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Want more housing market stories from Lance Lamberts ResiClub in your inbox? Subscribe to the ResiClub newsletter. During an earnings call in June 2025, KB Homes McGibneywhose company prefers outright home price cuts over incentives when adjustments are neededsaid that some buyers turning to competitors are effectively overpaying for new builds to obtain mortgage rate buydowns. If those buyers need to sell in the near term, he warned, they could find themselves underwater and unable to recoup the artificially high base prices. “I believe that there are [builder] customers that are overpaying for the home to effectively get an incentive… They may potentially be upside down when they try to sell that home, McGibney said back in June. In January 2026, ResiClub interviewed KB Home CEO Jeffrey Mezger and COO Rob McGibneybeginning March 1, 2026, McGibney will assume the CEO role. During that conversation, ResiClub asked KB Home about that upside-down comment. Mezger and McGibney reaffirmed their stance, saying theyll continue to lean into transparent pricing over incentives. We believe in price transparency, Mezger tells ResiClub. Our biggest competitor is resaleand [resale] sellers dont offer incentive packages. In the view of KB Home executives, leaning too hard into incentive-driven strategieswhen affordability adjustments or net effective price cuts are needed to meet the marketcan translate into inflated base prices, larger loan balances, and greater near-term resale risk if a buyer needs to move sooner than expected.Our buyers tell us they like the clarity, McGibney tells ResiClub. They [our buyers] know exactly what theyre paying for I think [transparent pricing] really lowers that risk of [the buyer] overpaying for a home and potentially being upside down. Not long after mortgage rates spiked in 2022 and the pandemic housing boom fizzled out, many large homebuilders began offering sizable mortgage rate buydowns. Some have gone as far as shelling out $40,000, $50,000, or even $60,000 toward forward commitments that can get a borrowers mortgage rate below 4.99%or even 3.99%. Through an economic lens, the homebuyer is still ultimately paying for those buydowns if the headline price isnt coming down. According to AEI Housing Center, 64% of new single-family home sales in June 2025 by the 21 largest U.S. homebuilders included a permanent buydowncompared with 13% for all other new-home sales. Many large homebuilders do this because arbitrage in the bond market allows them to achieve a marginally larger reduction in a buyers monthly payment for each dollar spent on mortgage rate buydowns than for each dollar spent on outright price cuts. Here’s what Edward Pinto, senior fellow and co-director of the AEI Housing Center, wrote in a report published in November 2025: Why dont [more] builders just cut prices instead? The main reason is that permanent buydowns are far more cost-effective lowering the rate [via forward commitments for buydowns] by 100 bps costs the builder roughly 3.2% of the sale price. To achieve the same monthly payment through a direct price cut, the builder would need to cut the price by 10%. Furthermore, once a builder cuts the price on one home, buyers would expect similar discounts for the entire subdivision. But there is another factor at work. Permanent buydowns funded through bulk forward commitments are excluded from the seller concession limits, which cap how much a seller can contribute toward the borrowers closing costs. For Fannie Mae and Freddie Mac seller concessions are generally limited to 3-6% and for FHA the limit is generally 6%. Over 40% of sales by large builders have a combination of seller concessions plus permanent buydown cost in excess of 6%.”
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Start in a low-level position and work your way upward. Does that even apply anymore? In fact, the career ladder doesnt work for everyone anymore. Right now, as technology disrupts the work rules, there are no clear paths forward. The linear career path changed somewhere between the rise of the gig economy and the rise of artificial intelligence. Companies are restructuring. Some industries may collapse entirely in the next five years. Ive gone from studying law to studying software entrepreneurship to being a self-improvement essayist. My career is still an experiment in progress. The world of work is changing. And Im changing with it. The people who make it are not those with impressive titles, but those who are willing to adjust to the new 21st-century workplace. Thats why these ideas matter right now. I hope they help you rethink your work life. 1. Build skills, not titles If the promotion is not coming, dont dwell on it. Or obsess over the next one. Focus on what you can do to take control of your skills. The title may look great on LinkedIn, but you will want more than that. Do more for your present skills. Can you get good at other skills beyond your current expertise? Can you interpret data? Manage difficult conversations? Build better relationships with the people on your team? These skills travel with you. Titles dont. Titles change, while your values and skills evolve. You are either ahead of change or being left behind. Dont focus too much on reaching the final level of management. Stack indispensable skills you can take anywhere. That means take that weird project nobody wants. Youll learn something. Say yes to the cross-functional teameven if its more work. Learn the skill that scares you a little. You will probably be terrified in the process. But you will learn a thing or two. That new skill will open more doors than any title ever could. 