June 28, 2018

Ten demonstrable truths about the workplace you may not know

by Kerstin Sailer • Comment, Facilities management, Features, Workplace design

The science of the workplace has gained a lot of interest over the last few years, highlighting recurring patterns of human behaviour as well as how organisational behaviour relates to office design. In theory, knowledge from this growing body of research could be used to inform design. In practice, this is rarely the case. A survey of 420 architects and designers highlighted a large gap between research and practice: while 80 percent of respondents agreed that more evidence was needed on the impact of design, 68 percent admitted they never reviewed literature and 71 percent said they never engaged in any sort of post-occupancy evaluation. Only 5 percent undertake a formal POE and just 1 percent do so in a rigorous fashion. Not a single practitioner reported a report on the occupied scheme, despite its importance in understanding the impact of a design.

June 25, 2018

Leading with purpose is the signature strength of a great leader

by Ben Renshaw • Comment, Workplace

David was a reluctant leader. We were introduced through his HR Director; however, he was not happy to see me. He didn’t believe in personal development and he didn’t want to spend time with a coach. He also didn’t have a lot of choice as he’d recently attended an assessment centre to inform his future and there were some consistent themes about his leadership style that needed to be addressed. Key comments included his hypercritical style that would cut people down, unrealistic pace that gave people no time to deliver quality and a tendency to be overly directive which would crush people’s freedom.

Know your past to understand your future

Early in our relationship I asked him about his philosophy about leadership to learn why he did what he did and what he thought about the value of his role. It was a short conversation. David’s response was that he wasn’t a leader, he was a technocrat (although he was already accountable for over 3,000 people), and his role was to deliver the numbers. I realized that going head on into leadership was not the answer. I suggested that we step back and explore what had shaped his career so far and to explore implications for his future. He agreed and quickly told me that his life had been uneventful and therefore it would be a short conversation. Two hours later we were still in the middle of running through David’s life experience and we had to reschedule for the next day. Three more hours and David had painted a rich picture of his lifeline and the impact on his career and leadership.

There were three key values that stood out from his story – doing the right thing, setting high standards and getting the job done. These were paramount for David, strongly influenced by his father who had been a significant role model. When we looked at his purpose David was less clear. He knew that he thrived on change and challenging the status quo. He was at his best when required to achieve stretching targets. He was passionate about showing loyalty to others, including friends and family. We explored his purpose until he arrived at an end point, ”Being a creator of opportunity”. This resonated wholeheartedly and ignited his fire.

Leading leaders

I asked David what it would be like if rather than thinking traditionally about adopting a leadership role he committed to being purpose-led? He was unsure at first because it didn’t seem tangible enough. I followed up by challenging him to define what being purpose-led would look like if he was to follow being a creator of opportunity on a daily basis? He described the following:

• seek new horizons for the company to grow;
• encourage people to develop and succeed;
• embrace problems as a way to learn and continuously improve;
• build relationships to develop better outcomes;
• stay energized to be at the top of his game;
• leave a legacy for the company, products and people to be in a better place than when he arrived.

By connecting with the evidence of being purpose-led, David tapped into his own internal drive to be the best he could be. I then asked him to consider what would happen if these six factors became the backbone of his own leadership framework. He got it. For the first time David was able to make an authentic linkage between what was most important to him and leadership, rather than it appearing like a dry theoretical concept.

Next, we evolved his framework into a living and breathing way of leading. We created a map which gave him the clarity about what his leadership could look like:

David found that by putting his purpose at the heart of his leadership he was able to integrate what was most important for him and remove previous conflict about how to lead.

What is your purpose?

Purpose is the catalyst for personal meaning and reason for being. Your purpose is the glue that binds teams together and the inspiration that enables organizations to outperform. It is the meeting point between your passion and your talent. When you are on purpose you unlock the necessary skillset to thrive in today’s complex world.

