Transforming Work with Sophie Wade

Neil Miller, host of The Digital Workplace podcast, has been working remotely almost all his working life. Early years working overseas fostered his understanding of different work approaches and habits. Neil has significant expertise leading distributed teams, utilizing digital tools, and incorporating effective asynchronous work methods and practices, especially to reduce the number and length of meetings in order to improve performance.

KEY TAKEAWAYS

[03:24] Neil explores different life and work options at the beginning of his career.

[03:57] Neil shares his early work experiences—challenges, observations, and learnings.

[05:29] How you ask "why?" more working in a different cultural environment.

[06:42] Neil discusses the realities of direct and indirect communication and power dynamics in different cultures.

[09:17] What it was like for Neil working remotely as his first work experience in the US.

[11:56] As the only remote worker to begin with, Neil felt he always had to be the one making the compromises working with in-person teams and how that motivated him.

[13:07] How Neil could sense when in-person visits were needed to reconnect with colleagues.

[14:05] Reactions to pandemic-related remote-working and desires to transition back to the office.

[15:44] In-person meetings were the over-used catch-all tool for collaboration.

[16:33] Digital work offers benefits of new workflow options, not replicating office-based work.

[17:26] How should we be thinking about meetings if we optimize with digital tools?

[19:05] Understanding asynchronous working, its benefits, and how to do it.

[21:56] If you could "hire" a meeting what would it's functionality and objective be?

[22:56] Opportunities and challenges for digital leaders: aligning channels, content, and timing.

[25:49] Top benefits of meetings working with distributed/hybrid teams.

[27:48] Neil shares his tips for collaboration and intentional serendipity.

[29:08] How employees with different personality types show up in meetings.

[29:55] The beneficial results from starting a collaboration and ending it 24 hours later.

[31:25] Using empathy to be an effective leader of a distributed team.

[32:48] How Neil is adjusting his work preferences while onboarding a new team member.

[34:31] Neil offers advice on how to bring a new employee up to speed on culture.

[35:46] Onboarding a new hire offers an opportunity to make, re-evaluate, and communicate promises to the team as well as share an updated operating guide.

[37:45] Neil recommends when low and high fidelity communications are best used by leaders.

[41:51] Neil has an assessment tool on his website that helps gauge your digital workplace score.

[42:54] IMMEDIATE ACTION TIP: Look at the next meeting on your calendar and ask yourself "what part of the meeting could be done asynchronously or another way?"

RESOURCES

Neil Miller on LinkedIn

Neil Miller on Twitter

The Digital Workplace website

Digital Workplace assessment tool

QUOTES

"When you're in an office, the meeting is the catch-all tool for collaboration. We use it for all sorts of different purposes. When we transitioned to digital work, we carry that reliance on meetings over with us."

"Now I have eight ways that I can collaborate instead of just one, instead of just meetings."

"It's going to require a lot of digital fluency, a lot of intelligence about picking the right mediums."

"Think of a meeting like it's something you hire. So if I'm going to hire a meeting, what is it that I really want it to do? If I'm going to hire a meeting, I'm going hire it to build connection with people because a meeting's going do that much better than a text message going back and forth."

"Look at your schedule tomorrow, what part of that meeting do you think could be done asynchronously or could be done in another way? It just opens up a lot of good questions."

David Nour, CEO of the Nour Group, brings his extensive expertise on applications of strategic business relationships to the challenges of 2022's marketplace uncertainties and work conditions. As a senior leadership and board advisor, educator, executive coach, and prolific, best-selling author, David shares his insights about the importance of reciprocity, empathy, and the exchange of value to transform our professional exchanges and develop mutually beneficial, rewarding, and deep long-term relationships.

KEY TAKEAWAYS

[02:44] How David grew up in Iran and as a child was sent to live in the US with relatives.

[03:36] David learns about the value of nurturing relationships from his father early on.

[04:24] There is a different emphasis in business in the US compared to other countries.

[05:04] David went on a listening tour and learned what he really did well.

