Going Beyond Being Proactive at Work

The New Reality: Leaders Have Less Control, Need More Courage

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By Jason Collins

For decades, the prevailing wisdom for business leaders was to stay out of politics. Neutrality was considered the safest, most responsible stance for corporate executives and board members to take. But today that approach is increasingly untenable. From the COIVID-19 pandemic to intensifying political polarization and controversy, leaders now find themselves at the center of public debates whether they choose to engage with them or not.

For leaders, silence is a statement, and political neutrality is no longer a viable option, according to Academy of Management Scholar Wendy Smith of the University of Delaware.

“It used to be that there were checks and balances in the U.S. government,” Smith said. “The market was separate from the state, or companies were separate from the government, and that is no longer the case.”

To survive and thrive in this era when economics and politics collide to sow chaos, Smith said that leaders should “talk about strategizing as a verb rather than having a strategy.” For Smith, this means considering “the conditions that we need to bring a team together to be agile and moving, even as we need to communicate out to our people some sense of security.”

Strategic decisions from supply-chain choices to remote, hybrid, or return-to-office work policies have become flashpoints in boardroom and C-suite conversations and political discourse. Leaders now must navigate complex social, economic, and political terrains, speak out on pressing issues, and align their actions with values that resonate with stakeholders—employees, shareholders, customers, and communities alike.

Companies’ leaders have had to deal with uncertainties for a long time, but Smith said many of their strategies and their organization’s systems are antiquated. According to Smith, nowadays leaders are learning that they need to “communicate to their people, optimize their processes, and cultivate openness in their conversations, but not pretend that there’s certainty of what the future will bring, because that’s just false hope.”

Smith acknowledged that leaders are faced with unique challenges in this current political landscape characterized by dissention, frustration, anger, and unpredictability, making it difficult to navigate socioeconomic volatility.

“One of the consequences of this highly polarized world is that leaders, because of the polarization, are being attacked for polarizing positions,” Smith said.

In this current era, leadership is less about having definitive answers and more about asking incisive questions, listening to a range of perspectives, evaluating various responses to difficult circumstances and controversial issues through an ethical lens, and having the courage of one’s convictions.

“We want leaders who are competent and courageous, not stepping away from that responsibility to take a stand and speak up for what’s right because it is so risky,” Smith said.

Why We Love Time-Travel Tales

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By Daniel Butcher

People love stories that involve time travel, from books such as The Time Machine by H.G. Wells, A Wrinkle in Time by Madeleine L’Engle, and the Outlander series by Diana Gabaldon (adapted into a TV series) and shows such as Doctor Who and Quantum Leap to comedy movies such as Groundhog Day, Bill & Ted’s Excellent Adventure, and Hot Tub Time Machine and action/adventure films such as the Back to the Future and Terminator series.

What’s so universally compelling about the concept?

Academy of Management Scholar Abbie Shipp of Texas Christian University said that the appeal of time-travel stories is that people often imagine what it would be like to travel backward and forward in time.

“We live in any given moment, but in those moments as we mentally time travel, we can remember select things, we can forecast things, and so we can create whatever story we want,” Shipp said. “When we see it in movie or show form, it fascinates us to be able to move into the future and see, ‘How did that play out?’—there’s a little bit of certainty that comes with that, so that’s one element.

“Another part of that is that we forget how things change,” she said. “For example, we assume, ‘If I am in an accident and suffer an injury and I lose the use of my legs, I would be so unhappy,’ and there’s a lot of research on this; yet we know that people have happiness set points.

“We forget the resilience that we have over time.”

Popular fantasy

“I was just thinking about this today in terms of the weather,” Shipp said. “We’re having this really weird cold snap in Texas, and so, of course, my brain is thinking, ‘Well, if this is what the weather is going to be from now on, I’m going to move someplace else.’

“But that thought assumes this experience would be the same in another 10 years, rather than be temporary or change in another way,” she said. “What do I know about what the future holds?