So, what is your purpose? To discover your purpose requires an open mind and a genuine willingness focused on peak experiences in your life. Here are three steps to help you find your purpose:

1. Identify peak moments. Ask yourself, when have you been at your best? Most fulfilled? Happiest? For instance, playing sports, travelling the world, hitting goals.
2. Make meaning. What was it about these events that made them so significant? For example, unleashing passion, learning new things and achieving success.
3. Define your why. Reflect upon why your big themes inspire you and how you would describe your ultimate reason for existence.

Once you have found your purpose you are in a position to define what success would look like to be purpose-led. Translating your success measures into actions enables you to lead with purpose every-day. This will become what you are known for, what you are appreciated for and what will bring you ultimate fulfilment.

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Ben Renshaw is a leadership thinker, speaker, coach and author of eight books, including LEAD! and SuperCoaching. https://www.benrenshaw.com His new book, Purpose, is now available.

June 22, 2018

Organisations are easily distracted from the task of creating a great workplace strategy

by Chris Hood • Comment, Facilities management, Property, Workplace design

Earlier this month The Once Alternative Workplace Strategies 2018 workplace study was published. This study is the only known longitudinal workplace study and it was recently resurfaced by a group of volunteers to maintain a comparative thread of data on the evolution of workplace thought and practice now going back many years. Unfortunately, the results of this global study demonstrate that a high percentage of companies still see once alternative and now modern workplace strategies as a real estate initiative and not the opportunity to reinvent their businesses in deeper and more transformational ways. Workplace innovation is a litmus test for management quality and leadership. This isn’t about real estate, it’s actually about people and business outcomes.

June 21, 2018

The hype surrounding wellbeing concepts can blind us to their true value

by Georgia Elliott-Smith • Comment, Wellbeing

Digital detox. Does the phrase make you roll your eyes or grab your attention? Lately, you’d be forgiven for thinking that the idea of switching off from technology, particularly your smart phone (if people still call them that as they are so ubiquitous) has become a media fad. A litmus test for this might be how much air time BBC R2 give the subject. Over the past few weeks it has figured a lot, particularly Chris Evans referencing it in a Japanese themed week and a Friday morning interview with the neuroscientist Dr Jack Lewis who shared his tops tips for a digital detox. No doubt the Daily mail is jumping on the bandwagon as well.

June 20, 2018

Successful EFMC event in Sofia sets its sights next on Dublin

by Beatriz Jiménez • Comment, Events, Facilities management

The Sofia Event Center in Sofia (Bulgaria), hosted from 5 to 8 June the 26th Edition of EFMC, the European Congress of Facility Management. The event, held for the first time in the Bulgarian capital, has brought together world experts of the sector and has served as a platform for communication between Facility Managers, suppliers, universities and associations. In the closing ceremony it was announced that EFMC 2019 will be held in Dublin (Ireland) on 13 and 14 June.

June 17, 2018

Fathers Day offers a chance to ponder the disadvantages faced by many working dads

by Julia Waltham • Comment, Flexible working, Wellbeing

Father’s Day – a day when fathers up and down the UK are supposed to feel valued – whether it’s hand print cards from their 2-year old, a pair of socks from their teenager or BBQ accessories from their fully-grown son or daughter. Fathers looking to the government for an offering will be disappointed. Its response to the Women & Equalities Select Committee’s excellent recommendations on fathers and the workplace is the equivalent of a nicely wrapped box with very little in it. For self-employed fathers, the box appears to be empty.

June 13, 2018

US companies are waking up to the benefits of caring for employee mental health

by Colleen O'Day • Comment, Wellbeing

In 2015, the American Psychological Association chose American Express as the inaugural winner of the Organizational Excellence Award, recognizing successful efforts to integrate psychology and prioritize behavioral health and emotional well-being in the workplace. American Express had an employee assistance program (EAP) for workers dealing with depression and other mental health challenges. The EAP was a telephone-consultation system and only about 4 percent of employees utilized it. After the firm added on-site counselors to meet with employees for free—and rebranded the EAP as part of its “Healthy Living” —the usage rate more than doubled.