[06:00] What David sees as the problem with 'networking'.

[06:40] The role of trust in relationships.

[07:39] How planning and value exchange generate success in relationships.

[09:06] Matching the natural give and take of relationships.

[11:05] How empathy changes the relationship dynamic.

[11:29] The importance of asking good questions.

[12:07] Why it starts with "you" first.

[13:05] How are you showing up? How are people experiencing you?

[15:05] Have you considered why anyone would want to spend time with you?

[16:26] David emphasizes the significance of consistency in relationships.

[17:26] How you can add or offer value to someone else to build a relationship.

[19:44] What the Great Resignation is really about.

[20:20] Which relationships are worth investing time in?

[22:07] How pushback is healthy for developing a strong relationship.

[23:55] The importance of aligned values.

[26:16] The benefit of jobs fitting people, not people fitting jobs.

[28:27] How are we defining and measuring success?

[30:30] The relationship dynamics of high-performing teams.

[34:17] Key elements David has updated in the new version of Relationship Economics.

[35:52] David's research into influencing without authority.

[38:44] Coping with the pandemic long-term.

[39:30] How David suggests everyone can get comfortable at in-person events.

[40:20] IMMEDIATE ACTION TIP: Suspend judgment. Give people more options. Focus on three priorities. And ask more about people's wellbeing—but only if you care.

[41:16] What are the key questions to ask?

[42:37] Focus on fewer things. Add less to people's plates, not more.

[43:32] How to nurture your priority relationships.

[46:00] David advocates for micro communities and shares an invitation to join his private community.

RESOURCES

David Nour on LinkedIn

David Nour on Twitter

David Nour on Instagram

The Nour Group website

Join David's group

QUOTES

"If you lead with the relationship, if you think about the relationship as the arrowhead, not as the feathers at the tail end of the arrow, you'll create a very different set of outcomes."

"In every interaction you have basically two options: You're either going to enhance, elevate, and amplify that relationship, your reputation, the perceived value in you, or you're going to dilute it."

"If you're not thinking 'what's in it for the other person?' you're missing half the value."

"You know what it takes to network? A pulse. You know what it takes to make relationships succeed? A plan."

"A certain does of respectful pushback is healthy for every relationship."

"Let's talk about this pandemic. I think the evolution or the nature of human species says, "We will adapt.""

As we wrap up 2021, there is much that we can learn, benefit from, and use to our competitive advantage in preparing for 2022. Much has changed since the pandemic started and the recent past—how we operated and acted over the last twelve months—provides us with some of the only available insights into how things have changed and examples of what worked and didn't. Sophie discusses what we experienced in 2021 and areas to reflect upon. She also shares questions for you to think about to gather the insights you need to support your business's growth and success in the year ahead.

KEY TAKEAWAYS

[01:46] We are ready to put 2021 behind us, just as with 2020, but we are in a better place.

[02:51] However, the lingering pandemic has taken a toll on our mental health.

[03:19] Dashed expectations contributed to spring-time burnout, how could well-being be better supported next year?

[04:22] How empathetic concern dropped off during 2021 despite ongoing challenges.

[05:14] After a rollercoaster year, we need to pay attention to emotions and practicing empathy.

[06:30] The majority of new business conditions and lasting operational changes result from digitization, accelerated by the pandemic.

[07:40] Reflection can draw out the insights we need to transform successfully for 2022.

[08:35] Excuses that block or stall change are understandable, but they prevent important progress.

[09:56] The purpose of workplace flexibility is not "letting people work remotely".

[10:42] There are many ways to give employees more control over how they accomplish their work.

[11:37] Offering equitable working arrangements does not mean employees all having identical options.

[12:29] Surveys help uncover suggestions from employees who know what flexibility they would like.

[13:14] A new work model will fail if leadership is not consistently committed to making it work.

[13:43] How employees act if they are engaged in their work—wherever they are working.

[14:31] Many people use those magically creative "water cooler" moments to insist on office-based work.

