Croissants. Cabernet Sauvignon. Brie. French fries. All great - in moderation. So, too, is the concept of "French hours." What are they, how can you implement them successfully in your organization, and most importantly, are there actually croissants involved?
In a Fast Company piece entitled, appropriately enough, "French Hours," Seth Godin remarks on the difference between Hollywood movie-making techniques and those employed by French producers. Tinseltown employs union laborers for roles from grips to boom guys to extras to their high-price stars: they have to work set hours, with regularly scheduled breaks. No OT - unless you're willing to pay handsomely (and by handsomely, I mean wow).
But in 2002, director Joel Schumacher did something revolutionary (and by revolutionary, I mean something the French already do): he did away with lunch breaks. Food was available all day, and people ate when they had a chance. Production wasn't interrupted; the entire process was efficient - and fast. It took just 10 days to film the entire movie.
Godin writes, "Not only did the esprit de corps and sense of urgency of French hours allow Schumacher to meet his timetable, but they also produced a better movie. The tension in the performance of every actor is palpable. Nobody looks as though he just had a big plate of ziti."
Can you implement French hours in your business and achieve the same efficiency, quality, and esprit de corps? Godin thinks so, and he provides four simple rules to fast-track a project or initiative:
These guidelines are meant to ensure you don't overuse French hours, but nor should you underuse them. As Godin writes it may be "[t]ime to find a special project, order the croissants, and make something happen." Remember, "il faut de la mesure en toute chose." Moderation in all things!