Camilla Kring
Camilla Kring, M.Sc. in Engineering, PhD in Work‑Life Balance and founder of Super Navigators ApS, is making companies more attractive by creating flexible work cultures. Since 2005 Camilla has been working with organizations in 17 countries. She is the author of several books, an international speaker, TEDster and the founder and chairperson of the B‑Society, an association with members in 50 countries. The mission of the B-Society is to create later starting times in schools and workplaces so that B-persons (late risers) will fit in and be productive.
www.supernavigators.com
www.b-society.org
www.camillakring.com
Phone: 004528938973
Address: Vandkunsten 4, 1
1467 Copenhagen
Denmark
www.supernavigators.com
www.b-society.org
www.camillakring.com
Phone: 004528938973
Address: Vandkunsten 4, 1
1467 Copenhagen
Denmark
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Papers by Camilla Kring
You are born with an internal biological clock. You are genetically predisposed to fall asleep early and get up early or fall asleep later and get up later. The more you live in sync with your biological clock – the better is your health. As many as 83% of the world's population - in Europe, the USA and Asia - have to interrupt their sleep early to go to work or school. It has a negative impact on their health. The demands of farming life and the rhythmic assembly lines have imprinted their rhythms on our way of thinking. One of the hardest things is to set yourself free from the convention that the good person gets up early to get something out of the day. The value of today's companies is to be found in work, which has become increasingly independent of where and when we work. It is therefore necessary to rethink the early riser ideal. The majority of us will wake up at 8:00 a.m. or later if we are allowed to live according to our internal clock’s natural rhythm. If you move the school start hours and work start hours one or two hours ahead, far fewer people - both teenagers and adults – will need to interrupt their sleep and it will result in better health and general well-being.
Vi har et ønske om at udfordre eksisterende praksis og bidrage med forskningsbaseret viden og værktøjer til forebyggelse af arbejdsrelateret stress samt understøtte arbejdspladsers udvikling og etablering af et godt og sundt arbejde, hvor produktiviteten sikres
Derfor har vi samlet ni forskningsbaserede anbefalinger til inspiration:
1. Skab en fleksibel arbejdskultur.
2. Match arbejdstider til menneskets døgnrytmer.
3. Sæt fokus på det organisatoriske og sociale arbejdsmiljø fremfor på personer.
5. Etablér konkrete procedurer for tilbagevenden til arbejdet, der sikrer, at forløbet omkring tilbagevenden til arbejdet efter stress tilpasses til den enkelte medarbejder og arbejdspladsen ud fra principper om at etablere og fastholde en god kontakt, gradvis opstart og gradvis øgning af arbejdsopgaver.
6. Lær at lede.
7. Styrk lederfællesskaber til fælles bedste.
8. Vær opsøgende i din ledelse.
9. Skab gode arbejdsvaner ved at indføre arbejdsmetoder, der kan hjælpe medarbejderne til at være mere effektive, således at de producerer mere på kortere tid.
During the COVID-19 pandemic, practice and research have proposed ideas for how organisations can manage and support their employees in the new ways of working. Our aim is to challenge existing work and management practices using research-based knowledge and tools to prevent work-related stress, and to support the development of workplaces that establish good and healthy jobs, where productivity is ensured and enhanced.
Post-COVID–19, the presented steps and associated tools in this report can also act as pointers to identify the relevant initiative when organisations are planning to initiate new ways of working or implementing preventive interventions. The tools can help organisations understand where action is needed to safeguard both performance and well-being.
Copenhagen Think Tank bases its work on scientific research and practical experience. In our vision, productivity and well-being go hand in hand and should be managed together. Furthermore, we believe that a sustainable working life should allow individuals to conduct their jobs under circumstances that provide good conditions for constructive and meaningful participation, promoting the maintenance of good mental health in current and future work.
Productivity and quality of life can be improved by letting people synchronize their work lives with their biological clocks [4,6]. I call it chronoleadership. Chronoleadership focuses on the optimal working times for each employee. Our differences in circadian rhythms are a great competitive advantage in knowledge-based society, where technological developments and globalization make it possible as well as necessary to work at different times.
Denmark has a unique position in the world when it comes to balancing work and private life.
• Denmark has one of the highest participation
rates for women in the workforce. (75% of women are in the workforce).
