your attention, spikes your stress, and makes you less effective in the meetings where you are desperately trying to shine. Here are three common ways this shows up plus how to interrupt the cycle.

The Promotion That Turns Into Pressure

You get promoted, tapped for a high visibility project, or invited to the meeting where decisions get made. You feel proud. Then your brain opens a new tab called Do Not Mess This Up.

The negative reframe often wears a motivational costume:
Text: This is a great opportunity!
Subtext: Great. Now I have more to lose.

And then it hits your calendar and you:

Overprep for meetings with extra docs nobody asked for
Collect alignment from everyone, which creates more meetings
Ask for approvals as a way to feel safe
Optimize for looking right instead of being useful

A reframe that lowers the threat and increases clarity:
This is evidence I am trusted. My job is progress, not perfection.

Then ground it with one question before every high stakes meeting:
What is the one decision we need by the end of this call?

Small but powerful. It turns your nervous system down and your leadership presence up.

The Mistake That Becomes A Mental Residency

You send the report with a typo. You miss a detail. You realize after the meeting that your answer was not quite right. Nothing explodes. But your brain acts like it did.

The negative reframe sounds like growth:
Text: Good. I will use this as motivation to be better.
Subtext: Mistakes are danger. Stay on alert.

Now you’re stuck replaying it, correcting it, and punishing yourself for it. The more you ruminate, the more vigilant you get. The more vigilant you get, the harder it is to think clearly. The harder it is to think clearly, the more likely you are to make another mistake.

That is the worry loop.

A reframe that turns the mistake into information instead of identity:
A mistake is data. My job is to repair and improve the system.

Then use a two step reset that actually closes the mental tab:

Fix: What is the smallest action that corrects this?
Fortify: What is one change that prevents a repeat?

That is how you stop the spiral without lowering your standards.

The Sunday Night Planning Trap

Sunday night arrives and your brain offers a deal: If we think through the week right now, we will feel calmer tomorrow.

So you mentally walk through Monday. Then Tuesday. Then the meeting you dread. Then what could go wrong. Then how you will respond. Then you respond to your own response. Now you have worked a shift in your head and you are not getting paid.

The negative reframe feels like control:
Text: Planning ahead will help.
Subtext: If I do not predict everything, something bad will happen.

This is cognitive control backfiring. You sleep worse, start Monday depleted, and show up already annoyed at a calendar you haven’t even lived yet.

A reframe that contains the work instead of expanding it:
Planning is for clarity, not certainty. Then do a short boundary ritual:

Write your top three outcomes for Monday
Identify the first tiny step for the most important one
Brain dump open loops so your brain stops holding them
Stop

One plan. One next step. Then you rest.

How do you pull yourself out of a worry loop? Please share in the comments.

For the extended article including How To Tell If Your Reframe Is Helping Or Harming and The One Move To Practice This Week, sent right to your inbox, subscribe to my Substack.

Back on Track

Does conflict with a client make you feel nervous? Conflict happens because you work with humans, timelines, and competing priorities. Welcome to the club! Do some warmup stretches and let’s work that power skill muscle. Here are the big three patterns that show up no matter how polished your kickoff call felt.

Unmet Deadlines

A project slips because feedback arrives late, approvals get stuck, or internal workflows take longer than expected. The client is frustrated. You’re stuck in the middle gently translating reality into expectations.

What This Usually Sounds Like:

We thought this would be done by now
What’s taking so long?
Can’t you just push this through?

Differing Expectations

You deliver based on the brief. The client responds with: This is not what I wanted. Either the brief was unclear, the client changed their mind midstream, or the stakeholders multiplied.

What This Usually Looks Like:

The goalpost moved quietly
The brief was interpreted differently on each side
The client is reacting to a version they never actually described

Miscommunication

The client assumed a deliverable included extra features, revisions, or services that were not part of the agreement. Now they feel shortchanged and you feel blindsided. Everyone is convinced their version of what was supposed to happen is the correct one.

Common Culprits:

Vague language like support, optimize, or polish
Verbal agreements that never made it to writing
A stakeholder who did not attend the meeting but has very strong opinions

Balance Emotions With Action

Conflict stirs emotion both for them and for you. Clients may feel ignored or anxious. You may feel unfairly blamed, especially if the delay came from approvals, scope creep, or competing priorities you did not create. Your task is to acknowledge what is real emotionally without letting the emotions run the meeting.

Try This:

Name the feeling you are seeing
Name the shared goal
Move to next steps.

