Sourced By: Authority Magazine

The Great Resignation & The Future Of Work: How Employers and Employees Are Reworking Work Together

An Interview with Karen Mangia

When it comes to designing the future of work, one size fits none. Discovering success isn’t about a hybrid model or offering remote work options. Individuals and organizations are looking for more freedom. The freedom to choose the work model that makes the most sense. The freedom to choose their own values. And the freedom to pursue what matters most. We reached out to successful leaders and thought leaders across all industries to glean their insights and predictions about how to create a future that works.

As a part of our interview series called “How Employers and Employees are Reworking Work Together,” we had the pleasure to interview Anna Alm-Grayhek.

Thank you for making time to visit with us about the topic of our time. Our readers would like to get to know you a bit better. Can you please tell us about one or two life experiences that most shaped who you are today.

Growing up in LA, I was a child performer and professional singer at the age of 11. I did a lot of work for movies, radio and TV and my parents both worked full-time. This meant I had l to be self-sufficient at a very young age. As a teen, I often took public transportation to get to auditions. I learned to arrive on time, to follow directions and generally figure things out. This time in my life really trained me on how to be accountable, timely and professional, which are important soft skills that shape my professional values today. The second thing that really shaped and defined who I am, is that for 30 years my mom worked for Air France. Both of my parents are Swedish, so we spent a lot of time traveling throughout Europe and for every trip, we would fly standby. This means we would show up at the airport without a confirmed seat. We were frequently bumped or separated, and many times arrived together, but without luggage. I quickly learned the skills of patience, adaptability and flexibility. This lived experience definitely led to my acceptance of change. In fact, I’m a huge proponent of change and change management and bringing people along on that journey. Change is stimulating. Exciting. And most importantly, change is the thing that can propel growth.

Let’s zoom out. What do you predict will be the same about work, the workforce and the workplace 10–15 years from now? What do you predict will be different?

Ten years is a monumental amount of time given the current trajectory in the growth of technology. The coming changes will happen exponentially and in ways that we can’t yet imagine. I do believe that in the near-term, say five years, that “work anywhere,” which has been a concept since the advent of the internet, will become commonplace. As we continue to become increasingly connected via technologies that “speak” to each other — things like wearable technologies, cloud computing and predictive analytics will continue to make processes and communication more automated, faster and easier. Data will be used to analyze patterns and predict behavior in ways that will remove obstacles, redundancies or unnecessary steps in workflow. However, the hurdles of security and personal privacy will determine the speed at which these changes occur.

As far as what will be the same, I believe that the desire to collaborate, ideate and develop innovative solutions will be done by people and preferably in-person. There is an energy that happens when we brainstorm together.

What advice would you offer to employers who want to future-proof their organizations?

We stand at a place of great uncertainty, so the goal in any organization is to build resiliency. Start by defining your purpose — what you do and why you do it. Then take a hard look at your culture and values. Be hyper-intentional about this exercise and let authenticity guide your decisions. Once you’ve got this succinctly articulated, let this vision govern all operational activities and create a workplace that intentionally supports your cultural objectives. When those are in alignment, you can more easily develop a workplace strategy that gets everyone on the same page and committed to the same outcomes — regardless of what may happen over the next few years. And remember that workplace success is not one size fits all, and your solution may look different from others in your industry.

Second, be flexible, test and iterate. Very few organizations have figured out the right workplace strategy. Solutions will likely continue to morph as new information and tools shape our needs and expectations. I believe that the next few years will continue to be transformative as it relates to the nature of work, the workforce and our work environments. AI, machine learning and big data will likely impact all of them, we just don’t know exactly how yet. Build in as much flexibility as you can and then be prepared to change course. Also lead with empathy, and ask your employees to do the same. We all have to admit that “we don’t know what we don’t know” and that, as humans, we are highly susceptible to changing our minds when circumstances change. Set the stage as an organization that is ready to pivot.

What do you predict will be the biggest gaps between what employers are willing to offer and what employees expect as we move forward? And what strategies would you offer about how to reconcile those gaps?

