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HOW TO SLEEP
LIKE A BABY
Taming the risks that
keep you awake
Page 26
6 categories of KPIs
Page 41
Redesigning decision-making
Page 46
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CONTENTS
26 Taking comfort in a well-fortified
risk-management system
Innovation
is all about
creating value
by reducing risk
and exploiting
opportunity.
PAGE 10
Lines of defence
US Bancorp tasked internal auditors with evaluating whether the
companys enterprise risk management approach was functioning as
intended. Find out how they did it.
10
14
26
7
6 Guide to
CGMAMagazine.org
See whats available at the
online home of CGMA
Magazine.
December 2015
18
22
32
Paths to sustainability
34
45
18
46
50
34
45
Clockwise from top: Photo by Gurinder Osan/AP Images; photo by Brent Clark/AP Images;
image by Sashkinw/iStock; photo courtesy of Pentland Brands; photo by triloks/iStock
50
46
GAINING AN EDGE
WITH FIXED ASSETS
Learn more
bnasoftware.com/mastery
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FROM
MANAGEMENT
TO MASTERY.
VISIT
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LINES OF DEFENCE
US Bancorp tasked internal auditors with
evaluating the design and strength of the
companys enterprise risk management approach.
December 2015
Photo by roibu/iStock
By Sabine Vollmer
Communication is key to a
strong ERM programme, says
US Bancorps Mark Sparano.
US Bancorp, which employs about 67,000 people including at least 250 internal auditors and has business lines
in the Americas and Europe, developed its customised ERM
audit framework by consulting established risk-management
principles and key regulatory guidance.
Large financial institutions have dealt with increased
regulations since the 2008 financial crisis sparked a global
economic tailspin with lasting effects. Increased scrutiny
brought about by the US Dodd-Frank Wall Street Reform
and Consumer Protection Act and the US Foreign Account
Tax Compliance Act, as well as reforms developed by the
European Commission and the Basel Committee on Banking
Supervision in the past seven years has caused many banks
to bolster enterprise risk management.
The US Office of the Comptroller of the Currency and
the Federal Reserve Board as well as the Basel committee
were among the regulatory contributors to US Bancorps
ERM audit framework. Key risk-management principles
came from the Institute of Internal Auditors, the Committee
of Sponsoring Organizations of the Treadway Commission,
and public accounting firms.
LESSONS LEARNED
Communicating frequently and across functions has been critical in developing, implementing, and refining the ERM audit
framework at US Bancorp, but the internal audit team also had
to learn other lessons to ensure collaboration across functions
would be successful, according to Sparano. Among them:
CGMAMAGAZINE.ORG
Explain internal
audits role
To make sure US Bancorp is in line with the industry, Sparano benchmarks his ERM audit methodology against what
other banks do.
Its a pretty hard audit approach, Sparano said, adding
that he networks with other bank chief audit executives,
participates in various industry round tables, and uses
benchmarking data provided by internal audit and financial
services associations. n
December 2015
CGMAMAGAZINE.ORG
Photos by Vadmary/iStock
Photos by Vadmary/iStock
11
WAYS TO
REDUCE RISK
BY EMBRACING
INNOVATION
Focus on areas of
strategic importance
December 2015
12
Nook failed in part because it was too great a leap for a brickand-mortar retail outlet to start making and selling electronic
tablets. While there was market demand for e-readers, the
Nook tried to be more than an e-reader and lacked support
from third-party developers. It was beaten by Apples iPad and
Amazons Kindle because those products were far better aligned
with market needs and their parent companies mission and
capabilities.
Consider where your business is going, its mission, its
vision, and its strategic priorities. What problems do your
customers have? What jobs do they need to get done? What
are the growth priorities of your business? What does your
business want to be known for? Focus your innovations on
these answers.
Practise purposeful
abandonment
Foster
learning
CGMAMAGAZINE.ORG
Dont rely on
your customers
Compete up-market
on performance
13
Constantly communicate
and connect
Frequently engage with your industrys thought leaders, current customers, and aspirational customers.Create a dialogue
of idea sharing.It will enrich your perspective and keep you
attuned to emerging trends. As knowledge is acquired, it
should be shared with your colleagues and business partners.