June 12, 2018

Keeping people at the heart of the modern workplace

by Ryan Anderson • Comment, Technology, Workplace design

The modern workplace is undergoing significant change, and it’s no surprise that many of these changes are driven by the adoption of new technologies. However, unlike previous eras of technological change, most of the technologies being adopted by organizations today have the potential to offer more autonomy, choice and flexibility to their employees. This can cause disconnects (literally) with the built environment, but it’s also possible for those who design and manage work spaces to adopt a new mindset to stay in lockstep with technological change and to ensure the creation of positive workplace experiences.

June 11, 2018

Coworking is breaking away from its cultural and geographical stereotypes

by Gary Chandler • Comment, Property, Technology, Workplace design

There is a persistent image of a coworking space as a sort of glorified serviced office for tech and creative startups who can’t afford the eye-watering rents in the areas they need to be. This is usually in the technology hothouses of the world’s major cities where they can work alongside the corporate giants and fellow innovators that thrive there. The reason such perceptions exist is because they are largely true. It’s no coincidence that coworking spaces have thrived up till now in the world’s most expensive property markets – in London, Hong Kong and New York, serving exactly the sorts of start-ups and freelancers who rely on proximity to their potential clients.

June 4, 2018

Your happiness at work is not just down to your employer

by Cary Cooper and Ivan Robertson • Comment, Wellbeing, Workplace design

When Google promoted a software engineer named Chade-Meng Tan to the role of “Jolly Good Fellow”, his career – and the entire culture of Silicon Valley – took a sharp turn. Meng, a cheerful employee valued for his motivational qualities, went from developing mobile search tools to spreading happiness across the organisation. Happiness became his job. Google wasn’t the first to hire someone with the sole remit of enforcing employee contentment. In 1999, when Google was still a start-up, French fashion brand Kiabi hired Christine Jutard as its chief happiness officer. She was one of the first to perform the role. But once Google did it, happiness at work became a key metric and other organisations quickly adopted their approach. Three years after Meng’s appointment, fast food giant McDonald’s even promoted Ronald McDonald from brand mascot to CHO.

June 1, 2018

How our noisy world was foreseen by the 20th Century’s great minds

by Charles Marks • Comment, Wellbeing, Workplace design

Over the past few years we’ve become more aware of the problems associated with the pace and clatter of modern life and not least among them its noise. Authors like Susan Cain have highlighted not only how distracting noise can be for everybody but how it affects different personality types in different ways. She is perhaps the world’s most high profile proponent of the idea that sometimes we need to work quietly and alone and is the author of Quiet: the power of introverts in a world that can’t stop talking and the person responsible for this now famous and archetypal TED Talk presented on the effects of sound and the need for more silence and privacy. But she is not alone in making these claims, nor is she the first person to do so and the warning signs have been around for quite some time. The first calls for people to heed the racket of modern life came at least a hundred years ago as we began the 20th Century transition to office based life with its distractions of noisy things and people.

May 30, 2018

Australia is leading the world in the adoption of activity based working

by Max Luff • Comment, Flexible working, Workplace design

Over half of those employed in the banking sector in Australia now find themselves in agile and dynamic activity based workplaces. The banks have set the pace. The overall growth of the phenomenon has been exponential in the last 5 years, with sources suggesting two thirds of Australian organisations will have adopted Activity Based Working (ABW) by 2020. Furthermore, by looking at the number of Activity Based Working projects in the pipeline this move away from the 20th century office seems unstoppable. Despite global economic challenges the banking sector in Australia is particularly strong and stable, which contributes to the organisations’ ability to take a long term view. Alongside this robust financial picture we are also seeing a shift in purpose emerge, where the banks move away from a purely financial role to one where they embrace a sense of community and stewardship thus developing a broader contribution to society.