For the past few years, the demand for talent has been very high, providing people the opportunity to job-hop and work for organizations that embrace the work-from-home policies that became mainstream during the pandemic. Headlines now suggest that the number of these organizations is dwindling. By and large, the work-from-home honeymoon in the U.S. has ended as slowing economic conditions put leverage back into the hands of executive leadership. More companies are mandating that employees return to the office full time, with some pretty heavy-hitting brands leading the charge.

Why is this happening?

Workplace culture is what binds a company together. And it’s a core reason executives want their people back in the office. They’re feeling the culture gap that Zoom or Teams alone cannot replicate. Culture is the secret ingredient that drives motivation, satisfaction and productivity. It is the unique, distinguishing mark of an organization and it’s a fundamental tenet to fostering belonging in the workplace. Leaders are eager to restore the old vibe so their people will feel the energy, find their spark and ultimately, do their best. And previous blueprints support having team members in the office working physically together.

On the flipside, after living with the flexibility and quality-of-life benefits that come with working remotely, many employees are reluctant to return to the office full time. And feelings of resentment toward these ‘return-to-work’ mandates can lead to disengagement, a contagion that erodes more than just performance, it erodes the very culture that leaders are keen to restore. There is also the risk of not just losing employees, but losing your best employees.

So herein lies a crossroads where employees and employers are positioned on opposing sides, both with valid points. A proverbial tug-of-war with binary “all-in” or “all-out” extremes. Life, however, is not black and white and there is no oversimplified solution to this very complex problem. There are no magic bullets. A hybrid strategy requires effort, trust and commitment from both sides.

At Hendy, we seek to find solutions that are a win-win, by crafting a workplace experience that is worth the commute. That is, one that is ultimately better than working from home. The proverbial carrot over stick approach. Leaders should look at this transitional time as an opportunity to build a customized workplace that delivers the three physiological nutrients required for optimal human functioning, 1) Choice and autonomy, which is agency to do things on your own terms (opposite of micromanagement); 2) Competence, which is the need to feel capable and to learn; and 3) Relatedness, the need for connection and belonging. Ensuring these elements are foundational to the workplace help employees thrive as happier, more mentally well, more healthy, more fulfilled and more productive people. Ultimately, positively impacting an organization’s bottom line.

We simultaneously joined a global experiment together called “Working From Home.” How will this experience influence the future of work?

Remote working has proven a crucial enabler of work-life-balance. Hours gained not driving into the office are repurposed for school drop-offs, grocery shopping, laundry and oil changes. Dollars saved on gas, tolls, childcare and drycleaning are invested into personal enrichment or wellness activities, vacations and 401k plans. Flexibility and trust from supervisors to deliver work on deadline, while maintaining timely responsiveness to the team, converts to space in the workweek to volunteer in the classroom, check in on elderly parents and take the 3 p.m. carpool shift on Tuesdays without taking PTO.

Remote working also transfers agency to the employee, empowering them to determine the optimal setting and time of day to produce their strongest work. There is a lot of research today on neurodiversity — the idea that our brains function differently. Each of us process thoughts, react to noise, light and temperature uniquely. Many employees struggle with staying focused in a bustling, fun, creative and collaborative office environment — hallmark traits of strong culture. To be sure, this energy plays an outsize role in keeping the love alive, but it often comes at the expense of productivity. For some, it is a distraction, while others need this energy to thrive.

However, many fully remote employees also suffer from the side effects of isolation — a lack of connection to their company. Even if they do not realize it. As social creatures, the human soul needs connection, even as the brain wants autonomy. Social interactions strengthen the skills and mindsets needed to build better workplace relationships, and it’s the strength of these relationships that make or break a culture. Beyond compromising connection, those working fully remotely also compromise proximity to key influencers and career decision makers. Outta site, outta mind as they say.

So the extremes don’t work. We need a middle ground, which is hybrid working. The key is to ensure people have the flexibility to choose the environment that best suits their needs to focus and deliver. Delivering brings a sense of pride. Pride brings joy and satisfaction. Joyful, satisfied employees stick around.

We’ve all read the headlines about how the pandemic reshaped the workforce. What societal changes do you foresee as necessary to support a future of work that works for everyone?

