Skillway's 5-Hour Workday

Skillway's 5-Hour Workday

Think about all of the work that your team does in one week. Picture the sales made, the relationships developed, the plans executed, and crises averted. All of those phone calls, meetings, projects, posts, and emails--it’s a mountain of productivity.


Now imagine doing that same amount of work in half the time.


“Even though sales is our specialty, we’re also time management and productivity nerds,” said Shane Tinnin, COO and Co-Founder of Skillway. “It’s how we’re wired.”


Skillway provides sales training,executive coaching, and comprehensive sales training to their clients, with time management standing as a core principle of their coaching. They live what they teach by implementing a 25-hour work week for all full-time team members.


“Team members are always skeptical at first,” explained Tinnin. “‘You’re going to give me more money, full benefits, and fewer hours than when I was part-time? You don’t really mean this.’ But we do!”


Together with Skillway’s President and Founder, Dew Tinnin, the leadership at Skillway has set a culture where team members work smarter and think more creatively. Team members have 4-6 hours to do what would be expected in a traditional 8-10 hour work day. To do so, they invest in automations, cut out distractions, and approach business problems with a different perspective.


Skillway believes this approach makes for the best team because it allows all members to become well-rounded.


“If you want people to excel in high skill jobs, they must be able to think for themselves,” said Tinnin. “[Our team members] need to read, take classes, go on vacation, have hobbies, volunteer, and be involved in their community. To make them work 60 hours a week and expect them to be involved is unfair.”


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Tinnin has seen a difference in his team members. The work itself is better because the team members are constantly developing their skills and improving their overall well-being through community involvement. As a result, his team is able to produce the same amount of work as a traditional schedule, have more time off, and give back.


“It’s hard to quantify attitudes, but you see people enjoying their work more because they don’t feel guilty about taking time off,” Tinnin explained. “Finding that balance of work prevents burnout.”


When asked if there was something special about his team or the company that made hyper-productivity possible, Tinnin had a clear message: any company, no matter the size or industry, can adopt this work schedule.


“A lot of people think ‘but my job is special’ and ‘this could never work for my team,’ but it applies to a lot more jobs than you think,” said Tinnin. “If you challenge yourself to think ‘how could I make this work?’ you can think of ways to make it happen.”


Tinnin suggested experimenting with a short-term trial of the compressed work week, like framing it as summer hours, and seeing how team members adjust. If management is prepared and committed to the new culture, he believes the team members will quickly improve both on and off the clock.


 “You just have to trust your team members,” said Tinnin.


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