Working with Natural Rhythms: Flexibility, Productivity, and Leadership

I’ve long been an advocate of flexible working. At Hyperion, we embraced a flexible culture long before the pandemic made it mainstream. As a global executive search firm, our work often demands meetings and calls outside traditional office hours. This flexibility has been part of our DNA, allowing us to adapt to the diverse needs of our clients and candidates while creating a healthier more balanced work environment for our team.

I loved Daniel Pink's book 'Drive' and I recently came across an episode of FT Working It podcast, where he discussed how understanding and leveraging our natural energy rhythms—our “chronotypes”—can significantly enhance productivity and well-being. Pink’s perspective resonated with me again, reinforcing what I’ve experienced in fostering flexibility at Hyperion, and from conversations with many of our clients.

Understanding Chronotypes and Energy Patterns

Pink explains that most people move through three daily energy phases:

1. Peak: Best for focused, analytical tasks.
2. Trough: Ideal for routine, administrative work.
3. Recovery: Suited for brainstorming and creative tasks.

However, not everyone’s patterns align perfectly. About 15% of people are "larks" (early risers), 20% are "owls" (night thinkers), and the remaining 65% fall somewhere in the middle, often leaning towards larkiness.

For organizations, the challenge is clear: how do we honour these natural rhythms while maintaining collaboration and shared goals? For managers, Pink suggests focusing on results rather than rigid schedules. Flexible work can be a game-changer, especially for night owls who are often at their best when traditional offices have closed for the day. And it's results that count at the end of the day.

Why Flexibility Matters

It’s baffling that many companies, especially large corporations, cling to outdated notions of work. The industrial-era idea of productivity—everyone in one place, at the same time—makes little sense for most roles today. While in-person collaboration is sometimes essential (and enjoyable) it shouldn't be a hard and fast rule.

Pink highlights the need to align tasks with energy peaks. Instead of grinding through troughs, use that time for low-stakes work or take restorative breaks. The science supports this: a short, fully detached break—ideally outside and with no phone—boosts productivity and mental health. A Hyperion we're big on getting out for a walk to clear the head, and for mental and physical health.

The Manager’s Role in Flexibility

Leaders must not only allow but also model flexibility. Imagine a CEO who steps out for a 15-minute walk each afternoon. It sends a powerful message: breaks and balance are integral to performance. Leaders can empower their teams by understanding their energy patterns, scheduling strategically, and creating a culture where results matter more than rigid attendance.

Lessons for Cleantech Leaders

In the cleantech industry, where innovation and agility are crucial, we should lean into flexibility even further. Our sector thrives on creative problem-solving and collaboration. By embracing flexibility, we can attract and retain top talent, foster resilience, and unlock the full potential of our teams.

Closing Thoughts

The future of work isn’t just about where we work—it’s about when and how we work best. Flexibility isn’t a perk; it’s a strategic advantage that benefits individuals, teams, and businesses. Let’s move beyond outdated norms and design work environments that align with human nature.

What’s your take? How does your organization approach flexibility and energy rhythms? Let me know in the comments—I’d love to hear your experiences.