The Drift

The Drift

Back.

Are we? Back? Back to the office, to the routine, to normal? Are we back to the conference circuit, to riding trains and driving cars to get to the places we work? Are we going back to the office and – perhaps – casually defaulting to the assumptions that have driven its meaning for 200 years?

The answer to whether we’re back or not depends a lot on who you ask and when you ask them. The CEO might say we’re back three days a week or the team is back on alternating days. The worker who lives in a non-office market would say she was never there in the first place, so being back is not a thing. Those new to the workforce can’t go back to a place they’ve never been. And for most others, back or not is a confusing and ambiguous sliding-scale. What will I be forced to do by the company? How rapidly and consistently will it evolve? Can I create exceptions and work arounds for myself and my team?

For the past 25 years I’ve lived and worked far off the beaten path near Burlington, Vermont. I haven’t been a commuter in the traditional sense, and I’m at the latter stages of my career: so, one could argue that I don’t have a dog in this particular fight. But I’ve also spent thousands of hours in the offices of hundreds of companies in dozens of cities around the world.

And I think we’re asking the wrong questions.

Let’s start with the whole idea of back. It takes 21 days to establish a habit. We’ve now had 24 months of universal change. Never in human history have so many encountered so much simultaneous change and disruption all at the same time. The world of work we shut down in March 2020 is gone. Thinking we can just go back to it by getting on the train and turning on the lights is unrealistic to the point of delusion.

And was the office we left really a benevolent place of collaboration and growth? Or has the image of its virtue been magnified because we haven’t been there in a while? Research and the pattern of resignation tell us that the overwhelming share of workers want a different model. Among employees of color, the office environment never felt as welcoming; just 3% say they value 5 days in the office.

So what are the right questions? I can suggest a few.

Why do we have offices? Answer this with care and honesty. If the real answers are about control and submission – they’re here so I can see them working – you’re playing a losing hand.

What is our positive vision for co-working in the future? Don’t fall back on lazy and unspecific tropes about collaboration and mentoring. Instead, back them up with detailed plans about how we’ll structure and optimize the time we do spend together – in the office, neutral locations, sharing screens. People only buy into a vision when it’s about a shared future, not a return to the past.

How might we structure work to better support the lives, families and passions of our team members? Attracting, hiring and retaining valuable employees has never been trickier. What you could solve in 2012 with more money and a bigger title requires much more thoughtful answers today. Your competitive future depends on them.

Back? No. Forward. But toward what?


More Posts

Solstice.

A little more light, more vaccine being delivered, people sharing news of their vaccinations on social media. And even as the amount of light and hope spirals upward, we will simultaneously suffer through cold and storms and sadness. These things live together in winter, but in spring the light wins out. And Spring will come. Just stay focused on the light.


What It Will Take.

Now here we are, with vaccines rolling out and a sense that things are going to get better… but only in the spring. Here we are, facing winter. And we’re asking ourselves, what will it take? What will it take to keep spirits strong, to stay hopeful and resilient under the weight of COVID fatigue and Zoom burnout? It will take choices... good ones.


What I Heard in Class.

In today’s post, I’d like to invite you inside one of our Upstream Sales Workshops on Zoom and let you overhear some of what’s being taken away.


Window of Opportunity.

Nobody ever says I just wish I’d waited longer to change. I’m glad we didn’t.


You Already Know.

It’s been said that learning is finding out what you already know. So what is it that you already know that I’m likely to remind you of?


Evidence.

Evidence is everywhere. But we only get what we look for. And when we examine it – thoughtfully, critically, unsentimentally – it tells us where we really stand… what needs to be done… how to move forward intentionally. We become better forecasters, better time managers, better teammates, better stewards of company resources – better sellers.


Ecosystem Leadership.

Empathy is the oxygen of your ecosystem. It sustains people and relationships and also acts as fuel for the fires of creativity, production and perseverance. You are A leader in this ecosystem, not THE leader. You'll lead by constantly referencing a very short list of recurring questions.


Stay In.

Right now, there’s an awful lot of showing up. There have been some immediate moves on diversity hiring, and a whole lot of public statements being made — including my own. But showing up is one thing: staying in is entirely another.


Everybody Knows.

The now-famous New Yorker cartoon told us “On the internet, no one knows you’re a dog.” On Zoom, everybody knows.


The New Story.

I do not know what it’s like to navigate life and business as a woman or an African American or an immigrant. I never will. I probably can’t ever really understand the micro-aggressions – the small acts of humiliation – that people who don’t look like me suffer every week. But I can and must take account of the micro-opportunities that have been there for me all along.


If I Only Had the Time.

Not obsessing about time is one thing: re-imagining how we use it is entirely another.


Alone in Space.

You're not alone if you're feeling overwhelmed and broken by the perceived enormity of the challenges. Indeed, if you find yourself struggling intellectually with the entire issue it will, in fact, break you. But the best managers and sellers - the best executives of every stripe - all seem to have the same rhythm. They slow it down. They break it down. They solve one problem and then the next. And if you solve enough problems, you get to come home.