Approaching the Four-Day Workweek as a Strategic Shift
By Jennifer Schielke, Summit Group Solutions, LLC
As leaders, we are constantly navigating the delicate balance between meeting workforce needs and driving business results. With burnout on the rise and competition for top talent fiercer than ever, the conversation around the four-day workweek has evolved from novelty to necessity—demanding education, communication, metrics, and ongoing evaluation.
Let me be clear: this is not just a scheduling change. It’s a leadership approach. I’m not advocating for a four-day workweek—I’m advocating for connecting with people, being open to new ways of succeeding, and educating teams through solutions they perceive as necessary, especially when those solutions fall short of company objectives, competitive positioning, or long-term sustainability.
A four-day workweek is not a one-size-fits-all solution, and it certainly isn’t about doing less. If you’re considering this shift, it’s not about giving in to a trendy workforce demand. It’s about avoiding stagnation—and, more importantly, about propelling your people and your company forward. That requires intention, vision, and clarity.
“You don’t make a major move like this just hoping not to backslide or stay the same. Everything you do for the company should be about moving it forward.”
Start with the Why
The first step is defining your “why.” Leaders must lead with vision. If you’re evaluating a shorter workweek, ask yourself: What are we really trying to accomplish? Is it talent attraction? Employee well-being? Efficiency? All of the above?
Whatever your drivers are, they must align with your company’s values, goals, and culture. Without a clearly communicated purpose, even the most progressive policies will fall flat.
Ditch the One-Size-Fits-All Mentality
The four-day model won’t work the same across departments, roles, or industries. It’s up to you to assess how this shift would play out across your organization. Talk to your people. Collaborate with other leaders. Ask the tough questions:
Where can this work? Where can’t it? What’s the risk to customer service, deliverables, quality, and culture?
Success lies in tailoring your approach. You may find that staggered schedules better suit your teams—or that a seasonal model aligns more naturally with your business cycle. Flexibility is key, but consistency in setting expectations is non-negotiable.
Gather the Data Before You Decide
If you’re not involving your people, you’re already off track.
“Engage your primary stakeholders by polling their thoughts on a four-day workweek and how it would impact them. This includes gathering input not just from employees, but also from customers and assessing the potential impact on products or services.”
Employees may love the idea in theory, but their feedback might surprise you in practice. Not everyone wants 10-hour workdays. Some may worry about increased pressure to hit deadlines.
Use surveys, one-on-ones, and small-group discussions. Encourage honest feedback—lead the dialogue and listen with intention.
Transparency is your most powerful asset. Address questions about job security, workload distribution, or potential salary impacts head-on. The more upfront you are, the more trust you’ll build.
Pilot Before You Launch
“Start with a pilot implementation program to test the four-day workweek’s effectiveness, allowing time to evaluate its impact on productivity, employee engagement, and customer satisfaction.”
Test it. Measure it. Adjust it.
Run a time-bound pilot program with clear KPIs—employee engagement, productivity, and client satisfaction. Use the data to shape your next move. Did your team maintain output? Were customers impacted? What worked? What didn’t?
Avoid the trap of “set it and forget it.” The most successful companies treat the four-day workweek as a living strategy—one that evolves through ongoing feedback and refinement.
Model Efficiency and Accountability
This isn’t about cramming five days of work into four. It’s about working smarter. That means reevaluating meetings, streamlining communication, and investing in tools—technology, AI, and training—that help people manage time and performance more effectively. Eliminate redundancies, and challenge outdated processes.
As leaders, we must model this new rhythm. We can’t expect efficiency from our teams while wasting hours in unnecessary check-ins or holding onto legacy workflows.
Leadership Must Rise to the Moment
Planning and implementing a four-day workweek isn’t about following a trend. It’s about being intentional. It’s about designing a workplace that reflects your company’s values, supports the well-being of your people, and still delivers exceptional results.
Let’s meet this moment with leadership that is bold, informed, and empathetic. Let’s challenge assumptions; respect the diversity of needs across both our teams and our businesses; and commit to changes that elevate the performance of both our people and our companies.
Because when done right, innovation and evolution in the workplace becomes a solution, not a compromise.
It becomes a competitive advantage.
