There are 168 hours in total in one week. If you sleep for eight hours each night then the total time left in a week is just 112 hours - less that the 130 hours that Mayer suggests it is possible to be at work. The idea that working all night is something that should be regularly expected is also nonsense.
When I was applying for graduate jobs I clearly remember filling in one of the application forms that asked me: do you consider yourself to have a disability? There was a box to tick if you did. I had no idea why they wanted to know and my immediate assumption was that if I ticked the box, they wouldn't want me.
When you look at some organisations you see core principles cascading through everything they do. This tends to be more likely in a small or an entrepreneurial company but it doesn't have to be limited to here. It is undesirable from a brain perspective to have conflicting messages coming you from every direction.
Having discussed harnessing social media, enabling internal knowledge creation and leveraging social capital in previous articles, it seems a logical topic to cover next is to address one the key players in this debate and how they interplay with advances in data analytics and technology: Human Resources.
Ellie's piece resonated with me on a lot of levels, and I am so proud of her for advocating for something that ALL women and babies, of all socio-economic levels, everywhere, need and deserve. But it also got me thinking that something continues to be missing from this conversation. (I can say this, knowing that Ellie will have my back!)
I do find it both incredible and alarming how often senior public sector managers, executives (and indeed managers and executives in the business and charity sectors too) and politicians fail to recognise the critical importance of their staff towards the fulfilment of their ambitions and delivering desired outcomes.