“Some of those time-travel films get us thinking about the elements we’ve forgotten about the past or what might be in the future, so it’s as much a fantasy as it gives us something to sink our teeth into when we think about what’s continuous versus what’s changing.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

What to Do When Your Boss Asks You to Work Late

By Daniel Butcher

You recently started a new job and your boss asks you to work late. Do you say yes, do you try to come up with a compromise, or do you say, “no way!”?

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Review article related to this topic with TCU colleague Hettie Richardson, said that when she had recently begun a new job as an assistant professor, there was an important meeting scheduled from five to nine p.m.

“I said, ‘A work meeting scheduled for after most people have left? What are you doing? I have to get home and take care of my son,’ but to this group, that was just normal because they wanted the privacy for the meeting’s sensitive topic,” Shipp said.

“When we get in situations like these, we have choices—we can either just go to the meeting deliberately and entrain to that schedule, or maybe we could passively push back and say, ‘I’ll be there, but I’m only going to stay from five to seven,’ or we could actively resist and say, ‘This isn’t right; this disadvantages people who don’t want to work in the evenings so I’m not going,’” she said. “Yet there are different outcomes that can happen in response to that decision.

“Sometimes it can be good because you may resist a meeting that others also think is mistimed—but other times you may be viewed as a rebel who is unwilling to adapt your schedule.”

Beyond meetings, Shipp said that there are other examples where it isn’t a simple choice between full compliance versus resistance.

“There are times when your preferred timing doesn’t match the situation, but you respond by creating an even more strict handling of time,” Shipp said. “Maybe you’re in an environment that doesn’t give you any structure about when and where to work but only evaluates your outcomes, given that different people experience time individually, they may each put their own structure in place, and that may further inform what happens at the team or the organizational level.

“Because individuals have views of time or ‘temporal schemata’ for how they interpret their schedules, they view the world through this temporal lens,” she said. “We each have these temporal schemata based on childhood and early work experiences, and that lens is how we each think about time and use time individually.

“We can’t assume that people will just naturally entrain to team or organizational schedules; we really have to look at each individual and see if there’s more going on behind the scenes.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

When It’s Time to Look for a New Job

By Daniel Butcher

Sometimes it makes sense to say “This too shall pass” and weather the storm at work. In other cases, it’s best to jump ship.

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Review article on how people craft career narratives that affect how they fit in their current organization with Karen Jansen of North Carolina State University, said few jobs are forever.

“You thought you were going to stay here forever, and then your boss suddenly leaves, and you get a horrible boss,” Shipp said. “That’s a big event in your story, and how well you fit now has changed, so in response to the question ‘Am I going to stay here?’ is now very different.

“The fit literature had not addressed that question of change, so we have done some additional work to really explore what that means; we can’t just ask people, ‘Do you fit?’ at a moment in time to get the whole story,” she said. “You and I might report the same numerical number of job satisfaction on a questionnaire, but if the trajectory you’re expecting is going down and the trajectory I’m expecting is going up, I’m going to be super happy to stay, whereas you’re going to be planning a departure—yet, on the engagement survey, it will look exactly the same.

“It’s really about bringing in that temporal context.”

It’s easy to stagnate in a job even after the situation changes for the worse due to inertia. Employees shouldn’t be afraid to examine their changing work environment and make a call whether it still makes sense to be loyal to their employer. As for bosses, they need to actively try to boost morale after a period of more changes than usual.

“What it means for leaders is: You have to ask people, ‘What’s your story? Where have you been? Where are you going, and how does that provide an incentive for you to stay here, at least for the time being?” Shipp said. “We call it temporal baggage.

“When you come to an organization, you bring the temporal baggage of the past and the future, which is, ‘Where have you been before, and what do you expect if you’re going to stay here?’ and we have to understand that whole story,” she said.

“We ask about fit in the middle of things at one point in time, but we need to understand that whole story, and we have to keep asking, because it will naturally change as personal situations or work events change.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Understanding Time to Manage It Better

By Daniel Butcher

Time flies when you’re having fun or in the zone at work, but it crawls when you’re in pain or doing a boring task.

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on that topic with Karen Jansen of North Carolina State University, said that a key element of subjective time is people’s interpretation and perception of time itself.