[15:41] The realities of creativity and serendipity and being proactive.

[16:52] Why every company needs to implement flexible work arrangements and manage differently.

[18:16] What the new "Project Economy" means regarding how we think about and organize work.

[19:20] Questions to assess 2021 project work methods at your company.

[20:43] How digitization has changed our understanding of business workflows and increased adaptability.

[21:42] Questions to assess how digitalization effected your company's ability to adapt in 2021.

[23:23] Why are we able now to have a better understanding of our individual preferences?

[23:57] Questions to draw insights from your 2021 work experiences to optimize future results.

[25:05] Critical benefits of recognizing and accommodating our own and coworkers' preferences.

[26:05] Where to focus useful retrospection to gain useful awareness and start 2022 off well!

RESOURCES

Sophie's articles and interviews about the Future of Work including hybrid working models and working preferences.

Sophie's new book Empathy Works: The Key to Competitive Advantage in the New Era of Work that will be released May 3, 2022.

QUOTES

"The purpose of hybrid work models is to improve employee engagement and performance"

"Success in the Future of Work has much to do with individuals and teams taking proactive measures."

YuChiang Cheng is the Chief Product Officer of Zwift, an online global fitness platform for cyclists, runners, and triathletes. YuChiang has spent his career trying to understand how to create meaningful online and hybrid connections, communities, and experiences for customers. At Zwift, responsible for all aspects of the Customer Journey, YuChiang explains how they try to discover and satisfy their different customer groups' online and offline pain points, needs, and desires.

KEY TAKEAWAYS

[02:46] YuChiang's career was determined by his interests and relationships.

[03:19] YuChiang's interest in people generated early exploration.

[03:55] How YuChiang dropped out of law school and joined the compliance department of a betting startup.

[05:15] Learning about customers' experiences and bridging real and virtual.

[06:18] How to bring older, less tech-savvy people online.

[07:22] YuChiang helps (gambling) regulators understand technology and online operations.

[09:11] The upside to studying law and philosophy is that you learn to ask a lot of questions.

[09:25] "What are you afraid of?" and other questions to expose risk and reduce volatility.

[10:39] The process of identifying the opportunity that developed into World Golf Tour.

[12:11] What the co-founders discovered to be the customers' core pain points.

[13:33] How YuChiang understands customers, what drives them, and prioritizes their needs.

[14:16] The two main gaps that World Golf Tour concept focused on—time and cost.

[16:44] How did YuChiang consciously build community into his company and user base?

[17:52] The ways they involved community members in shaping the experience.

[19:27] Top Golf and World Golf Tour were great complements, bridging physical and virtual.

[20:16] How Angry Birds fit into the golfing picture!

[21:45] What ways are best to connect or integrate real and virtual experiences and benefits?

[24:47] YuChiang describes Zwift's unique offering and what customers learn.

[26:11] On Zwift, you have your own progression system.

[27:00] More companies are incorporating gamification with real life benefits.

[31:19] How YuChiang understands passionate community groups and creating tools to enhance their experiences, especially in the metaverse.

[33:26] YuChiang programs virtual experiences like TV content segments.

[35:36] What Zwift is working on to attract, deliver, and become essential for all potential customers.

[37:32] Want to know your customers better? It starts with curiosity and conversations.

[38:01] YuChiang has merged experience with products—all part of the Customer Journey.

[40:00] IMMEDIATE ACTION TIP: It's a process and skill to create amazing customer experiences which starts with discovery and asking many questions. Once you have the data, don't be afraid. Try things incrementally and test them with actual customers.

RESOURCES

YuChiang Cheng on LinkedIn

YuChiang Cheng on Twitter

Zwift.com

Zwift on Twitter - @GoZwift

Zwift on Facebook - @gozwift

Zwift on Instagram - @gozwift

Zwift on YouTube - Zwift

Zwift on LinkedIn - Zwift

QUOTES

"My process is really not that unique. It's going to talk to the customer. It's going to understand and ask questions about, you know, "What do you like? What do you not like? What do you hope? How would you describe this?" It's asking these questions hundreds and hundreds of times."