Organizations are currently attempting to right-size their office spaces, and at the same time we are seeing a flight to quality — New office products with better amenities and infrastructure. We are left with a glut of older office space that is becoming available. These types of shifts in the market tend to result in transformations, as owners and developers look to reimagine what these spaces can be. This shift is already happening in retail, where vacated big-box stores are converting to things like pickleball courts, fitness facilities and even residential. This, coupled with work-life philosophies that will be more integrated yet more balanced, may catalyze a change in city planning.

Today’s cities are specifically zoned for office differently than retail, differently than residential, etc. We’ve built the country on these different — siloed — zones, and our infrastructure has been designed so we can travel great distances between them. In the near future, I believe we’re going to see U.S. developers build more integrated, convertible mixed-use communities. The 20-minute city; one that is walkable like in Europe where we can work, live and play all within reach is beginning to make traction. And they’ll be designed to be transformed for multiple usages — think office space for the hybrid workforce by day (with street-level cafeteria); jazz cafe and grill by night. Retail space by day can convert to a yoga studio by night, with tenants sharing the cost of rent.

The sky’s the limit with how we can reimagine the future of the built environment through integrated and convertible designs. These environments will fundamentally redefine our communities and drive a higher, more equitable quality of life for society while critically reducing our carbon footprint. These are values that speak to Gen Z workers, who will be 30% of the workforce by 2030. Priorities will be placed on design that enhance and fundamentally transform our collective quality of life.

I also think there’s going to be a whole shift in the way people lead in the future — both organizational leadership and community development leadership. We’ll be flipping the script on how we approach leading our teams, to a model based on outcomes, accountability and trust.

What is your greatest source of optimism about the future of work?

I think in terms of work and the workplace, my biggest optimism is the fact that Gen Z is actually one of the largest proponents of in-person work. When it comes to the workplace, they are probably the most challenged with working from home or remotely. First, at their life-stage, many Gen Zers share living space with roommates, and it’s likely on the smaller side. It’s hard to work like that. Public spaces like the coffee shop or library can be stressful to locate and difficult to conduct business. Also, coming fresh out of college, Gen Zers are aiming to make their mark. And that’s hard to do virtually — out of sight out of mind, so to speak. So this younger demographic actually wants to come into the office. They want the space, the access to leadership and mentors, the supplies (and snacks) and frankly the social aspect. They want to make their professional friends and peers.

As our workplace’s digital natives, one may assume this group prefers to interact virtually, but the truth is this digital fluency is driving their desire for real-life connection. Over time, isolation has negative consequences. Think about it — how do we punish our most violent criminals? We put them in solitary confinement.

So, I think seeing the office differently will help attract this talent. So long as the workplace experience for them isn’t some crappy six-by-six cube for eight hours, this demographic will show up. Our young employees want to be in a workplace with a pleasant environment that lets them be the social creatures they are. We all have the need to connect to other people, especially around a common purpose. What employees want is increased choice and flexibility to fulfill that purpose. So, if we can promote more social connection into the workplace, our people will be happier and will innovate faster. The future is very bright!

Our collective mental health and wellbeing are now considered collateral as we consider the future of work. What innovative strategies do you see employers offering to help improve and optimize their employee’s mental health and wellbeing?

I think a lot about the concept of thriving, which is a holistic view of wellness, both mental and physical. Workplace design is increasingly encouraging movement, providing healthier snack options and promoting quiet spaces to decompress. In 2018, Rex MIller published a book called The Healthy Workplace Nudge, which outlined strategies for improving employee health through workplace design, beyond just providing a gym. This philosophy benefits both the employer and the employee as it can lead to higher performance. And don’t forget that our buildings have also increasingly been getting healthier — with better ventilation, designs that provide more natural light, integration of outdoor spaces and natural products with fewer VOCs.