Connect with non-experts whose minds may be free of
conventional associations. They can help you ask more poignant
questions and freshen your perspective.Host internal lunch-andlearn sessions, chat over coffee with colleagues, attend conferences, and connect with non-experts in other industries for a
fresh perspective.
Iterate and
fail quickly
Choose the
right metrics
The market will occasionally surprise you.Pay close attention to unexpected successes.Why did a particular offering
sell more units than expected? Why did we get a higher
market share than expected?Why did a market segment that
we didnt think of buy a particular offering?Where could it
lead us? Digging deeper into these questions may reveal opportunities for growth.Perhaps the offering is used in ways
you did not envisage, perhaps it touches a sensitive nerve for
customers that you didnt consider, or maybe a different type
of customer finds it valuable.
Peter Drucker, in his book Innovation and Entrepreneurship,
uses the US department store chain Macys as an example:
When Macys began selling appliances, it saw a rapid and
unexpected increase in sales and profit. Macys was embarrassed that nearly three-fifths of its revenue was from appliance
sales instead of fashion apparel. Instead of capitalising on this
unexpected success, Macys tried to restrict appliance sales.
Bloomingdales, a Macys competitor, saw this as an opportunity and built a new market with its housewares department.
As you identify unexpected successes, consider how to
exploit them for growth.Where could they lead you? Look
at unexpected successes to reveal opportunities to enter new
markets or serve existing customers in new ways. n
Mark S. Brooks is a senior manager of innovation at the AICPA,
where he is focused on member value, growth of the profession, thought
leadership, culture change, and strategic innovation.
December 2015
HOW TO GATHER
RISK INTELLIGENCE
Risk management requires constant collection and assessment of
internal and external information. Heres how risk intelligence is
collected and managed at Siemens Wind Power in Denmark.
By Mike Skorupski, CPA, CGMA
CGMAMAGAZINE.ORG
15
December 2015
16
CGMAMAGAZINE.ORG
Its ours.
Delighted Customers.
Unbeatable Integrations.
18
DARING
TO ADAPT A
BRAND
CGMAMAGAZINE.ORG
15
December 2015
20
CGMAMAGAZINE.ORG
21
December 2015
22
HOW TO
MINIMISE FINANCIAL
STATEMENT RISK
Telecom giant AT&Ts director of accounting
discusses a few ways organisations can avoid
unintended errors in financial statements.
By Ken Tysiac
and restatement.
Bill Schneider, CPA, CGMA, the director of accounting
for multinational telecommunications giant AT&T, has
insight on these risks after serving on the advisory panel for
the 2013 update of the internal control framework of the
Committee of Sponsoring Organizations of the Treadway
Commission. He also serves on the Professional Accountants
in Business Committee of the International Federation of
Accountants.
Below, in his own words, Schneider shares his perspectives on some of the areas in financial reporting that carry the
most risk:
CGMAMAGAZINE.ORG
REVENUE RECOGNITION
Everybody is starting with inexperience in the new, converged revenue recognition standard, which was developed
jointly by the International Accounting Standards Board and
the Financial Accounting Standards Board to provide principles-based guidance with the goal of enhancing comparability
across jurisdictions and industries. The standard, which
was released in May 2014 but had its effective date delayed
and still is being amended, will create significant changes in
my industry and some others, but fewer changes in other
industries.
Even where there are changes, you can still lean back
on a lot of what you have learned. For example, a promise
is similar to a deliverable, and a performance obligation
is similar to a separate unit of account. There are some
differences arising from the new standard, but at its core,
based on experience, you should have a concept of what a
performance obligation is. But still, the lack of knowledge
23
December 2015
24
SPREADSHEETS
We all love our spreadsheets, but once they start getting a little complex, they are prone to errors. You hope that theyre
immaterial. You hope you find them and correct them. But
IT ACCESS
CGMAMAGAZINE.ORG
25
VARIANCE ANALYSIS
This is something a lot of businesses do. You compare month
over month, current versus budgeted, and other various
metrics, and it tells you if somethings outside a normal range
and warrants a closer look. It can be a very powerful tool.
But a lot of companies that rely on this control may not use it
as well as they should.
If youre going to use this control, you need to have very
specific thresholds that trigger further investigation. If you
just eyeball it, its hard to identify that as a control. You
have to set a percentage or dollar amount for variance that
calls for a closer look and stick to it.
