In the characterful Elizabethan setting of Hatfield Park, professionals from a variety of leading organisations gathered for a Roundtable event. The focus of this event was how to provide a sense of constancy in the workplace when so much change surrounds business operation in today’s world.
In this article, we summarise some of the key takeaways that were arrived at in the discussion:
- Providing space for rich, interpersonal collaboration
- Steering mindset change on office attendance
- Leadership confidence and the skill of influencing
- The importance of new staff attending and managers rolemodelling
- The risk of imagined talent within dispersed workforces
A central theme was the role of the workplace as a place for cultivating interpersonal connection – something that’s been increasingly recognised in the years since the Covid pandemic. Strong relationships create resilience in the face of change, and are therefore essential in times of fluctuation.
The importance of finding how people work best, encouraging in-person interaction where it will clearly enhance the experience and output of the exchange, and promoting regular social engagement, were some of the key points highlighted. Practical considerations to boost connection included the suggestion that one-to-one meetings were almost always better in-person, and that working at long tables promote spontaneous interaction much better than conventional individual desks. It was also highlighted that every work-related touchpoint is enhanced when strong social bonds are in place.
There was general agreement that workspace viability shouldn’t be measured on attendance numbers alone. One participant from a major blue chip company shared that the way they evaluate the efficiency and value from workspace investment is not based on attendance but on the experience that employees get when they come to the office. Maintaining availability of the workspace even when it may not make full sense commercially, is a clear and tangible way of providing constancy amidst change.
Attendance at the office is essential to experiencing the sense of connection and stability. An attendee from a leading European automotive manufacturer described how they worked extensively on mindset change in the aftermath of the pandemic – a necessity as everyone navigated a new world of work. And that mindset shift is still necessary as work practices continue to evolve, helping people to see how to use the workspace to best advantage.
There was also discussion around the hot topic of mandating attendance. While everyone acknowledged the benefits of regular attendance, it was agreed that mandating can be a make-or-break exercise, depending on how it’s rolled out. The suggestion was made that requests for office attendance should be transparently explained, with emphasis on the value it brings to individuals and the organisation. E.g. ‘we want you all present on these days because we need to hear your opinions on an equal basis.
While mandating may send the wrong signal, clarity from leaders actually helps to provide constancy amidst change. The suggestion was made that the reason that mandates don’t go down well is because they come from an inauthentic place – attempts to explain them on logistical grounds often don’t really wash with employees. It is much more authentic to simply state that strong interpersonal relationships rely on regular in-person contact, and that these then boost business performance and individual happiness.
It was highlighted that leaders need to be better than ever before at influencing. The skill of steering opinion and carrying people on a journey of change is critical to providing a sense of constancy.
It was universally agreed that new starters need to work from the office most of the time. With so much being learnt by osmosis – both in the detail of a job and the culture of an organisation – only in-person attendance will achieve that necessary imbibing of information and cultural awareness.
But equally importantly, it was identified that managers need to be present to provide a role model. Truly effective managers and leaders are those that people want to spend time with. One attendee shared how she overheard someone asking their manager, ‘Scott, are you going to be in the office tomorrow? Ok, I’ll make sure I come in as well.’ Because Scott’s a great manager, all the team want to be in to get a bit of Scottism! This elicited a suggestion from another attendee that senior managers should be mandated to attend the office, because they need to be there as role models.
This fascinating story was an unsolicited endorsement of our Ringmaster theory – the vital component in truly vibrant workplaces. You can read more about this here.
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The risk of imagined talent within dispersed workforces
As the discussion wound to a close, a thought-provoking phenomenon was shared – the danger of ‘imagined talent’ within remote workforces. This describes the situation where people get a false sense of the level of their own talent due to a lack of spontaneous, informal feedback from colleagues that are present.
When working alongside people in-person, we gain this genuine feedback all the time. A polite but muted response when presenting an idea to colleagues; a look of uncertainty on a colleague’s face when you’re sharing a piece of work; glances exchanged around a table when you’re displaying your latest masterpiece. All these experiences give us the true measure of our talent. By contrast, the considered and polite feedback delivered from a distance can give the false impression of success every time.
This was a very interesting consideration in providing constancy and stability. Continuous, effective feedback is essential for every individual to have an accurate understanding of their own performance. And that often requires regular in-person interaction with colleagues.
In conclusion
All those present agreed that the discussion had been highly informative and thought-provoking – another successful Woodhouse event, leading industry conversation. Overall, it highlighted the importance of maintaining, or even increasing, in-person contact within teams as the means of providing a sense of constancy. Achieving this requires creation of the best possible workspace provision and combining it with a cultural vibrancy, generated by people like Scott the manager! This requirement is reflected in Woodhouse’s unique approach of focusing first on desired workplace dynamics and then creating a workspace to support those ambitions.
In the face of unsettling change all around, there is an opportunity for companies to provide a haven of stability and constancy for their people, even while adjusting to change themselves. And it’s safe to assume that those that do will be the ones that earn team loyalty and business growth.