Another benefit to the workplace is that in-person interaction can contribute to boosting wellness. According to research by BetterUp, connection boosts team wellbeing by 36%, increases team goal attainment by 34%, increases positive relationships by 59% and accelerates professional growth by 92%. Fully remote workers are missing out on these satisfaction-boosting byproducts of bonding. It’s hard to bond on a Zoom schedule. It’s the spontaneous, unplanned moments that keep things interesting and fun. Stronger bonds lead to higher overall engagement, commitment and belief in a shared vision, which are the foundation of a strong culture. Connection also tempers the negative self-talk from our internal voice, which only grows louder when we’re alone. Optimism and positivity are more productive mindsets that bring uplifting energy to the team and contribute greatly to inspiring people to bring their A-game each day.

Allowing flexibility in where and when we work can also improve stress levels of employees, particularly those with special circumstances that are not suited to conventional work schedules or locations. Bottom line, if you are thriving in your personal life, you are much more likely to thrive in your professional life and vice versa.

It seems like there’s a new headline every day. ‘The Great Resignation’. ‘The Great Reconfiguration’. And now the ‘Great Reevaluation’. What are the most important messages leaders need to hear from these headlines? How do company cultures need to evolve?

It is important to note that office culture is not a byproduct of just sitting in a designated seat at a designated desk for a set amount of time. Even pre-pandemic, when most employees were assigned 100% onsite, the actual utilization rate of workspace was often less than 50%, which does more to kill a vibe than build one. This was often the outcome of everyday operations, like executives who were working in other locations, account reps and team members who were offsite meeting with clients, or colleagues who were out sick or on vacation.

Additionally, the old playbook of assigned workspaces was generally based on hierarchy, without factoring in the type of work being performed or an individual’s workstyle preferences. This led to more hidden inefficiencies than companies even knew, fostering an overall ineffectiveness within the workplace due to disruptions that cause employees to lose focus. Office design decisions were often driven by financial motivators more than functional ones; the smaller the workstation footprint, the smaller the space required, the smaller the rent. In practice, though, the open space design proved to have adversely impacted productivity, which hurt the bottom line more than real estate expenses did. To this end, the ‘death of the open office’ was already a topic of great debate.

It is no surprise then that, according to the “Workplace Innovator” podcast in July of 2022, the U.S. had the highest global rates of employees who did not want to return to office, suggesting that the office was not such a great place to be, even pre-pandemic. So, it’s clearly not just butts-in-seats that create culture.

However, being together and sharing space is the only way to enable spontaneous moments of bonding, team building and even learning via osmosis. Additionally, a large part of office culture are the events and traditions that are unique to your intentional culture. Leaders should lead by example and take advantage of these to maximize face time.

We also have to remind ourselves that although working from home may work for “me,” it may be negatively impacting others. Prioritizing going into the office also sends a message about an employee’s commitment to the unspoken Team Contract, where the team’s needs and interests come first. As leaders and managers, being there live also demonstrates a commitment to the professional development of others because you’re there to actively mentor and coach. We can’t expect others to show up, if we don’t.

Leaders should look at this transitional time as an opportunity to build a tailored workplace experience that empowers employees to choose where they work best to deliver upon the task at hand — A hybrid of onsite and offsite fluidity with technology that delivers a more seamless working experience.

Let’s get more specific. What are your “Top 5 Trends To Track In the Future of Work?”

I keep quotes on my desk and on scraps of paper to stay inspired. What’s your favorite “Life Lesson Quote”? And how has this quote shaped your perspective?

I firmly believe that in order to innovate and create, we cannot approach the process in a vacuum. When we look at the workplace, we have to consider the people, the space and the technology. We also look at what’s happening in the world at large to drive the right solution. Creative brilliance is the outcome of taking a holistic view of a situation and connecting many non-linear dots. So, this quote from Steve Jobs has always resonated:

“You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever.”

We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US, with whom you would love to have a private breakfast or lunch, and why? He, she, or they might just see this if we tag them.

Malcolm Gladwell for sure. I absolutely love his work. He has greatly influenced how I think about human behaviors, and looking beyond what is on the surface — then discovering the unexpected.

Our readers often like to continue the conversation with our featured interviewees. How can they best connect with you and stay current on what you’re discovering?

Please visit Hendy’s website for updates on our thought leadership!

https://hhendy.com/insights/