The value of curiosity in the organisation is at an all-time high. It gives the employees and the organisation an edge in problem-solving, creativity, teamwork, and forming valuable connections. It is the mindset of outstanding leaders.

It’s a game-changer for fostering team unity and sparking innovation. For any company, large or small, no matter the industry, having a team always asking "why" and "how" can lead to game-changing ideas, streamline operations, and ultimately, increase financial performance.

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Through digital technology and remote work, many employees can participate in a city's economic life without actually living there. They can keep their jobs in one city whilst working most of the time in another.

These employees live in the “Meta City” – a web of cities.

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The latest workmonitor: the voice of talent in 2024 from Randstad has just been released.

The Randstad Workmonitor, now in its 21st year, explores the views of working people in 34 markets across Europe, Asia-Pacific and the Americas. It aims to provide an inside look at their attitudes, ambitions and expectations as the world of work continues to transform 

One theme is screaming out from every page for me: employers must start talking to their employees and really listen to what is being said. This is an imperative for organisational survival.

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There are implications when 73% of knowledge workers do not have a healthy relationship with work.

The most alarming implication is thatit is impacting employees’ well-being. When work has a negative impact on employees emotionally and physically, employees eat poorly, exercise less, toss and turn at night, gain weight, struggle with their mental health, feel like failures, feel isolated and more.

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HR know there is a problem with their company's return to office policy. 73% say it is a problem for employee retention.

“Working from home is unlikely to completely go away, but many employers believe working together and in person is a huge factor in creating workplace culture. This creates a tension employers and employees will have to navigate.”  

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Over two years since the end of the pandemic, the debate over the return to the office still rages, and the divide between employee and employer is now a chasm across which it seems impossible to build a bridge. The problem is that both sides need to build that bridge together.

Adding fuel to the fire is media commentary on the situation, which is so contradictory it astounds me.

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In my first newsletter of 2024, I want to reflect on the utter travesty of 2023 for so many employees. I can only hope for common sense to prevail this year.

Of course, I am talking about the return-to-office mandates being issued by so many organisations.

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I thought the quote from Tom Peters was a good title for this newsletter. If you are paying attention and reading all that is being written and spoken about the return to the office, then you will be confused.

It is contradictory, concocted, and controversial.

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The idea that how and where we work will return to how it was before the pandemic is false. Companies may try to go back by demanding a return to the office on a full-time basis, but it will not endure. Not only do employees want autonomy and flexibility, but they also deserve it.

We can only move forward as further radical change is likely, as are new challenges in how workers are engaged and managed.

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Not only have employees been threatened with performance management and job losses if they do not return to the office, but executives are also having their bonuses linked to their time in the office and getting their employees there.

This, to me, is out-and-out bullying tactics

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During the pandemic, companies recruited employees they did not need. They wanted a deep bench and to avoid competitors getting the talent. They recruited people who had nothing to do. Now, there are massive layoffs.

There is an impact on people due to a lack of humanity.

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Last week I explored six biases to which leaders can succumb and be detrimental to their leadership capability. They can adversely impact decision-making, hiring, recognition, promotion, and situational assessments.

This week I explore some more biases, how to avoid them, and how to overcome them.

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When leaders do not recognise their cognitive biases, it can be extremely dangerous, not only to them, but the team, and the organisation.

Leaders must remove their blinkers and be aware of their biases, how to avoid them, and how to overcome them.

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If your employees can work a 4-day, 32-hour week and you can still outsmart your competitors, then go for it. If you can do the same with a 3-day week, knock yourself out. Enable it with investment in automation, artificial intelligence, and productivity skills.

Winning organisations will be those who recognise the skills that will be needed to augment automation and artificial intelligence. These include advanced technological skills such as programming. They will also include social, emotional, and higher cognitive skills, such as creative thinking, critical thinking, and complex information processing.

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A recent study from Zenger Folkman found only 16.6% of leaders excel in both grit and coachability.

Leaders must develop both traits.

Grit fuels determination and perseverance.

Coachability acts as the catalyst for continuous improvement through feedback and adaptability.

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Even though many organisations made record profits during the pandemic when many of their employees worked from home, many bosses are demanding employees return to the office citing productivity as the driver.

The problem is that these bosses do not know how to measure the productivity of their workers, especially knowledge workers.

Some 71 per cent of business leaders say they’re under immense pressure to squeeze more productivity out of their workers, according to a new Slack survey of 18,000 knowledge workers, including managers. But most are measuring what workers put in, rather than what they put out.

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Trust is comprised of Character and Competence.

Competence reflects how you are on the outside, your capability, and the results you deliver. These depend primarily on the level of development of your mental intelligence, your education, and what you have learned during your professional career. Capability is demonstrated by skills, knowledge, and experience. Results are demonstrated by reputation, credibility, and performance.

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Trust is based on Character and Competence.

Character reflects how you are on the inside, your intent, and the level of integrity you display in your relationship with others. These depend primarily on the level of development of your emotional intelligence and social intelligence. Intent is demonstrated by caring, transparency, and openness; integrity is demonstrated by honesty, fairness, and authenticity.

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It astounds me that organisations with a low trust factor between leaders and employees and vice versa continue to survive. They are toxic places in which to work for everyone and I wonder if those keeping the lights on are just doing so as the retirement package delivery is imminent, and the organisation’s demise is looming too.

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Some time ago I started to collate positive and negative comments about remote work by executives across various companies. I wondered whether their stance on remote work had any correlation with employee engagement and company performance. You can read the results for yourself.

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