Here are some example scripts:

I can see why this is frustrating. Let’s walk through what happened and what we can do next.
I hear the concern. I want the same outcome, so let’s get specific about the fastest path forward.
It makes sense that this feels off. Let’s align on what success looks like and lock in the plan.

Suggestion: Keep your tone calm and your sentences short. The longer your explanation, the more it can sound like a defense.

How do you balance emotions with action? Please share in the comments.

For the extended article including Prevention and Resolution Strategies sent right to your inbox, subscribe to my Substack.

The Meeting Tax

Are most of your meetings receipts with no purchase? For example, six people show up. Thirty minutes becomes sixty. Everyone talks. Nobody decides. Then you leave with exactly one tangible outcome: A growing suspicion you’ll be doing the actual work after dinner. If your week has roughly three hours of meetings a day in a very Slack-y culture, you’re paying for conversations with your calendar, your focus, and your evenings. That’s the Meeting Tax.

The Hidden Math Nobody Puts on the Calendar Invite

A meeting isn’t just 30 minutes. It’s 30 minutes plus the cost of context switching. It takes your brain time to drop what it was holding, enter a new topic, and then climb back into deep work afterward. Do that a few times a day and you’ve created the perfect conditions for this common workplace tragedy: Too many meetings means no deep work means after-hours catch-up. Then you blame your time management, when the real culprit is structural. Your week is booked like a conference, but your job still requires concrete output.

Why Meetings Multiply

Meetings often exist because people are avoiding one of three uncomfortable things:

Writing (harder than talking)
Deciding (riskier than discussing)
Owning (scarier than “we should…”)

The result is syncs that function like group processing sessions. They feel productive in the moment because everyone is engaged but they produce very little you can point to on Friday. If your organization rewards responsiveness, being in the room, and alignment, then meetings become the easiest way to look valuable without actually moving anything forward. Which brings us to the fix.

Your New Standard: Meetings Must Buy Something

Try this: Every meeting invite must include: Decision / Output / Owner / Deadline. The goal is to protect everyone’s time.

Decision – What will be decided by the end of the meeting? If the answer is “we’ll discuss,” that’s not a decision. That’s a vibe check. Fine sometimes. Not fine as a default.
Output – What physical thing will exist afterward? A rough draft document. A list of options. An email that gets sent. Something real.
Owner – Who is responsible for making sure the output happens? Not we. Not the group. A human with a name.
Deadline – By when will the output be finalized or shared? If there’s no deadline, the meeting is likely just a pause button with snacks.

The Receipt Required Invite Template

Feel free to copy this block and paste it in your meeting description fields.

Decision:

By the end of this meeting, we will decide: ________

Output:

We will produce: ________ (doc / options list/ email)

Owner:

Owner responsible for driving output to completion: ________

Deadline:

Output will be finalized/sent/implemented by: ________

Pre-work required:

Link(s): ________
Two bullets of context: ________

Attendees:

Required for decision: ________
Optional / FYI: ________

That last line, required vs optional, is where you stop inviting the entire population of the organization just in case.

What is your system for minimizing the Meeting Tax? Please share in the comments.

For the extended article including What this Looks Like in Real Life, Scripts You Can Use When You’re Invited to a Receipt-less Meeting, and The Meeting Tax Audit sent right to your inbox, subscribe to my Substack.

Your Time ROI

On a small team, busy is basically the default setting. You’re close to the clients and to the chaos. One minute you’re doing thoughtful, high-value work. The next minute you’re putting out a customer fire, then bouncing into three different threads, then trying to remember what you were doing before your brain got drop-kicked by urgency. By Friday, you’ve worked hard… and still feel like you didn’t accomplish anything important. You aren’t failing. Your time is getting spent on low-return work. It consumes hours but doesn’t create anything durable, visible, or compounding. Let’s fix that with Time ROI.

Time ROI, in Human Terms

Time ROI = the return you get on the hours you spend.

Not every task needs to be career-making. Some work is just necessary. But if your week is all necessary, you end up in a loop of customer fires and context switching and unclear priorities and catch-up work after hours and repeat. The goal isn’t to stop doing important keep-things-running work. The goal is to stop letting it swallow your week so completely that nothing pays you back.

Everything Work Feels Like the Job

On a small team, three things are almost always true:

Customer fires are loud. They feel urgent, visible, and emotionally loaded.
Context switching is constant. You’re needed in five places because there aren’t five extra people.
Priorities get fuzzy fast. When you’re reacting all day, you stop choosing and start chasing.