2. Think in networks, not hierarchies The org chart lies to you. It tells you theres one path up. It tells you your bosss boss is more important than the engineer in another department. Or to keep your head down and wait your turn. You are better than that. Ignore it. The most valuable people I know have spider-web abilities. They know people across industries, across functions, across companies. When opportunity knocks, it usually comes through someone you helped three years ago, not through your annual review. I worked with the Microsoft small-business team a few years ago because someone saw my work on a blog. If you can help a former colleague troubleshoot something, try to find a pocket of time to help. You never know how you could cross paths again. Be curious about what others doeven when you are out for a chat. Start small. Message someone whose work you admire. Just say you admire it. Introduce two people who should know each other. Share what youre learning. Publicly. Even if it feels scary. Make yourself useful to people you respectnot just to your boss. Useful to humans doing interesting work. 3. Experiment like your career depends on it Sometimes it does. Whats risky is betting your entire future on one carefully planned path. Diversify. Its easier said than done, but do what you must within what works for you. It will become the foundation for a career you didnt even plan for. Be ready for what could happen. You could be sabotaging your work life if you are waiting for the right time or the perfect plan. Your experiments dont need to change your entire work life. Youre not quitting your job (unless you are, in which case, have fun). Youre just testing things. You could spend a few months learning something unrelated to your job after work. Youll gain skills youd never get at work. Start a personal side project with no clear return on investmentjust because it interests you. Follow your curiosities. Experiment your way into new skills. Those that fail teach you what you dont want. The ones that succeed show you possibilities. 4. Redefine what “success” means for you Ask yourself: Whose definition of career success am I pursuing? I ask myself that question all the time. I spent my twenties trying to impress people. I wanted to work for a prestigious company, and have an impressive title. I got the offer. It didnt feel right. I turned it down. Ive never looked back. Your success may not be the pursuit of a career ladder. It may be living a life that fits you. Maybe success is the flexibility to pick up your kids from school. Or working on problems that matter. Maybe its having time to train for something youve always wanted to do. Maybe its all three, in different seasons of your life. My point is, you get to decide. And you get to change your mind. Find answers to these questions: What does a good day look like for me? What am I optimizing for right now? Money? Learning? Growth? Time? What would I do if I wasn’t trying to impress anyone? Your answers will change over time. Thats fine. You are evolving. The 21st-century career right now is not linear. But you have more choices. More opportunities to find your zone of genius. The uncertainty is the opportunity. Every unexpected change in your career. Every time the path disappears. Thats where you get to choose who you become. Youre not climbing a ladder anymore. Youre exploring what could be. Thats more interesting, I think. You get to build something wider and more uniquely yours. So stack those skills. Grow your network. Run your experiments. Define success on your terms. The career you build wont look like anyone elses. Its yours now and in the future.
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Below, co-authors Jared Lindzon and Joe OConnor share five key insights from their new book, Do More in Four: Why Its Time for a Shorter Workweek. Jared is a freelance journalist who has been reporting on the future of work for publications like Fast Company, Time magazine, and the Globe and Mail for over a decade. Joe is the CEO and cofounder of Work Time Reduction, a global consulting and research organization that helps organizations find innovative ways to reduce working hours. Over the last eight years, it has helped hundreds of companies and thousands of employees pilot a four-day workweek in North America, Europe, the U.K., and Australia. Whats the big idea? Working less time and generating better results is about as counterintuitive as it gets. Logically, it shouldnt work. And yet it does, time and time again, across industries, geographies, company sizes, and cultures. Listen to the audio version of this Book Biteread by Jared and Joebelow, or in the Next Big Idea App. 1. There is no good reason for the workweek to be five days long It isnt backed by science, ancient wisdom, or divine decree. Nobody sat down to conduct an objective analysis of the optimal number of days for humanity to work and rest, and determined that the current 5-2 split was right, fair, or necessary. Our conventional workweek was instead shaped by a period of rapid economic and technological change that concluded over 100 years ago, during the Industrial Revolution. For 95 percent of human history, we worked an average of 15 hours per week, and that work was typically fluid, flexible, and quintessentially human. Then the early industrial era changed both our relationship with work and the kinds of skills needed to thrive. In the early industrial era, there were no evenings or weekends; those who showed up were paid for the hours they worked, and those who didnt were replaced. That was until the early 19th century, when Christian groups successfully lobbied the American government to close the post office on Sundays so that workers could attend church, and gradually other employers followed. Jewish workers were instead given Saturdays off to accommodate their sabbath, but that didnt sit right with the Christian groups, who insisted on having both days off for all workers. That is ultimately how we arrived at our current workweek, but it wasnt even codified into the American Fair Labor Standards Act until 1940, well after the 40-hour standard was adopted by most major employers. While that standard served us well for the last 85 years, work has changed dramatically in that time. As we undergo another period of rapid disruption, we are once again in a unique position to reimagine work in ways that better suit todays realities and tomorrows opportunities. 2. Using industrial-era metrics in the digital age is proving unsustainable Since the Industrial Revolution, we have been calculating productivity in hours, which is a useful tool for measuring output on an assembly linenot so much in a knowledge economy. There are many ways to fill an hour at work, but not all contribute equally to the businesss bottom line. Quantifying productivity is no longer as simple as counting hours. It has become a much more complex, holistic equation that includes hard work as well as the quality of rest and recovery, time off, nutrition, exercise, sleep, and much more. There is a strong argument to be made that there is now a greater correlation between worker well-being and productivity than there is between hours worked and productivity. Productivity will be all about digital efficiency plus human effectiveness. In a fast-approaching reality in which digital labor, in the form of agentic AI, can infinitely scale a repeatable process, racing against the machine will be a dead end for the human workforce. Productivity will be all about digital efficiency plus human effectiveness. These increasingly valuable capabilities rely heavily on leveraging well-being, motivation, energy, and recovery. Like our pre-industrial ancestors, work is evolving to leverage our most human skills. Those abilities can be optimized through a four-day workweek, in which, instead of seeking to do more in less time, we use AI to do fewer, high-impact tasks better. 