Another question: Is your variance analysis finding anything? If its never finding anything, maybe your thresholds
are too high. If you never find anything to investigate in a
whole year, that should raise suspicion, because most peoples accounting systems are not that perfect.
When you do find a variance, you need to react properly.
Fixing it is just the first step. The next step is to find out why
the error happened in the first place. Was there a breakdown
in control further up the chain that you need to find?
The final aspect of variance analysis is not relying too
heavily on automatically produced reports. How do you
know those reports are right? Youd better have some
controls around making sure that report is right and
is actually pulling the information you want. If youre
pulling the information through some sort of data query, if
somebody adds a column or changes things in a database,
your report may not work right anymore. So you have
to be careful about the reports themselves and make sure
that theyre still pulling accurate information in the way
that you want.
PERSONAL BIAS
We all have to worry about our own unintentional biases.
Its easy to explain something away to yourself: Oh, Im
doing this for this reason. Im doing that for that reason. It
makes sense. And before you know it, youve crossed the
line, and everybody is saying, How could you possibly
make that decision?
If youre a little humble, you dont think you have the
answer to everything, and you rely on others; a lot of times
that will keep you out of trouble. But dont be so humble
and so reliant that you subvert your judgement to others.
You still have to be smart enough and confident enough to
ultimately make those good judgements, so theres a balancing act there. And keeping that balance throughout your
career is very important. n
December 2015
Photo by Goldmund/iStock
27
AWARENESS
Photo by Goldmund/iStock
December 2015
eh
28
Risk assessment
An essential element of the risk-management process is risk
assessment. Typically, a risk register or inventory is developed, identifying a series of possible risk events. The benefit
of using the business model as the basis for risk identification is to ensure that risks are viewed in an integrated way
over the short, medium, and long term.
This should help the board better understand cause and
effect, giving it greater assurance that it has line of sight
over all the principal risks. Understanding the quality of
key inputs, such as people or relationships, may help the
board assess whether the organisation is setting up potential
problems for the future, such as poor customer/patient care
or industrial accidents. An events-based risk register or inventory might not pick up such broad-based risks that may
play out over the longer term.
A more systematic approach is to use the four components of the business model (inputs, business activities, out-
n Purpose
n Values
n Behaviours
n Controls
n Key risk indicators
n Change programmes
n Strategies
CGMAMAGAZINE.ORG
n Activities involved
n Stakeholders
involved
Culture
Process
Actions
Content
n Registers
n Reports
n Mapping
n Assessment
29
Risk assessment
Communication
Risk identification
and
and
consultation
Monitoring
Risk analysis
review
Risk evaluation
Risk treatment
December 2015
30
Inputs
Business
activities
Outputs
Outcomes
n Financial
n Strategy
n Products
n Manufactured
n Processes
n Services
n Market share
n Reputation
n Intellectual
n Projects
n Finances
n Profitability
n Human
n Incentives
n Infrastructure
n Social and
n Distribution
n Intellectual
n Share price
n Customer
relationships
property
n Natural
Consider:
n Supply and
demand
n Cost
n Availability
n Quality
Consider:
n Changes to
activities
n Process
n People
n Technology
CGMAMAGAZINE.ORG
satisfaction
n Brands
n Sustainability
Consider:
n Supply and
demand
n Quality
n Consistency
n Distribution
n Distinctiveness
Consider:
n Stakeholders
n Risk and
reward
n Long-term
viability
31
The risk-management
process, including the risk
context.
Conversation points:
Setting the context and tone from the top.
Is the risk-management process effective?
Are we picking up all the principal risks?
Conversation points:
Would we expect these to be dominant themes for
our business?
Are there other dominant themes we should reasonably expect to see? What are we missing?
Are the risk responses consistent with our risk
appetite and risk culture?
Is our risk culture giving rise to these risks? Are we
getting people to do the right thing?
Each headline risk would be supported by a strong narrative, which explains detailed causes and consequences, integrating all aspects of the business model and
indicating a range of risk responses at the strategic,
tactical, and operational levels. These risks would form
the main part of the board risk conversation and would
need in-depth discussion, relating the risks to risk
culture and appetite as well as changes in the external
environment.
Conversation points:
In view of these risks, is our business model
fundamentally sustainable?
Are we comfortable that we are not risking
catastrophic loss?
What metrics do we need to monitor these risks?
