The Great Resentment Why Beyoncé Holds the Key to Offi ce Culture

reat Resentment:

yoncé Holds the Key to Offi ce Culture

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order. A word that crops up defiantly throughout is “motivation.” The implication being that it’s a bit thin on the ground.

Break My Soul isn’t the voice of an innocent generation from yesteryear during which work culture was infantilized and power lay strictly above the heads of the rank and file. A good example there is the innocently jolly Heigh-Ho from Walt Disney Co.’s Snow White in 1937.

Nor is it quite the pay and conditions anger of Generation X, those born between the 1960s and 1980s who grew up with 1970s hit songs like the distinctly unsubtle Take This Job and Shove It by Johnny Paycheck or indeed Dolly Parton’s feminist rallying cry in the song and film 9 to 5 from 1980, now reprised for the new times in a successful touring musical.

Beyoncé is speaking instead to the millennial generation and their younger Gen Z co-workers who are the future of the workplace, and whose emotional literacy expresses their resentment and disappointment that the world of work, even if well paid, still doesn’t deliver for them.

They feel betrayed by broken promises of prosperity, security, status and well-being. Beyoncé told Harper’s Bazaar magazine last year that “I worked to heal generational trauma and turned my broken heart into art that would help move culture forward and hopefully live far beyond me.”

Exactly 100 years before Queen Bey’s 2022 anthem to existential generational malaise was streamed to millions, T.S. Eliot’s modernist poem The Waste Land was published to thousands, with notable similarities. Both are in their very different ways landmark commentaries which simultaneously address working life—Eliot writes movingly of the “violet hour, the evening hour that strives Homeward”—and yet move well beyond it to a bigger picture: our inner selves. Written in the aftermath of World War I, The Waste Land is the cultural equivalent of a pop song, with its long lyric to broken-ness.

Today’s global workforce feels similarly broken, fragmented and discombobulated as if by war. Covid-19 universally left its losses and scars, which have opened up longing for a new fresh start.

Leaders need to do two fundamental things to get on the right track.

The first is to acknowledge the sense of loss and pain.

Every workplace has to rebuild and redesign itself. There is no business as usual. Aim for a corporate culture which prioritizes comfort, security and certainty in an uncertain world. That does not mean providing a rigid set of rules but a flexible approach where possible to respond to the complexity of their lives.

Be like Beyoncé: Release your mind to think afresh.

There is no playbook ready to help you that isn’t out of date. So co-create new rules, new norms and ditch the top-down approach.

In order to do that you have to do something else: Listen. Don’t tell, ask. Spend as much on employee evaluation as you do on getting under the skin of what customers think. Go beyond online evaluation forms and begin constant face-to-face and teleconferenced feedback sessions. They will be worth every dollar spent.

Culture doesn’t compete with strategy—it complements it. But it has to be authentic. Let’s stop trying to make the workplace naively upbeat (Disney) and instead match the knowing beat (Beyoncé).

https://www.bloomberg.com/news/ articles/2022-10-14/beyonce-s-break-my-soul-isthe-new-anthem-for-gen-z-millennial-burnout

Ditching the Offi ceD How to Build a SucH Remote Workplac R e

B By Owen Hughes, Senior Editor

DAVID DESANTO, VP of product at GitLab, knows a thing or two about operating a successful remote-fi rst model.

DevOps platform GitLab has been operating as a fully remote company since 2011. Today, the company has an 1800-strong team spread all over the world that has managed to amass some 100,000 customers, without ever having required their employees to work behind a desk.

In May, GitLab published its 2022 Remote Playbook, which serves as a best practice guide for sustaining and scaling a remote workforce.

DeSanto believes almost any company can be all-remote provided they fully commit to doing so, which includes investing in the key pillars of asynchronous working, communication, culture, and management, and focusing on inclusion above all else. "You need to be purposeful about what you're doing," he tells ZDNet. "Inclusion sounds like such a simple word, but it's really that decision that you're going to do your work transparently, collaboratively, asynchronously, and not rely on Zoom as the only way you talk to someone."