"Question I love to ask when trying to understand the consumer is, "What about the activity or the experience that you find the most delightful?" or "What is the thing that, if I took it away, the one thing that would cause you to quit?""

"At the end of the day, it's about having a constant curiosity about who your customers are, what do they really want, what are their behavior and motivations, and what are their pain points."

Mikael Sorensen, the CEO of Handelsbanken UK, discusses the multinational bank's decentralized management system with a human-centric culture and core beliefs that drive value creation—emphasizing customers first and then branch employees. Mikael shares how the bank empowers and encourages front-line employees to make decisions and the critical importance of trust. He also emphasizes the necessity of taking a long-term perspective.

TAKEAWAYS

[02:56] Why Mikael first joined Handelsbanken.

[03:44] What was Mikael's initial experience of the bank.

[04:47] Why Handelsbanken's values are central to their culture and business model.

[05:41] How decentralization is the organizing principle of a human-centric business.

[06:45] It takes courage for leaders to "sit on their hands".

[08:08] What happens when people make mistakes?

[09:38] Handelsbanken's booklet "Our Way" is experienced by employees daily across the bank.

[13:14] How branch employees are valued and trusted exclusively to nurture customer relationships.

[15:04] Handelsbanken believes that people are naturally motivated.

[15:31] How bonuses can drive the wrong behavior, especially with financial products' risk profiles.

[16:44] The bank is driven by fulfilling customers' dreams.

[17:46] Handelsbanken has an equitable profit-sharing model.

[19:57] How turnover decreases the efficiency of an organization.

[20:45] Why low staff turnover increases customer satisfaction.

[22:08] The bank has a flat structure and encourages generalists.

[23:41] How talent mobility allows employees to revisit customer-facing roles.

[25:27] Handelsbanken's recruitment process takes time to ensure there is a good fit.

[27:29] What middle managers may find hard in adapting to Handelsbanken's system.

[28:54] Not many people are natural leaders or managers—it comes from experience and being coached.

[31:03] Other organizations can benefit from Handelsbanken's approach to trust and dare!

[32:14] Why other companies haven't succeeded when adopting Handelsbanken's business model.

[34:18] IMMEDIATE ACTION TIP: Think about your fundamental beliefs about human behavior--how we interact with each other, what drives us, and motivates us. Plus take the long-term view, not short-cuts, to ensure your business is around another 10 or even 100 years!

RESOURCES

Mikael Sorensen on LinkedIn

Handelsbanken UK's website

Handelsbanken on Twitter

QUOTES

"We really do believe that most people want to do good things."

"Fundamental belief in human nature leads to trust in and respect for the individual—that being the customer or the staff."

"If you empower people to take their own decisions, then you have to encourage them also to use that empowerment."

"We don't believe that we need to motivate people. They are motivated by nature and the worst thing you can do is try and interfere with that natural motivation."

"Everything we do is with a long-term perspective. If you start taking a short-term view or take short cuts then there's no guarantee that you will be here 10 years from now or 100 years from now. But we want to be here."

Gena Cox, Founder and CEO of Feels Human, is an industrial/organizational psychologist with expertise in measuring and supporting inclusive behaviors. She works with companies to build inclusive organizational cultures. Gena has deep understanding about human dynamics in the workplace and the critical role leaders play. This episode is how to create engaging and inclusive employee experiences which leaders are responsible for.

KEY TAKEAWAYS

[2:57] How Gena got into industrial/organizational psychology.

[04:25] The odd subordination of the human element in business to the operational system.

[5:45] Gena's positive early experience working at a company with a very purpose-built culture.

[07:03] How assessment and evaluation systems are inequitably applied.

[07:44] Leadership became Gena's focus, recognizing the impact individual managers have.

[09:06] How Gena used her expertise in measuring employee opinions and employee experience at IBM.