Are these risks and proposed responses consistent with our risk appetite and culture?
Is our business model giving rise to additional
risks? Are we encouraging the right behaviours?
What the board receives is integrated and focused
risk information that is underpinned by the logic of its
business model, which should help it spend its time on
the risks that have the greatest potential for damage.
By using the business model as the basis for the
risk-identification process, boards also avoid the trap
of focusing only on strategic risks and missing operational disasters that cause reputational damage. As we
saw above, risks identified through the business model
should be considered on every level strategic, operational, and tactical.
December 2015
32
SURVEY DATA
PATHS TO
SUSTAIN BILITY
According to a global
CGMA survey, management
accountants see the value of
reporting on environmental
and social (ES) factors.
76%
risk
management
INFORMATION
SHARING
its their
60% believe
responsibility as
a management accountant
to include ES factors
include relevant
45
% ES factors when
providing information and
analysis to decision-makers
CGMAMAGAZINE.ORG
SHARING
BY AREA
84%
strategic
decisions
69%
project and
investment
appraisals
33
BARRIERS TO
INCLUSION
say ES
75
% issues
can impact cost,
38
%
say systems
and processes
dont support
the inclusion of
ES data
33
%
say data are
ASSESSING
THE BENEFITS
unavailable/
unreliable
31% lack
knowledge or
believe
71
% ES issues
impact financial
performance
training
organisational decisions
their organisation
GLOBAL VIEWS
Percentage of respondents who
agree there are significant financial
and commercial benefits from
integrating ES factors into decisions:
in
Europe
in the
Middle East
in Asia
Pacific
in Africa
Redressing the Balance: How Management Accountants Drive Sustainable Corporate Strategies,
cgma.org/Resources/Reports/Pages/redressing-the-balance.aspx.
December 2015
FRANCHISES
35
franchised stores.
The result was Pointers CFO-in-a-Box programme and
an illustration of how finance transformation can succeed at
small and midsize businesses.
The programme, which started with the opening of Fleet
Feets first company-owned store, employs accounting professionals to maintain stores financial records and to coach
owners on finance. Currently, 12 full-time finance professionals help owners interpret, react to, and plan for the financial
situations their business will encounter.
It has made for a stronger company, Pointer said. Fleet
Feet, which specialises in running shoes and other fitness
equipment, has nearly doubled its store count since 2009.
Its revenue is up 32% in the past three years growth born
through a strategy of acquiring independent stores across the
country.
December 2015
eh
36
Fleet Feet CFO Joey Pointer, CPA, CGMA, offers the following steps for bringing the finances of franchised locations under
one roof:
Hire one person to run the show from day one
While piecing it together with several people may seem like the
cheaper option, ultimately, something is going to get dropped
along the way. If everyone is responsible for something, then
no one is responsible for everything, so find someone who will
own the programme. This person could start as an accountant,
producing tangible results each day in addition to overseeing
everything. Or the manager could oversee several other
functions in the company, but ultimately there needs to be one
CEO of the programme.
tries have been made, the last date various accounts have
been reconciled, and when a month is closed. We have
a giant, colour-coded spreadsheet that we use to evaluate
our accountants performance.
Establish a primary point of contact for customers
Dont have a data-entry person call with a question in the
morning and an accountant call with a question in the
afternoon. Have one person who is responsible for communicating everything with the client, and allow this person
to become someone the client trusts with their financial
information.
PILOT PROJECT
The programme unfolded like this:
A store Wells opened in Nashville, Tennessee, in 2004
was the test case for CFO in a Box, as the first corporateowned location. Wells ran the front of the house basically,
everything the customer could see. Pointer, meanwhile,
handled the finances on Wednesday nights and Saturday
CGMAMAGAZINE.ORG
37
prove that his idea could work, even if the pricing structure
wasnt feasible in the long term. He was convinced that
the headquarters, which had a view of all franchises and
company-owned stores, was the best place to have financial
oversight.
Pointer began teaching part-time Fleet Feet employees to
be his eyes and ears for the stores finances. Bit by bit, more
stores financial health was monitored. By 2009, eight stores
were taking part in CFO in a Box.
Even remotely, he took pride in the level of service
offered.