So even if you’re talented, you can accidentally spend your best brainpower on work that disappears the moment it’s done. You don’t need more discipline. You need a better portfolio.

The Framework: Maintain / Grow / Showcase

Maintain (keeps things running)

This is the work that prevents the wheels from falling off:

Handling customer fires
Daily ops and admin
Routine coordination
Recurring reports
Necessary meetings

Maintain is legitimate. It’s just not allowed to be your entire identity.

Grow (makes future work easier)

This work decreases future chaos and increases leverage:

Fixing a recurring issue so it stops becoming a fire
Writing a playbook / FAQ / checklist
Simplifying a workflow
Training someone else so you’re not the only knower
Using AI to draft/format/summarize repeatable work

Grow work is how you buy time back.

Showcase (creates visible, career-building impact)

This is the work that makes your value obvious and compounding:

Shipping a meaningful deliverable
Owning a metric that matters
Making a key decision or recommendation
Leading a cross-functional effort (even a small one)
Turning ambiguity into a clear plan

Showcase is not showing off. It’s making impact visible to your team, your stakeholders, and your future self.

How do you ensure a good ROI on the hours you work? Please share in the comments.

For the extended article including a 20-minute Time ROI audit sent right to your inbox, subscribe to my Substack.

Virtually Hidden

When setting up meetings, one of the first questions asked is “Do you prefer meeting in person or virtually?” If you’re like me, you’ve learned to say, “Whatever’s easiest!” because you’re polite and your calendar is already a suitcase you’re trying to zip while sitting on it.

Why It Matters

For alignment, in addition to swapping updates, you need to be able to discern confidence, detect hesitation, and make decisions when the room gets emotionally complicated (which it always does, because humans). In-person is better for anything that involves resistance, uncertainty, or a situation that could go sideways.

When you’re looking at someone through a webcam, you’re getting a highlight reel, not the whole story. You see their face, maybe their shoulders, and whatever expression they can maintain while Slack pings, email dings, and they pretend they’re totally focused. In person, you get the rest of the data: the hand gestures, the micro-glance at a second screen when you mention timelines, and (my favorite) the nervous heel bounce.

The Rule

Have you heard of the 7-38-55 rule? It’s often summarized as 7% words, 38% tone, and 55% body language. In the 1970’s, Dr. Albert Mehrabian’s research suggested when verbal and nonverbal cues conflict, people tend to trust nonverbal signals more. Disclaimer: it’s not a universal law for all communication (facts still matter, thank you very much), but it’s extremely relevant when the stakes involve trust, confidence, resistance, or buy-in.

And that’s basically every meeting where you’re trying to get work done with other people. You’re not just deciding what to do. You’re deciding whether they’re bought in, whether they’re uneasy, and whether the plan survives moving from screen to reality. This is one of the reasons virtual meetings feel exhausting. You’re trying to get in sync while missing most of the inputs your brain relies on to determine whether yes really means yes.

You Lose Time, Not Just Vibes

When you miss nonverbal cues, you don’t just miss emotion. You miss early warnings.

A stakeholder says, “Looks good,” but their tone is tight. In person, you’d clock it instantly and ask one more question. Virtually, you take the yes and move on. Two weeks later, objections appear like they were sitting just outside the camera frame the whole time.
Your manager says, “Run with it,” while clearly multitasking. You interpret it as approval. They interpret it as “I was being polite.” Now you’re both annoyed and you’re rewriting the strategic plan.
A teammate says “I’m fine with the deadline.” Their words cooperate but their body is screaming no. You don’t notice. They burn out, quality drops, and you inherit the mess.

The result is slower decisions, more follow-up meetings, and that particular brand of frustration that comes from doing the same work twice. By the way, power skills, like communication and empathy, are the exact gap AI can’t fill yet. Tools can schedule the meeting, capture the transcript, and summarize action items. But they can’t reliably tell you when someone is uncomfortable, unconvinced, or uneasy about delivery. That’s still a human’s job.

How do you get the nonverbal information you need from a virtual meeting? Please share in the comments.

For the extended article including Make Virtual Alignment Faster (and Less Soul-Sucking) sent right to your inbox, subscribe to my Substack.

What Is Your Story?

You read the words “personal brand” and your shoulders tense. I get it. The phrase can sound like you’re supposed to be a walking billboard with a ring light and a catchphrase. Can it be overdone? Absolutely. But at its core, managing your brand is simply putting your best foot forward. It is intentionally deciding what you want the public to know about you.