[10:57] Navigating the ethical challenges associated with using artificial intelligence.

[12:40] Have you ever done an online search for 'thought leader'? What comes up?

[15:18] Evaluating organizational effectiveness—measuring and identifying what's missing?

[16:02] To improve productivity, organizations need to accept the criticality of managers' behaviors.

[17:30] The (discounted) importance of human experience in the creation of business value.

[19:20] What happens when employees aren't included and asked for their inputs.

[21:30] Why haven't soft skills been emphasized in the workplace?

[22:35] How leaders study leadership but are not trained how to lead.

[26:20] The importance of psychological safety in effective teamwork.

[27:10] Most managers don't feel safe to ask for help, setting them up for failure.

[28:30] Gena describes her unexpected experiences arriving in US for the first time at 20 years old as a person of color.

[31:34] How Gena's experiences influenced her work as an I/O psychologist advising leaders.

[32:30] The problems with finding distinctions and sifting data—especially when insights are held back as leaders do not want to hear them.

[34:08] Who leaders should ask for valuable advice from.

[35:55] George Floyd's murder caused Gena to recognize that she had been being fake.

[36:40] How and why Gena is now combining her I/O expertise and personal and observed experiences to share understanding and insights about inclusion with leaders.

[38:09] Stories from Gena's childhood growing up in Barbados and the United Kingdom growing up.

[40:58] How to create an environment where everyone can flourish.

[42:33] IMMEDIATE ACTION TIP: Inclusion starts at the top, as a leader be convincing in articulating why it matters, establish expectations of behavior, and hold managers accountable.

[44:17] Does Gena feel discouraged?

RESOURCES

Gena Cox on LinkedIn

Gena Cox on Twitter

Feelshuman.com

Leadership Reckoning by Thomas Kolditz PhD, Libby Gill and Ryan Brown PhD

Five Strategies to Infuse D&I into your organization by Gena Cox and David Lancefield

QUOTES

"Industrial organizational psychology has always been about that human element."

"We found in our research pretty consistently that it's really the manager that is at the core of the employee experience."

"I would outlaw the use of the word soft skills. What I take that to mean is that the human experience is lesser than all of these other experiences that go into the creation of 'the thing.'"

"In the context of leadership, it always includes the human experience."

"I'm trying to shed light on the leader's role and creating an environment in which all of us can flourish."

Matthias Hollwich, Founder of HKWN Architecture, has long focused on designing buildings that foster human connection and generate positive emotions and memories. He describes his vision for the office of the future designed to create a more human experience, recognizing the cadence of workers' emotions, tasks, and other needs during the course of their workdays. Matthias explains how these offices will lure people back and support positive and productive experiences and interactions.

KEY TAKEAWAYS

[2:55] Matthias did not originally anticipate being an architect.

[05:00] One of Matthias' high school teachers unwittingly set him on the path to New York.

[8:00] Why Rem Koolhaas is such an inspirational architect for Matthias.

[10:48] Matthias wanted to understand how buildings made people feel.

[13:20] Taking part in a major competition Matthias' team's submission was a surprise last minute combination of ideas.

[15:02] How people connected emotionally with 'Wendy' their winning submission.

[16:03] Memories are generated by a combination of familiarity, emotions, and novelty.

[18:22] Architects were first to recognize that we need more than just cubicles and conference rooms at the office.

[20:07] How can we lure people back to the office? We don't want to force them back.

[21:48] For Matthias, the future office environment "resorting" comes from three mega trends: hub and spoke, hoteling, and longevity.

[23:45] Matthias just won a competition to create the first ever "work resort' in the world and explains the goal.

[26:22] Typical resorts create experiences. What would the work resort experience be like?

[29:38] How the economics can make creating a work resort effective and affordable.

[32:10] Matthias describes the buildings with personalities that visitors can interact with at the upcoming exhibition in Berlin.

[34:31] People have agency in shaping their living and working environments.