At our stores, we compete on experience, he said. You
can find the product cheaper at other places, but you wont
compete with the knowledge and experience [of staff]. With
CFO in a Box, were competing on that same knowledge
and experience. Were going to give you an unbelievable
experience and level of service that you just cant find at the
local level.
Today, CFO in a Box is voluntary for franchisees, who
pay 0.75% of sales (for a store that has $1 million in annual
sales, the fee is $625 a month). About two-thirds of the stores
participate.
Fleet Feets finance department offered full and light ver-
sions of CFO in a Box early on. The light version cost less,
stores did their own data entry, and the staff at the headquarters handled month-end close and reconciliations. Pointer
said the staff spent more time correcting mistakes than they
would have if they had done the data entry themselves.
Today, the service is all or nothing.
BUILDING TRUST
In addition to giving store owners time savings, CFO in a
Box gives them someone they can trust. Pointer said he knew
the programme was doing well when he started receiving
non-finance questions from owners.
Id get a phone call about something like what e-fax
service we used, he said. It was something that had nothing
to do with the financials, but they had a high degree of
confidence.
Part of the reason was strong hiring. Just as the stores
are focused on delivering a customer a great fit, the finance
employees take steps to build relationships with the franchise
owners beyond a monthly call to go over the balance sheet. If
the finance staff have been to the retail stores, they are better
able to understand and relate to the challenges faced by the
franchise owners. When a Fleet Feet store in Boulder,
December 2015
38
Colorado, had a change in ownership, accountant Chad Gentry volunteered to take part in the inventory process for the
new owner.
I said to Chad, Why do you want to count shoelaces at
2 oclock in the morning? Pointer said. He said, Thats
when the relationship is formed. There are processes and
procedures, but its about forming that relationship. This is a
time early on when I can form the relationship with that new
franchisee, so they look at me as a trusted business adviser.
CGMAMAGAZINE.ORG
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Confidence. Delivered.
4/28/15 9:26 AM
CGMA MAGAZINE
EXCLUSIVE REPORT
6 CATEGORIES OF
KEY PERFORMANCE
INDICATORS
CGMAMAGAZINE.ORG
Financial
Human resources
Environmental
Competitor
Customer
December 2015
Petroleum
Retail
Customer retention
Customer expenditure
Capital expenditure
Customer penetration
Asset quality
Refinery utilisation
Capital adequacy
Refinery capacity
Customer satisfaction
Loan loss
Source: PwC Guide to Key Performance Indicators: Communicating the Measures That Matter.
CGMA.ORG/RESOURCES
CGMAMAGAZINE.ORG
45
HOW TO
PERFORM BETTER
UNDER PRESSURE
RESILIENCE:
By Samantha White
Build rapport
When youve got rapport, you can influence people,
Sheasby says. Listen to people and try to understand the
world through their eyes. Find something they are interested
in, such as a hobby, and get them talking about it. Once they
are talking, you are building rapport. You can use rapport
to work with people who completely disagree with your
position, and influence them.
In a conflict, listening to the structure of what someone
is saying can also reveal that persons subconscious beliefs,
which can help you overcome their objection or resistance to
a situation.
December 2015
Photo by Sashkinw/iStock
erformance coach Mark Sheasby developed techniques of maintaining composure under duress during high-stakes
situations as a police firearms commander
in siege interventions. He has since used
that knowledge to help police negotiators,
elite athletes, and businesspeople thrive under pressure.
Sheasby explains how everyday professionals can build
resilience and improve their performance under pressure
whether its in an interview, board presentation, or delicate
negotiation.
46
REDESIGNING
DECISION-MAKING:
PENTLAND
BRANDS
CGMAMAGAZINE.ORG
Pentland Brands, the global licensee of Ted Baker and other footwear brands,
is using data to make better decisions about which products to sell.
December 2015
48
Mark Baker,
FCMA, CGMA
STRATEGY SELECTION
One of the major risks facing any business involves strategy selection, and spreading resources too thin over too
many different initiatives itself is a risk. Therefore, informed
decision-making to ensure resources are directed to the most
important value-creating strategies is vital to mitigating risk.
The heads of the various brands and the functional directors undertake a situational analysis as the first step in deciding
where to focus planning efforts. This requires Pentland to
spend more of its planning resources focusing on the key
value-creating opportunities, rather than taking time on each of
the options, regardless of the size of the potential benefit.