• Among all EU countries, Danish employees have
the highest degree of influence over their work. (85% of employees indicate that they have an influence on their work situation).
• Danish employees have some of the world’s
most flexible work conditions. (43% of employees can regulate their work hours to meet their private needs).
• Danish employees have some of the best mater-
nity/paternity leaves in the world (combined one year leave per child).
on improving productivity and efficiency. The
ability to airact and retain the best talent is widely
understood to be crucial to companies’ business
success. Only by having a strong core of talented,
passionate and self‑managing employees, capable
of sustaining the responsive and innovative capacity
of the organization to create results, will companies
be able to act in the now and anticipate change.
A major barrier in creating such an employee base
is represented by the work culture characteristic of
the majority of companies today. It fosters interruptive
work environments, preventing employees
from focusing and executing, and induces overtime
in order to meet deadlines. There is a constant lack
of time and the employees are to busy to act in the
now, which drains the resources needed to innovate
and interact with the market through the company’s
guiding vision. These conditions cause employees to
refrain from assuming responsibility, which undercuts
the core values and the goal of achieving the
promise of results for those we serve.
The solution to these organizational issues is to
create a new flexible innovative work culture that is
grounded in the acceptance of differences in work
times and spaces.
The tool to facilitate such a cultural shi_ is called
Life Navigation.
En mødetid kl. 9 betyder mere søvn til barnet
Børn har forskellige døgnrytmer. Nogle børn vågner kl. 6, mens andre vågner kl. 8. En mødetid kl. 9 betyder, at mange børn har mulighed for at sove, til de vågner.
Denne evaluering viser, at nogle elever kan få op til 1,5 times mere søvn per døgn ved en mødetid kl. 9.
Forskning viser, at børns søvn har stor indflydelse på barnets niveau af opmærksomhed og ydeevne i skolen.
En mødetid kl. 9 betyder øget livskvalitet i familierne
90 % af forældrene angiver deres livskvalitet til at være mellem 8 og 10 på en skala fra 1-10. Herudover bidrager en mødetid kl. 9 til en rolig morgenstund, færre
konflikter, bedre skoletrafik, en større fleksibilitet i hverdagen og en højere livskvalitet i familierne.
Det anbefales at fortsætte med at tilbyde en mødetid kl. 9.
Books by Camilla Kring
In a knowledge society it’s not about how many hours you are working. It is about working when you are most productive. Life Navigation is creating a flexible work culture and first step in the cultural change is to set people free from 9-5 and that work is something that only can take place at the office. Work is not a place – it’s an ongoing activity. Second, focus more on results and less on visibility. Third, give people the tools to improve their individual Work-Life Balance.
You are born with an internal biological clock. You are genetically predisposed to fall asleep early and get up early or fall asleep later and get up later. The more you live in sync with your biological clock – the better is your health. As many as 83% of the world's population - in Europe, the USA and Asia - have to interrupt their sleep early to go to work or school. It has a negative impact on their health. The demands of farming life and the rhythmic assembly lines have imprinted their rhythms on our way of thinking. One of the hardest things is to set yourself free from the convention that the good person gets up early to get something out of the day. The value of today's companies is to be found in work, which has become increasingly independent of where and when we work. It is therefore necessary to rethink the early riser ideal. The majority of us will wake up at 8:00 a.m. or later if we are allowed to live according to our internal clock’s natural rhythm. If you move the school start hours and work start hours one or two hours ahead, far fewer people - both teenagers and adults – will need to interrupt their sleep and it will result in better health and general well-being.
Vi har et ønske om at udfordre eksisterende praksis og bidrage med forskningsbaseret viden og værktøjer til forebyggelse af arbejdsrelateret stress samt understøtte arbejdspladsers udvikling og etablering af et godt og sundt arbejde, hvor produktiviteten sikres
Derfor har vi samlet ni forskningsbaserede anbefalinger til inspiration:
1. Skab en fleksibel arbejdskultur.
2. Match arbejdstider til menneskets døgnrytmer.
3. Sæt fokus på det organisatoriske og sociale arbejdsmiljø fremfor på personer.
5. Etablér konkrete procedurer for tilbagevenden til arbejdet, der sikrer, at forløbet omkring tilbagevenden til arbejdet efter stress tilpasses til den enkelte medarbejder og arbejdspladsen ud fra principper om at etablere og fastholde en god kontakt, gradvis opstart og gradvis øgning af arbejdsopgaver.