[36:35] Why did Matthias write a book about living smarter as we get older?

[37:55] Matthias recommends visiting an assisted living facility or a nursing home for a day.

[40:00] How do you design buildings with an older person in mind?

[42:15] At each age milestone, do a review of where and how you live and look ahead. How will your environment suit your needs in the future?

[47:45] IMMEDIATE ACTION TIP: Walk around your local environment, single out a building and consider what you like about it and how you would change it. You are the user, you are in charge!

RESOURCES

Matthias Hollwich on LinkedIn

Matthias Hollwich on Twitter

HKWN website

HKWN on Instagram

Shape Tomorrow Expo on Nov 19

New Aging: Live Smarter Now to Live Better Forever by Matthias Hollwich

QUOTES

"We did not create architecture, we created memories. And that was for me the big paradigm change."

"If you can create something so emotional that people connect to, it's magic that we can give to people. Suddenly they don't respond to that object anymore, it has a personality."

"When emotions are involved in your experience, it goes from short-term memory into the long-term memory."

"Now we can actually design buildings that really make it attractive for people to come there and have an incredible experience, which is about the corporate culture, the community and the experiences."

"Shape Tomorrow really is an invitation to interact with us as architects, so that people realize they have a lot of power in shaping their own environments."

"You have to look through the lens of older people, to be able to design things [for them]. So you have to really put yourself into the shoes of an older person."

"As the user, you're in charge, and you have the right to live in a city that serves you well."

Lisa Morton, CEO of Roland Dransfield, founded her PR agency in Manchester, England, combining entrepreneurial spirit, Northern grit, purpose, and values to build her company and expand nationally and internationally. Lisa explains her intentional emphasis on purpose and living her values daily which has been core for attracting and retaining clients and employees, while guiding all their actions and decisions. She also shares what happens when values are not clearly defined and how they have benefitted from setting boundaries.

KEY TAKEAWAYS

[02:50] Who was Roland Dransfield and how was he relevant to Lisa's business?

[03:46] Lisa's father great saying about cars and baked beans!

[04:16] How Roland Dransfield started Lisa off as an entrepreneur.

[05:54] Circumstances were not easy when Lisa started her company.

[07:34] A dramatic incident impacted the purpose and role of Roland Dransfield early on.

[08:53] Manchester has changed significantly since Lisa first started her career.

[10:19] How purpose is manifested for employees coming to work at the agency.

[12:15] Lisa's approach to mutually enriching development and progress.

[13:20] The celebration dinner for Roland Dransfield alumni.

[14:21] What happens when values do not have defining boundaries?

[15:54] Lisa set hard lines to achieve alignment and expected some people to resign.

[17:16] How they explored values—finding out which values resonated most.

[18:20] What they did once new values were agreed to integrate them effectively.

[18:49] Exploring Greater Manchunian values through their podcast "We Built This City"

[19:29] Values are lived actively—one is selected and reinforced every week.

[20:44] Lisa confirms potential new clients' values before agreeing to work with them.

[21:33] How their value "Admit it, fix it, move on" helps them improve.

[22:08] How BrewDog admitted their mistakes and made amends and why other companies don't.

[24:17] After finding disconnected values were really upsetting her team, Lisa resigned a client project.

[26:31] The positive outcomes after Lisa took this difficult step.

[28:08] How new recruits connect with the company values.

[29:40] Purpose helps retention and values provide protection.

[31:04] Why Lisa feels pro bono work is important.

[32:14] Are the agency's values manifested differently in London and Los Angeles?

[35:26] How do boundaries make it easier when things are really tough?

[36:25] IMMEDIATE ACTION TIP – Take time out to work on your values. Write them down, do some iterations and consider how to integrate them into your life.

RESOURCES

Lisa Morton on LinkedIn

Roland Dransfield's website

Roland Dransfield on Twitter

Roland Dransfield on Instagram

Roland Dransfield on Facebook

Legacy by James Kerr

QUOTES

"My dad always used to say, 'if business is going well, have a great car and eat baked beans. And if business is going badly, have a great car and eat baked beans."