Entry into a new market, for instance, may involve developing a range of products that are specific to that market across
CGMAMAGAZINE.ORG
a number of the businesses. That involves a co-ordinated approach. You cant do too many of those things, so you really
want to find what the big winners are, Baker said. Youre
trying to assess these opportunities, even put a value on them
if you understand the market and where youre trying to
target.
A key part of governance is ensuring that the information
on which people are basing decisions is of high quality.
Evaluating an opportunity such as a new market or a new
product category involves asking the practical risk questions
at the same time, another advantage of having a combined
risk and planning role. These include What might get in the
way of us achieving that?, If we were to pursue that strategy,
could there be any unintended consequences we havent
thought of yet?, Are we organised to deliver it?, and Do
we have the talent to pull it off?
OUTCOMES
As a result of building risk concerns into the strategicplanning process, Pentland has started to see greater transparency around why management teams selected a particular strategy, as well as about the risks associated with that
particular strategy.
Baker observed a change in risk discourse and dialogue
within the company. People know that they must think about
risk when they are presenting their plans. In review meetings,
everybodys expecting to see questions both on how you
have evaluated the option and selected it against other choices, but also transparency about assessing the risk, Baker
said.
Staff have seen the approach translate to greater profit
and are motivated to want more informed decision-making,
he said.
PRODUCT SELECTION
Another way of managing risk in the business is through
improved planning capability.
In fashion and footwear, new product development and
selection is crucial given large collections and short life cycles.
Baker equipped design colleagues with skills and data to
49
Designers are now using more feed forward information: As the project goes on, designers also get to see feedback, including productivity information, so they can track
how good they are at deciding which designs should go into
a collection, all of which helps motivate them to implement
higher-quality controls in their decision-making.
COMMUNICATING RISK
To help colleagues improve the quality of a risk assessment,
Baker put it in practical terms, asking questions such as
How have you made this decision?, What information
have you used, and what thresholds are acceptable?, and
What should you be doing that youre not?
The way you present performance information is also
crucial. A lot of the effort ... is thinking through how we can
get the information across in the simplest, most powerful way
to our very broad bunch of stakeholders, Baker said.
... Simple tools like risk heat maps have been useful to
help people who arent normally thinking about risk to start
getting engaged with it.
Spreadsheets appeal more to the accountants and the technical side, whereas graphics, such as heat maps, are a more
effective way of reaching commercial and design colleagues,
Baker added.
Waterfall charts give the company a graphical way of representing the progression from one profit measure to another,
breaking it down to show where the change came from. For
example, a block in the chart could represent $1 million that
came from cost savings. Another could represent $2 million
from a new venture, and so on.
Communicating performance information quickly and
effectively allows a business to adapt and respond when
something is not working, another part of managing risk.
The sooner you can get people to realise what is and isnt
working, the sooner they can take action to rectify it.
Baker and his team helped to provide frameworks and
approaches to incorporate risk considerations into the day-today work of other teams.
And he was able to show that where you improve risk
management you can improve performance, he said.
That motivates people to engage with risk and look for better
ways of doing what they are doing.
Now, Baker said, people are saying, I can see why forward-looking at risk is so important for our long-term success.
Improving performance is the reason Baker promoted
more informed decision-making. When that is your driver,
he said, you then get focused on the real risk, and that
engages everybody, from the board all the way through the
business. n
December 2015
mail can morph into an after-hours monster for some workers. One top regret of
managers is checking in too often whilst on
holiday, according to research by staffing
firm OfficeTeam. No doubt, this is a byproduct of the email beast.
Setting proper digital boundaries can help you feel more
refreshed upon return and can help employees learn
communication discipline. A recent Gallup poll shows that
employees who spend time outside of work checking email
are more likely to experience stress than those who dont.
Stefany Williams, CPA, CGMA, the CEO of Goodwill
of Western Missouri and Eastern Kansas, is an advocate of
going dark during time off. Here is her advice:
Photo by triloks/iStock
For me it was the light on my phone blinking across my kitchen at 9pm while the phone charged, Williams says. Thats
where I started reclaiming my ground. I turned that blinking
light off and started checking the email on my terms instead of
the phones terms. She suggests disabling email notifications.
CGMAMAGAZINE.ORG
people who may need to reach you know about your change
in response patterns and how it will affect them.