3. A four-day workweek only works under the right circumstances You cant just march into the office on Monday, announce a four-day workweek, and expect workers to magically fill the gap. Much like the transition to hybrid or remote work, the switch to a four-day workweek must be thoughtfully designed and implemented. It requires strategy, discipline, and a willingness to challenge everything you thought you knew about productivity. Rather than an extra weekly vacation day, the four-day workweek should be leveraged as a powerful incentive to rally staff members to completely overhaul their work processes and adopt new technologies to accomplish more in less time. Such changes are often difficult to implement on their own; if you ask your staff to be 20 percent more productive, they probably wont respond positively. If, however, you tell them they can work one less day each week if they can find ways to be 20 percent more productive, they will likely be more than happy to take on the often difficult but potentially game-changing tech adoption and work redesign efforts that can help them achieve it. The four-day workweek is about using time as a shared reward for better performance, engaging your staff on a collective mission to reduce hours without compromising outcomes. 4. The four-day workweek can address specific organizational challenges Organizations that adopt a four-day workweek typically use it to address significant challenges related to employee well-being, recruitment, or tech adoption. Many organizations have leveraged it to address each in a way that would be difficult or impossible otherwise. For example, we offer case studies featuring a nonprofit organization and a family law firm that both struggled with high absenteeism and burnout due to the intense nature of the work. Both ultimately found that any cost of moving to a four-day workweek, which they reported as minimal, was more than offset by sharp reductions in turnover and absenteeism. Research shows that many employees are actively sabotaging their organizations attempts to adopt new AI tools out of fear of being replaced by them. We also share the stories of midsize tech firms struggling to compete with industry giants offering salaries they could never match. Rather than trying to win the recruiting game on the same terms, they decided to change the game by offering a perk that none of their competitors would. As one firm told us,the difference between an A player and a B player is much greater than the 20 percent in lost time. Another also shared how the simple practice of auditing how staff spend their time at work revealed a disconnect between what employees thought mattered to the business and what actually improved its bottom line. Having a roster of all-stars, all squarely focused on the metrics the business cares about most, has enabled each to be more successful in four days than they were in five previously. The four-day workweek can also be an effective way to rally staff around internal projects that they might otherwise resist. Research shows that many employees are actively sabotaging their organizations attempts to adopt new AI tools out of fear of being replaced by them. If an employees only reward for learning new skills and adopting new ways of doing things is more work, less job security, or the opportunity to earn more money for shareholders, theyre probably not going to make that transition easy for the company. In the book, we share the stories of an American architectural firm, a British environmental consultancy, and the New Zealand office of global consumer goods behemoth Unilever, each of which used the four-day workweek to motivate major operational improvements by letting staff share in the rewards. 5. The four-day workweek can help address some of our greatest societal challenges The four-day workweek can offer measurable environmental benefits by taking more cars off the roads and more workers out of office towers during the week, and by encouraging more sustainable behaviors. In Joes four-day workweek pilots, participants reported recycling more, volunteering more, and spending more time in nature. They also suggested that the four-day workweek gave them time to engage in more sustainable habits, like cooking instead of ordering takeout, or biking instead of driving. The four-day workweek is also being looked at seriously by jurisdictions around the world to help address declining birth rates. According to pilot studies, the four-day workweek not only makes it easier for women to balance their careers and home lives but also encourages men to chip in more, while saving on childcare costs and allowing families to spend more time together. Perhaps the greatest impact, however, is in the workplace itself. By including caregivers and non-caregivers under the same companywide policy, those with greater responsibilities at hometypically working motherswere more likely to be seen as equal contributors and considered for advancement opportunities, rather than feeling singled out for needing a shorter schedule. While the four-day workweek cant solve all of societys challenges, it provides an opportunity to make meaningful progress in a way that gives people something of value, rather than a personal sacrifice. Perhaps the greatest impact, however, is in the workplace itself. The shift to a five-day workweek began as a grassroots movement long before it was signed into law, and we believe the same will be true for the four-day workweek. Although ongoing political efforts from the United States to the U.K. to South Korea help bring attention and credibility to the four-day workweek, change is most likely to originate in academic papers, picket lines, break room chats, and Slack channels long before the conversation is brought into the boardroom, and even longer before it reaches the legislative floor. When it comes to setting a new standard for working hours, history has shown that leaders, business owners, and employees have more power to drive lasting change than politicians. The future of the workweek isnt up to them; its up to you. Enjoy our full library of Book Bitesread by the authors!in the Next Big Idea app. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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