The unmoored workplace

According to data from Owl Labs, 16% of companies globally are now fully remote. This means that, on average, more than one in 10 companies operate without any physical presence whatsoever, be that an offi ce, headquarters or any other form of workspace.

There are many reasons why a business might want to unmoor itself from a physical location, with cost incentives being the most obvious: an organization can cut signifi cant overheads by not having to pay rent, upkeep, energy and staffi ng costs that come with owning an offi ce.

But as the pandemic taught us, eff ective remote working isn't just closing the offi ce and sending everyone home with a laptop. To make a success of a fully-remote model, employers need to treat it with all the deliberation and planning of any other strategic investment designed to reap rewards over the long term.

This begins with redesigning the virtual workspace to be more collaborative, says DeSanto, who stresses the importance of moving to "asynchronous communication" so that employees working in diff erent time zones aren't excluded from important meetings, decisions or updates. "If you're going to be all-remote, the assumption that someone can go into the offi ce and read something that someone posted on the billboard in the kitchen doesn't really work," DeSanto adds. "You need to be able to make everyone feel included regardless of if they can make it on the call."

Asynchronous communications needn't be complex: it can include recording a Zoom meeting and making it available for employees afterwards, or sending out important company updates via email. The main thing is that employees are kept in the loop with everything going on at the company. "Finding ways to communicate asynchronously where possible and limit synch meetings was

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something that we learned early on," says DeSanto. "We did that because it allows employees to be better connected to the company and feel more included."

Document everything

Remote companies must be equally proactive when it comes to documentation. This doesn't just mean taking notes in meetings and providing transcripts of Zoom calls (which DeSanto encourages), but also being diligent in documenting organizational process, culture and solutions.

DeSanto encourages creating company handbooks that enable employees, regardless of location or time zone, to have access to the most critical company information when they need it. Ad hoc chats and 'watercooler' conversations should also be recorded to increase transparency within the company.

Social interactions tend to be harder to come by in a remote environment, meaning companies that are all-remote need to be more purposeful and deliberate in creating opportunities for connection.

GitLab navigates this by coordinating virtual coff ee chats, whereby anyone can invite a colleague or peer for an informal, 25-minute conversation. "That's allowed us to have a much more inclusive environment, and it's allowed everyone to feel more engaged," says DeSanto.

In-person connections are also important. DeSanto – who recognizes the pitfalls of work relationships built entirely through computer screens – recommends all-remote companies organize local company events so that employees can still meet, interact and socialize in person. Where possible, some employees may wish to work together from co-working spaces a few days each week, he adds.

Time for a Head of Remote?

But what does it take to eff ectively lead a fullyremote workforce? Management means diff erent things to diff erent leaders, and those accustomed to having direct oversight of their reports might struggle to grasp the nuances of managing a team from afar.

If this is the case, DeSanto suggests hiring a Head of Remote to act as a steward for the company's remote working strategy, operations and employee experience. "What we've found was, heaving the Head of Remote, [meant] there is someone there who is constantly looking out for those pitfalls [of remote working] as we grew," he explains. "Having a head of remote enables the company to essentially have that [person] who's looking out for the company as a whole, and more importantly the employees of the company - making sure that they are getting what they need."

A Head of Remote should be someone with a strong "people-fi rst background", says DeSanto. Whether that person has a tech background is less important than having a people-fi rst mentality and the ability to think outside the box, making them empathetic and innovative leaders.

This brings DeSanto to his fi nal recommendation for fully-remote employers – putting employee needs fi rst, and leading by example. "Look at the organization and ask yourself, can you be more transparent with your team members?" he says. "What I've seen in some companies is they'll say they're going to do hybrid or remote, and then the leadership still goes into the offi ce. This sets the expectation that they probably need to be in the offi ce too. "As a leader here, I'm more transparent here than I ever was in my career. Because I want everyone, regardless of where they are, to be aware of what I'm doing, that requires me to be aware of what I'm doing." https://www.zdnet.com/article/ditching-the-offi cefor-good-how-to-build-a-successful-remoteworkplace Image credit: linkedin.com