"We will hope to make your lives better in terms of your personal professional development, and we want you to help us make our platform even richer."

"You wouldn't come and join Roland Dransfield if purpose wasn't at your heart, or if you didn't feel you wanted to be part of a purpose driven organization."

"I want to know—for a 21 year old who's coming into this business—what's important to you? What does work need to look like for you? What gets you out of bed in the morning?"

"What we don't want to be as individuals or an organization that just goes through life using all the resources around us. Our platform as people and as a business needs to use the platform to create more resources. So we go out having left more than we've taken out."

"Having put that values piece in has helped me to create space for myself as a mom, as a business person, as a friend, and as a leader."

Jeremy Fleming, the Founder and CEO of Stagekings, discusses how he evolved and grew the Australian event and theater staging business after a necessary radical pivot at the beginning of the pandemic. Re-applying everyone's crafts' skills to design, develop, sell, and distribute innovative desks, they engaged new customers online and used feedback to help expand the product range. Jeremy also shares how encouraging people to work across all areas of the business as well as diversifying revenue and vertically integrating is creating resiliency to ensure the company's ongoing stability and success.

[02:57] How Jeremy started his career in bridge carpentry and scaffolding.

[04:11] Jeremy brought his event staging experience from Europe to launch Stagekings in 2015.

[05:52] Versatile use of their skills expanded services into building theater sets and whole theaters.

[06:52] Jeremy's scaffolding and event experience and innovative approach enabled rapid assembly and dismantling.

[08:07] Friday March 13th 2020: Devastating news for Stagekings' business.

[10:03] Friday March 20th: Jeremy's difficult decision to let employees go after exhausting all options.

[11:58] How chatting with a former employee seeded the idea of creating desks for people working from home.

[12:22] Sunday March 22nd: Mick's furniture-making hobby and skills are engaged to explore desk ideas.

[13:13] Unique desk designs: no-tool quick assembly/disassembly, one packs flat for easy storage.

[14:15] Monday March 23rd: The business now needs ecommerce to sell the new desk products online.

[15:18] How Jeremy's frank letter shared on social channels to market their desks goes viral.

[16:11] Tuesday March 24th: StageKings' former employees are called back to work!

[16:55] Stagekings hires more people as the demand for IsoKing desks grows.

[18:25] New desk designs and other products are added as the business expands rapidly.

[19:19] Customers enjoy receiving desks delivered by entertainment event roadies.

[20:07] The product line expands driven by 'community-led innovation' with surprising requests!

[23:01] Stagekings consolidates IsoKings' products and operations after rapid first year growth.

[24:27] A new brand of at-home furniture is launched as well as IsoKing becoming its own brand.

[26:42] With continuing uncertainties, the focus becomes establishing more income streams.

[27:58] Vertical integration enables Stagekings to broaden their offering and customer base.

[30:55] Jeremy attributes their success to the team, their adaptability, and positive attitudes.

[34:02] How Stagekings gives back to the event industry, supporting unemployed event workers.

[34:59] Discussing the challenges for freelance workers during the pandemic.

[37:02] The optimism Jeremy has about 2022 for Stagekings across market segments.

[37:39] What flexible approaches to work and encouraging employees to move around business areas means for them and the company.

[39:21] IMMEDIATE ACTION TIP: If you have an idea, go for it. And it doesn't have to be massive steps. Small, consistent steps will get you much further.

RESOURCES

Jeremy Fleming on LinkedIn

Stagekings.com.au

Stagekings on YouTube

Stagekings on Facebook

Isoking.com.au

IsoKing on Instragram

Extreme Ownership by Jocko Willink

Supportact.org.au/get-help/crisis-relief-grants

Jeremy Fleming's website

QUOTES

"There's a time when the show must go on—and wherever we're up to, that's where it is when it happens!"

"We called it community-led innovation, where it was the community telling us what they wanted, and we'd design it."

"Out of anything bad, something good will come, and you need to work on that. Don't focus on the bad, focus on the good that'll come from it."

"It's real event mentality—problems are going to come up, and you're just going to deal with them, you've still got to get through it."

"We lost all of our work, what can we do? What can we do? Yeah, there's something you can do."

"I've really focused over the whole of the last 18 months on establishing more pillars of income."

"I think that's what people like about it here—it's that nothing is every the same!"

"The big thing for me is if people have an idea, just really go for it."

Laurel Farrer, Founder and CEO of Distribute Consulting—a virtual organizational development consulting firm, is well aware of the rewards of transitioning long-term to remote working, and the risks, especially with hybrid models. As a 15-year seasoned remote worker, Laurel has identified the key factors that are critical for success and benchmarking goals for healthy virtual organizations. She shares her experiences, insights, and cautions as we all work through our inevitable, work-related transformations.

KEY TAKEAWAYS

[04:02] Laurel's accidental exposure to remote working and her early experiences.

[07:43] The primary barrier to success was credibility.

[08:21] Determination to overcome the credibility gap fueled her company's internal culture development.

[08:46] How the success of their creative team was not dependent on the existence of a [physical] whiteboard.

[09:46] The benefits of facilitator in virtual discussions, especially for brainstorming including introverts and extroverts.

[10:53] How asynchronous communications and pre-work boosts collaboration and outcomes.

[12:29] Laurel works on benchmarking to develop goals for healthy virtual organizations.

[13:48] How to navigate the challenges as we explore new work arrangements.

[14:37] The importance of balance and transparent communication.

[15:29] Companies with economic challenges in offering work from home options benefit from explaining the situation to their employees.

[18:17] Company culture is impacting the management process because it takes time to develop a strong culture.

[21:03] Culture is one the six pillars of Laurel's company's methodology.

[21:21] Training is key for remote workers to be equipped as successful self-managers.

[22:11] Managers need training to be able to manage people they can't see—replacing supervising with support and encouragement.

[23:14] The difference between deliverables and results and the importance of tracking both.

[25:15] How a knowledge management system unifies a team to streamline communication and collaboration.

[26:16] Virtual infrastructure encompasses documenting culture and workflows with virtual handbooks.

[27:01] Compliance is a major issue - we haven't yet achieved operational models for location irrelevancy yet.

[28:16] Understanding what you are getting into is essential.

[29:05] When we were forced to work remotely, it was an emergency not a long-term plan—which are two very different things.

[30:52] Hybrid teams are complicated. The risks and rewards of hybrid work models.

[32:15] The ultimate goal is to be operating as location irrelevant as possible, but we have not broken our habits enough as organizations.

[34:09] IMMEDIATE ACTION TIP: Communicate! Employers and employees need to be talking and listening to each other! Together you can work out how to unleash the power of remote work for your specific and unique organization and organizational culture.

[34:34] Remember, remote work is not a one-size fits all.

[35:23] Go at your own pace—if some people are stressed and resistant, slow it down.

RESOURCES

Laurel Farrer on LinkedIn

DistributeConsulting.com

QUOTES

"We also leveraged asynchronous communication. So everybody always felt safe in the systems."

"What is the checklist of things that I have to do in order to be better? That doesn't exist for virtual organizational development. It doesn't exist necessarily for remote work at all."

"We really need to figure out how to communicate as transparently as possible about why decisions are being made the way that they are."

"You might have those cat posters on the wall that say you're humble and that you're innovative and that you're adaptable, but are you really?"

"We need to be able to create space to measure and track all types of outcomes, all types of diverse productivity as opposed to just deliverables."

"We haven't yet achieved operational models for location irrelevancy yet."

"There are so many organizations that say, "No, it's not possible. Everyone come back to the office." And it is possible. You just need to know what to do."

"We haven't broken habits enough to have location irrelevant mindsets yet so naturally we are dividing people by location which is going to be problematic as we try to move forward as a unified team."