“Working on the expense report, even 15 minutes probably feels like forever versus 15 minutes in a crisis situation feels like a blink of an eye,” Shipp said. “There are different ways in which we perceive time itself, the units of time, and that shapes how we structure our time.

“That could be things like deadlines—say you asked me, ‘Hey, can you get this to me by Thursday?’” she said. “That may seem like a very long deadline to you, but if I have a very busy week, maybe that feels like that’s way too soon.

“It has implications for how and when we work, especially how we work with each other.”

In Shipp’s and her colleagues’ research on different elements of subjective time, they looked at all the different ways in which people have studied time, and which aspects of it scientists haven’t studied. People who take time to examine how they perceive and interpret time may be able to improve their time management.

“We found was there are many gaps, both in how researchers and practitioners look at time,” Shipp said. “We found many ways in which you can better use your time if you think about it subjectively and not just objectively.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Trade Tasks with Coworkers to Increase Meaningfulness

By Daniel Butcher

Many people want to be able to find meaning in their jobs, but fewer stop to take stock of their current roles and whether there’s anything that can be done to make them more meaningful.

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on that topic with Karen Jansen of North Carolina State University, said that too many of us don’t slow down enough to think about the meaning of time at work and how we spend it.

“I don’t think people often stop and reflect about, ‘Is what I’m doing at work meaningful to me?’—not what’s prioritized in my job or for somebody else, but rather, ‘Is what I’m doing in my work meaningful to me personally?’” Shipp said. “Particularly if I have some choice—‘I get to work on this project’ or ‘I get to do this volunteer opportunity’—those things are more or less meaningful to different people, so finding ways to increase those activities can shape how meaningful your job is and help you to move away from meaningless tasks.

“Maybe do reports at your low-energy time of day, but do the meaningful activities at the time when you’re most productive and can most take them in. Then your work feels more fulfilling because you’re really synchronizing those things,” she said. “You also can offshoot or delegate things that you don’t find meaningful—quite frankly, I’ve done this with colleagues—you trade or swap tasks with somebody that you work with; maybe they do find those things meaningful, and so we can do a swap of job activities.

“Maybe I join a committee because it gives me a lot of meaning and I love it but that you think is not very meaningful, and vice versa.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Why Time-Management Hacks Don’t Work for Everyone

By Daniel Butcher

When it comes to time-management tips, people respond to work schedules and deadlines differently, and what works for an early bird might not be useful for a night owl.

Academy of Management Scholar Abbie Shipp of Texas Christian University said that time management is a common headache for many workers.

“There’s still a really big push to better manage your time, and even right now, I’m still seeing elements of post-pandemic burnout,” Shipp said. “My theory is that many people struggle with time management because leaders have never gotten down to the meaning of people’s time at work and an individual perspective of how workers are currently managing—or would prefer to manage—their time.

“Time-management hacks that are so commonly prescribed might work for some people but not for others—for some people, it might make it worse,” she said. “For example, it is widely prescribed to block your workday to work on certain things at certain times—but that overlooks how some people work better in a state of flow, working based on events, not time.

“There’s a couple of time-management issues that have been around for a long time, but we’re looking at them too simplistically, without understanding how people experience and view time individually.”

Instead, experts and influencers are touting life hacks, including time-management strategies, that resonate with a percentage of the population but might not work for everybody.

“It’s really comparable right now to the research on nutrition—they’re finding customized diets that are optimized for different metabolisms and making individual prescriptions for workouts and what to eat,” Shipp said.

“We used to think of this as ‘calories in, calories out,’ but now we realize, ‘Wow, it isn’t that simple, because you could eat the same things as me, but we have different outcomes because we have different biological makeups,’” she said

The same thing goes for individuals’ cognitive makeup and their chronological perceptions of time.

“For example, are you an early-morning person or are you a late-night person?” Shipp said. “That can affect your performance as your time management and task prioritization needs to be shared to your energy level.

“Similarly, rigid work schedules of certain hours in the office may work for some employees but not others,” she said.