You already have a personal brand. There is no way to avoid it. People have a sense of what it is like to work with you, what you value, what you’re good at, and what you tend to prioritize. The only question is whether you are shaping that story on purpose or letting it form by accident. Storytelling is how you shape it on purpose.

Why Storytelling is the Least Salesy Way to Build a Brand

The most common reason I hear from people who avoid personal branding is they think it requires constant self promotion. They picture humble bragging, highlight reels, and captions that make your friends quietly mute you.

Storytelling is the antidote to that. When you tell values stories, you are not shouting, “Look how great I am!” You are showing people how you think. You are letting them see your standards in action. You are building trust without asking for applause. A story does what bullet points cannot. It gives your values a heartbeat. For example:

Saying you are empathetic is vague. Telling a story about how you handled a tense deadline conversation without steamrolling someone is specific.
Saying you value excellence is easy. Telling a story about catching a small error before it became a big one, and what you changed in your process afterward, is credible.
Saying you are reliable is common. Telling a story about how you built a simple weekly status update that prevented surprises, surfaced risks early, and made it easier for everyone to plan is memorable.

Your personal brand is not your job title. It is the expression of your values, goals, purpose, mission, vision, and what skills and abilities you bring to the party. Storytelling is how you make that expression feel real.

It Is Your Guide

Instead of treating your personal brand like a marketing campaign, treat it like a guide you can refer back to over and over again. A guide helps you decide what to share and what to skip. A guide helps you stay consistent across LinkedIn, Substack, TikTok, your website, and all the things. A guide evolves as you grow.

If you have ever posted something and immediately wondered, “Was that helpful or was that cringe?” Then you need a guide. Start with one question and do not overcomplicate it: What do I want to be known for? Not admired for. Not liked for. Known for. Known for is sturdier. Known for survives a bad hair day and a rough quarter.

What do you want to be known for? Please share in the comments.

For the extended article including Your Secret Weapon, What to Include in Your Personal Brand Narrative, and a 5-Step Template for Brand Storytelling sent right to your inbox, subscribe to my Substack.

Strength Plus Warmth

Last week we talked about how to ask for what you want at work and being prepared to get it. I gave you a pep talk over on Substack that included the Strength Plus Warmth Formula. In response I received a couple of questions on what this looks like in real life. So, this week let’s look at a few examples of the types of situations you’re currently in, what your normal approach would be, and what your new approach could be if you use the Strength Plus Warmth Formula instead.

The Strength Plus Warmth Formula

When you need to ask for something: raise, scope change, resources, help, time, etc., use this structure:

Name what you want (one sentence)
Tie it to outcomes (why it matters)
Acknowledge their constraints (warmth)
Offer an easy next step (what you need from them)

It looks like this: “I’d like X because it will Y. I know you’re balancing Z. The next step I’m asking for is A.”

That’s it. Four steps. No groveling. Not bossy.

Now let’s make it concrete across manager/peer/direct report because your week contains all three.

1) Asking for a raise or promotion

Soft default: “I was wondering if maybe we could talk about compensation at some point…”
Translation: Please don’t be mad that I exist.

Strength Plus Warmth scripts:

Option A: Direct and calm

“I’d like to discuss a compensation adjustment to reflect my scope and impact. Over the last six months, I’ve delivered X, Y, and Z. What’s the process and timeline to review this?”

Option B: Promotion-focused

“I’m ready to be considered for the next level. I’m already operating at that scope in these areas: X, Y, Z. What specific outcomes would make this an easy yes in the next cycle?”

2) Pushing back on scope

Soft default: You say yes, then resent everyone, then work late, then wonder why you’re tired.

Strength Plus Warmth scripts:

Option A: Tradeoff question

“I can take this on. To do it well by Friday, I’ll need to deprioritize X. Which would you like me to pause?”

Option B: Clarify the ask

“Before I commit, can we define what ‘done’ looks like? If we want it by Friday, we’ll need to keep the scope to A and B.”

Option C: Protect quality

“I want to make sure this lands well. With the current workload, I can deliver either fast or polished. What matters more here?”

3) Pitching an idea

Soft default: You float it like a balloon and hope someone else attaches a string.

Strength Plus Warmth scripts:

In a meeting: “I recommend we do X. It would reduce Y and help us hit Z. If there are no major objections, I can draft a plan by Thursday.”

In Slack: “Proposal: X. Benefit: Y. Cost: about Z hours. If you’re aligned, I’ll move forward and share a first pass by Thursday.”

How do you exude both strength and warmth to achieve your goals at work? Please share in the comments.

For the extended article including additional scripts and The Not Pushy Calibration Hack sent right to your inbox, subscribe to my Substack.

Priority Protection

I’m still thinking about this book and particularly the reference to this quote usually attributed to Maya Angelou: “Ask for what you want and be prepared to get it.” This is a job description for leadership. When you level up the work gets fuzzier, the pace gets faster, and the expectations get implied. Suddenly you’re in a high-pressure, Slack-soaked, meeting-heavy environment where urgent is a vibe, not a category. If your default setting is “No worries if not,” then your calendar turns into a 24/7 help desk.

Being Prepared Means Boundaries

Competent people get rewarded with more work. You’ve seen it. You’ve lived it. You answer quickly, you fix problems, you take things off other people’s plates. When you imagine pushing back on an additional assignment, your brain hears: They’ll think I’m difficult. They’ll think I’m bossy. They’ll think I don’t deserve the promotion I just got. You got promoted because you are effective. And effectiveness requires limits. You don’t need to be always available. Instead, communicate strength plus warmth. Strength is clarity. It’s what you will do, what you won’t, and by when. Warmth is respect. You see the other person. You want things to work. You’re not making it weird. Try this:

Name the boundary (short and direct)
Name the reason (work reason, not a life reason)
Offer the next step (so you’re not blocking progress)

That’s how you ask for what you want while staying likable and respected. And now how about some scripts?

Scripts for Slack

1) When someone pings “Quick question?”

You want: fewer drive-bys, more control.

“Happy to help. Please send the question and what you need from me (decision, feedback, or info)? I’m in meetings until 2, then I can respond.”

Balanced, warm, and it trains people to be clearer.

2) When it’s after hours and you’re tempted to reply anyway

You want: to stop teaching people you’re always on.

“Got it. I’m offline now and will take a look tomorrow morning.”

No apology. No “No worries if not.” You’re simply a person who sleeps.

3) When you can’t take on more work

You want: to protect your priorities without sounding like you’re refusing.

“I can take this on, but I’ll need to push X to next week. Which is the priority?”

That one sentence is a leadership move. It makes trade-offs visible.

Scripts for Email

1) Setting response-time expectations

You want: fewer “following up!!!” emails.

Subject: Re: [Topic]

“Thanks for sending this. I’m heads-down on client deliverables today and will reply by EOD tomorrow. If you need a decision sooner, please flag what’s time-sensitive.”

Warmth: thanks + options. Strength: timeline.

2) Protecting your calendar

You want: fewer meetings that steal deep work time.

“I can join for the first 15 minutes to align on decisions and owners. If we need more time, I’m happy to review notes asynchronously.”

You’re not dodging. You’re designing how you work.

Scripts for Live Conversation

1) When someone adds “one more thing” in a meeting

You want: to stop volunteering your future evenings.

“I can do that. What should I deprioritize to make room?”

Say it calmly, like you’re asking where the stapler is.

2) When expectations are unclear

You want: clarity without sounding dramatic.

“To make sure I deliver what you actually need, what does success look like here, and when do you need it?”

That’s not pushy. That’s preventing rework.

3) When you need to end a conversation

You want: to leave without the nervous over-explaining.

“I’m going to jump to my next meeting. I’ll follow up with next steps by tomorrow at noon.”

Clean. Leader. Done.

Your new replacement for “No worries if not”

Retire it. It sounds polite, but it teaches people your needs don’t matter.

Try these instead:

If that doesn’t work, here are two alternatives.
Let me know what’s realistic on your end.
If you can’t, who’s the right person to ask?

Still warm. Way more self-respecting.

How do you ask for what you want while staying likable and respected? Please share in the comments.

For the extended article including The Pep Talk You Actually Need sent right to your inbox, subscribe to my Substack.

Your Invisible Operating System

Leadership is not a job level. It’s a set of decisions you make. You lead when you run a meeting that ends on time. You lead when you calm a tense thread before it becomes a full-blown Slack bonfire. You lead when you quietly notice the new person is getting steamrolled and you make space for them to speak.

It’s vital to figure out your leadership style because it’s the invisible operating system behind the thousands of micro-decisions you make every week like, how you give feedback. How you handle conflict. How you prioritize. How you respond when you are tired and a project goes sideways.

Knowing your leadership style helps you stop defaulting to whatever possible solution is loudest in the moment and start choosing what is most effective. And if you are thinking, I will figure it out once I have more authority, please know this: Waiting is the fastest way to let stress pick your style for you.

Leadership Style is a Toolkit

Some people believe leadership style is a fixed identity. For example: a visionary leader, a servant leader, or a data-driven leader. But real leadership is situational. It is a premium toolkit. Sometimes your team needs clarity. Sometimes they need care. Sometimes they need a nudge. Sometimes they need you to get out of the way and let them cook.

That’s why it’s normal for leadership to show up as a mix. You may take an assessment and discover you are not one style. Instead, you’re a full-blown committee. Maybe democratic, altruistic, coaching, with a little sprinkle of please do not schedule another meeting thrown in. You don’t have to force that committee into one chair. You can learn to decide which voice to put in charge depending on what the moment needs. You can design how you show up so you can take bold action without breaking trust.

Why It Matters

When you manage people, you influence outcomes. When you lead without a title, you influence the environment. The environment is everything. Here are a few very normal work scenarios where your style quietly decides the outcome:

Your direct report is underperforming and avoiding hard tasks. Do you go coaching, clear expectations, or accountability first?
Two teammates are in conflict, both convinced they are the reasonable one. Do you go mediator, decision maker, or listener first?
Your team is burned out and deadlines keep coming. Do you go boundary setter, process improver, or morale builder first?
A project is slipping because nobody owns the next step. Do you go organizer, delegator, or driver first?

If you don’t know your default style, you will react. And reaction is usually a mix of stress, habit, and whatever leadership style you were subjected to growing up. Around here we call that improvisation.

Have you taken a leadership style assessment you found accurate? Please share which one you used in the comments.

For the extended article, including The Leadership User Manual You Should Write Before You Need It, sent right to your inbox, subscribe to my Substack.

Productivity Redesign

I was sitting in a circle of relatives, catching up the way you do: half stories, half snack breaks, a little “So… what are you working on these days?” And then something quietly wild happened. I discovered that out of seven people chatting, four work three or four days a week and they are considered full-time employees.

If you entered the workforce back when the definition of work meant 40+ hours exclusively on-site, you can feel my whiplash. That old default came with a standard bundle: PTO, group health insurance, a 401(k), and the occasional professional development trip that felt like a brief vacation until you remembered you had to network. Then the pandemic showed up, kicked the office door open, and accelerated a bunch of changes at once: remote work felt normal, the definition of full-time got fuzzier in some roles, and employer-sponsored health coverage got more complicated and costly. So here in the middle of Q1 2026 where are we on the four-day workweek in the United States? You’re closer than you think. Just not in the way social media makes it sound.

What Qualifies?

When people say “four-day workweek,” they often mean one of two things. Both are legitimate. They’re just not the same lifestyle.

Option A: 32 hours, same pay (the true shorter week)
You work fewer hours, you keep your salary, and teams redesign how work gets done (fewer meetings, clearer priorities, better handoffs). This is the model promoted by groups like 4 Day Week Global, and it’s the one most likely to reduce burnout without turning Thursday into a stress marathon.

Option B: 4×10 (the compressed week)
You still work 40 hours, just in four longer days. This can be great if commuting is brutal or you want a weekday for personal appointments. It can also be exhausting, especially in meeting-heavy jobs where 10 hours quietly becomes 10 hours plus whatever you didn’t finish.

What’s Happening in Workplaces?

Large, coordinated trials helped legitimize the idea for knowledge-work employers. In 4 Day Week Global’s U.S./Ireland trial results, organizations reported strong satisfaction and many committed to continue the schedule after the trial. Meanwhile, the American Psychological Association reported in its Work in America survey, a larger share of respondents said their employer offered a four-day workweek in 2024 than in 2022. Even if your company hasn’t adopted it, the idea is now mainstream enough that your peers are experiencing it.

What’s Happening in Policy and Legislation?

Bills titled the “Thirty-Two Hour Workweek Act” have been introduced in the United States Congress, aiming to shift overtime thresholds toward 32 hours (phased in). At the state level, proposals keep popping up, but broad mandates still haven’t crossed the finish line. One example right now: Washington’s HB 2611 (2025–26 session) proposes reducing the standard workweek from 40 to 32 hours by changing overtime rules. And across states more broadly, policy trackers note lots of bills proposed, with few becoming law. So as of early 2026, experiments and employer adoption are ahead of legislation.

If you’ve tried a four-day schedule (or want to), what model made (or would make) your life better: 32 hours, or 4×10? Please share in the comments.

For the extended article including a side note about employer benefits, and the Decision Guide: Is a Four-day Work Week Realistic for You? sent right to your inbox, subscribe to my Substack here.