Loose Firm

“In its early days, Chris Wallace's company didn't always have enough work to keep its staff fully occupied designing interactive Web sites for clients. But it didn't want to lose any talent. So he and his co-founders decided to tell employees they could pursue their own interests in their downtime, doing just about whatever they wanted, on the clock.

“An unexpected side benefit emerged. Employees spent some of their spare time writing music and building photography and video skills. When the company needed ideas to pitch to potential clients, it tapped into employees' personal projects. Mr. Wallace says he has had meetings with potential clients where 40% of the work he showed them was done by employees in their downtime…

“These days, downtime is less frequent. But management's philosophy is the same: As long as employees get their work done, they're free to pursue outside projects from their cubicles. The company continues to lean on employees' personal projects to help win new clients and expand the work it does with existing clients.

“The model works, Mr. Wallace says, because of the company's small size and collegial atmosphere. Most people in SuperGroup's Atlanta headquarters know what their colleagues are working on in their personal lives. Twice a week, the whole staff gathers to discuss both company business and personal projects. ‘A larger organization wouldn't have that intimate knowledge,’ says Mr. Wallace.”

(“Small Business Link: Tapping the Creativity of Downtime; Web-Design Firm Uses Projects Employees Pursue in Their Spare Time at Work to Help Win New Business.” by Simona Covel. Wall Street Journal: July 24, 2008. pg. B.5)

GRIP SAND TIGHTLY in your fist, and it will run out quickly.

Hold a bird in your hand just firmly enough to allow it to live, and perhaps it will sing.

We may be our work, and our work may be who we are. Why not magnify the whole, lightly in touch?