“There are so many things that we don’t yet incorporate into workforce discussions that that would help us to get away from these blanket hacks and one-size-fits-all recommendations.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

The Pitfalls of Thinking about Your Jobs Instead of Your Career

By Daniel Butcher

Far too often, workers either stay too long in a job that isn’t a good fit, or, at the other extreme, hop from job to job without a coherent plan for achieving their desired career path.

Academy of Management Scholar Abbie Shipp of Texas Christian University said that when it comes to people deciding whether their current job is a good fit or which jobs to apply for, they shouldn’t miss the forest for the trees. Put another way, think of each job you apply for in the context of the career that you’d like to have over the long haul.

“Career-planning is a long-lived topic, but in many ways, people have moved away from thinking about careers and instead it’s just a string of jobs—maybe you have this job for a year and that job for a year, but none of them ties into a larger career path,” Shipp said. “One of the things that you may regret is accepting a job without thinking about your fit over time, for example.”

Over time, it’s crucial to plan for the career you want and articulate the story you’re telling yourself, the narrative of what that looks like, and whether the job you’re in or applying to fits that narrative, she said.

“If we aren’t doing long-term career planning and lose the ability to think of ourselves as the protagonist in a continuous story from past to present to future, then people can make job changes that don’t necessarily fit or work any better than where they were before,” Shipp said.

“Many companies in America seem to simply accept this job-hopping trend, recruiting constantly to overcome the short-term tenures that are now so common,” she said. “But individuals can create a better experience for themselves if they give some thought to their career narrative.

“If crafted thoughtfully, they may even find a better fit with an organization that values the same things.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Why Doing Meaningful Work Makes Time Fly

By Daniel Butcher

“When you sit with a nice girl for two hours, it seems like two minutes; when you sit on a hot stove for two minutes, it seems like two hours. That’s relativity.” —Albert Einstein

When people talk about time at work, they usually don’t think about subjective time, how we perceive time differently, for example, at work vs. on vacation, noted Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on that topic with Karen Jansen of Henley Business School.

“A key to understanding subjective time is thinking about how people interpret time itself—workers often ask themselves, ‘Is there meaning in what I’m doing? Where is this leading me?’” Shipp said. “Expense reports feel meaningless, and most people consider them to be a waste of time, as opposed to, ‘I worked on this big project—it’s going to save lives, for example, if you’re in the medical community.’

“So the same amount of time spent on one sort of task or project vs. another can feel different and have different meaning, and that interpretation of time is really important for how people think and feel about their job and career,” she said.

“Leaders need to consider this different view of time when engaging their teams.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

An Overlooked Challenge of RTO Mandates

By Daniel Butcher

It may be counterintuitive, but if leaders and managers are willing to be more flexible in how employees manage their own time, then they may get more productivity out of them. That goes against the grain as the U.S. federal government, tech giants including Amazon, Apple, Google, and Microsoft, and financial-services titans including J.P. Morgan Chase, Citigroup, Goldman Sachs, and BlackRock have all issued return-to-office (RTO) mandates.

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on the how we experience time with Karen Jansen of North Carolina State University, said that the subjective nature of how we perceive time and the variance of which hours people are most productive at work are factors that contribute to the “square-peg-in-a-round hole” awkwardness of requiring employees to be in the office five days every week from nine to five.

“That’s why things like the return-to-office mandates can be challenging. Even things as simple as saying, ‘We’ll do a hybrid schedule, but you’ll need to be in the office during these hours on these days of the week; here’s when we’ll be back,’” Shipp said.

“That assumes that schedule works for everyone, and it’s hard to meet individual needs while you impose collective schedules,” she said. “That doesn’t mean that we shouldn’t think about it; it means, in fact, we should think about it more–but it takes a lot of talent to do this.”

People appreciate flexibility

“First of all, we have to be aware that people need individual flexibility, so from a leadership perspective, we have to start asking employees, ‘What do you value? When do you like to work? What’s meaningful to you? What’s your background about time management?’” Shipp said.

“I don’t think a lot of leaders do that, because if they don’t know their own personal views and uses of time, they’re certainly not assuming that employees are different from them,” she said.

“My research would indicate that individuals could be very different about people’s scheduling preferences and time-management habits, yet leaders make those assumptions and never have them become explicit.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile