If you’re reading this, you’re likely an executive or manager who knows your team can be more productive, communicate better, and get more done with less stress and hassle — and you know your team wants personal growth, work/life balance, more fun and meaningful work, and genuinely wants to contribute too.

So allow us start with a question for you to muse over --

Have you ever thought about why many employees across the world — even very solid ones —regularly say “Thank God It’s Friday,” call Wednesday “Hump Day,” sometimes dread going back to work on Mondays…

...but then, on the weekend, they go run ultramarathons, compete in crazy mud races, take on intense and demanding home improvement and renovation projects, and otherwise do things that are more challenging and more intense than their job — and love every minute of it?

The commonly accepted wisdom, from last century, was “well, work sucks and then you die” — you know, a sort of “death and taxes” fatalism around the whole thing.

We don’t believe that.

One more question and we’ll tie it together --

Would you agree that there’s dozens of 1% edges and “known best practices” out there, but the hard part is implementing them and getting them to “stick” in your organization?

We believe that to be the case.

Top organizations across the world like Toyota, NASA, and Bridgewater have published papers on their methodologies and culture. Industrial researchers know many things that should be happening that aren’t. Most of the things are relatively uncontroversial — the challenge is getting them implemented and getting them to stick.

So, how do you do that?

And here’s the profound-but-boring truth — in organizations that are already broadly doing things correctly, then output, meaningful experiences, “flowing work,” efficiency, profit, and great teamwork don’t come from a single revolutionary change but rather from the aggregation of lots of small things done correctly.

To take the example of why people run crazy obstacle courses on the weekend, there’s a variety of factors that are sadly lacking in some types of work:

  • the question “what am I supposed to do?” is very clear,
  • a lack of ambiguity on what success is,
  • the ability to immediately see your progress and get real-time feedback,
  • due to the instant feedback, the ability to train and see performance tangibly improve,
  • the feeling of cultivating mastery and improving is thus enjoyable,
  • aspects of friendly competition,
  • a feeling of shared hardship and camaraderie,
  • shared culture and identity,
  • the feeling of “I don’t want to let my team down”,
  • the feeling of agency, “I chose to do this”,
  • the ability to use the event as a learning experience about oneself,
  • it’s fun and interesting,
  • it’s cool and “bragworthy” to one’s friends (a huge motivation for millennials obviously, but really, we think people of all ages care about this even if they’re more subtle about it than Instagramming yourself at any cool thing you do)

As you can see, any one of these aspects by itself might make work and workflows more interesting, but all of them together lead to a sea change. Whereas when you’re filling out some abstract paperwork, you get very few of the above points.

The word “social” has been overused and become a useless buzzword unfortunately, but you know, it was Aristotle that said some thousands of years ago that “Man is a social animal.”

Much modern work takes the assumptions of the 19th century and 20th century and doesn’t rethink them — this was probably boring and alienating in the 1800’s and 1900’s, but now it’s also dreadfully ineffective in a world where your people need to utilize their creativity and be engaged to produce the best possible outcomes. Things like mentoring and developing other people in the organization, helping you refine and improve systems, having “ground-up” feedback on how to better serve customers and work better bubble up, really being genuinely jazzed to make great work happen — these are all things that people love, but which don’t happen automatically.

Our thesis is that it’s possible to study the nature of work and the nature of people to make work more enjoyable, faster, smoother, easier, more conducive to flow.

It’s possible to have radically better communications, cut fluff, and develop better “shared context” on the executive level so that the costs to coordination (endless meetings, emails, and powerpoints) go down to the bare minimum, and your people can get to work.

We build technology around this. When we work with organizations, we customize and deploy it for you and your people, with actually hyper-fun and engaging training to accompany it and give them a great kickstart — and with meticulous, automatically tracked data so you know that things are actually sticking.

We only work with organizations where we assess around a 99% chance that our methodologies will move the needle for you, since we pride ourselves on getting as close to a 100% success rate as possible.

(Writing this as a someone with training in statistics, I was unable to write a “100% chance of our methodologies working for you.” Nothin’s 100% in stats, but we aim to get as close as humanly possible as part of our company mission, culture, and doctrine — so we’ll only work with people where we’re darn sure you’re going to get a significant and measurable boost.)

A typical engagement will be run for your team for 2-3 weeks, with a fun and lightweight onboarding to start, a review period in the middle, and an “offboarding” with you so the lessons, methodologies, and tech you choose to adopt permanently sticks.

We’ll develop a proposal for you when we speak; for a typical small to medium sized team, the pricing would be in the $10,000 to $100,000 range.

If you’re interested, please send us an email to inquire@ultraworking.com — we look forward to hearing from you, and to making work itself is far more enjoyable, smoother, and faster, with all the commensurate gains that come from that.