6. Lær at lede.
7. Styrk lederfællesskaber til fælles bedste.
8. Vær opsøgende i din ledelse.
9. Skab gode arbejdsvaner ved at indføre arbejdsmetoder, der kan hjælpe medarbejderne til at være mere effektive, således at de producerer mere på kortere tid.
During the COVID-19 pandemic, practice and research have proposed ideas for how organisations can manage and support their employees in the new ways of working. Our aim is to challenge existing work and management practices using research-based knowledge and tools to prevent work-related stress, and to support the development of workplaces that establish good and healthy jobs, where productivity is ensured and enhanced.
Post-COVID–19, the presented steps and associated tools in this report can also act as pointers to identify the relevant initiative when organisations are planning to initiate new ways of working or implementing preventive interventions. The tools can help organisations understand where action is needed to safeguard both performance and well-being.
Copenhagen Think Tank bases its work on scientific research and practical experience. In our vision, productivity and well-being go hand in hand and should be managed together. Furthermore, we believe that a sustainable working life should allow individuals to conduct their jobs under circumstances that provide good conditions for constructive and meaningful participation, promoting the maintenance of good mental health in current and future work.
Productivity and quality of life can be improved by letting people synchronize their work lives with their biological clocks [4,6]. I call it chronoleadership. Chronoleadership focuses on the optimal working times for each employee. Our differences in circadian rhythms are a great competitive advantage in knowledge-based society, where technological developments and globalization make it possible as well as necessary to work at different times.
Denmark has a unique position in the world when it comes to balancing work and private life.
• Denmark has one of the highest participation
rates for women in the workforce. (75% of women are in the workforce).
• Among all EU countries, Danish employees have
the highest degree of influence over their work. (85% of employees indicate that they have an influence on their work situation).
• Danish employees have some of the world’s
most flexible work conditions. (43% of employees can regulate their work hours to meet their private needs).
• Danish employees have some of the best mater-
nity/paternity leaves in the world (combined one year leave per child).
on improving productivity and efficiency. The
ability to airact and retain the best talent is widely
understood to be crucial to companies’ business
success. Only by having a strong core of talented,
passionate and self‑managing employees, capable
of sustaining the responsive and innovative capacity
of the organization to create results, will companies
be able to act in the now and anticipate change.
A major barrier in creating such an employee base
is represented by the work culture characteristic of
the majority of companies today. It fosters interruptive
work environments, preventing employees
from focusing and executing, and induces overtime
in order to meet deadlines. There is a constant lack
of time and the employees are to busy to act in the
now, which drains the resources needed to innovate
and interact with the market through the company’s
guiding vision. These conditions cause employees to
refrain from assuming responsibility, which undercuts
the core values and the goal of achieving the
promise of results for those we serve.
The solution to these organizational issues is to
create a new flexible innovative work culture that is
grounded in the acceptance of differences in work
times and spaces.
The tool to facilitate such a cultural shi_ is called
Life Navigation.
En mødetid kl. 9 betyder mere søvn til barnet
Børn har forskellige døgnrytmer. Nogle børn vågner kl. 6, mens andre vågner kl. 8. En mødetid kl. 9 betyder, at mange børn har mulighed for at sove, til de vågner.
Denne evaluering viser, at nogle elever kan få op til 1,5 times mere søvn per døgn ved en mødetid kl. 9.
Forskning viser, at børns søvn har stor indflydelse på barnets niveau af opmærksomhed og ydeevne i skolen.
En mødetid kl. 9 betyder øget livskvalitet i familierne
90 % af forældrene angiver deres livskvalitet til at være mellem 8 og 10 på en skala fra 1-10. Herudover bidrager en mødetid kl. 9 til en rolig morgenstund, færre
konflikter, bedre skoletrafik, en større fleksibilitet i hverdagen og en højere livskvalitet i familierne.
Det anbefales at fortsætte med at tilbyde en mødetid kl. 9.
In a knowledge society it’s not about how many hours you are working. It is about working when you are most productive. Life Navigation is creating a flexible work culture and first step in the cultural change is to set people free from 9-5 and that work is something that only can take place at the office. Work is not a place – it’s an ongoing activity. Second, focus more on results and less on visibility. Third, give people the tools to improve their individual Work-Life Balance.