Dear Friends, 

I personally know two people that have a reasonably high paying job and do virtually no work. I thought this was an anomaly but a new article in Vox reveals that these “job zombies” are everywhere. Vox interviewed one government affairs representative that says she completes the work for her eight-hour shift in two to three hours each day. “I get paid,” she says, “but I feel useless and like I could be doing more.”

Ahh, the pressures of Zombie work… do I take a nap or go for a run? 

A vast majority of people I know are over-worked and stressed about it. It’s been that way pretty much forever. But now we are off-loading work to automated processes through bots, AI and other tools. Some roles—specialized advanced analytics for example, are so specified that the boss has no clue what their employees do. 

Despite this recent phenomenon of navel gazing on the job, Gen Z, is pressing the panic button at work. Deloitte’s annual survey on Millennials and Gen Z point to a generation that is really struggling under the weight of chronic anxiety. They’re worried about their financial situation, inflation, climate change and even concerned that the companies they work for aren’t doing enough to make a difference in the communities they serve. Just like everyone else, they are giving work a demotion and striving to prioritize life over work. 

All of this makes the workplace strangely unfamiliar to leaders and managers. If you really want to get a handle of how work is changing, I’d recommend… a couple of books that put all of this in perspective. Amy Edmondson’s The Fearless Organization, changing social environments to respond flexibly to a changing environment. Another good one: The Transformation Myth: Leading Your Organization Through Uncertain Times by MIT Press, which will provide you with ideas on leading during uncertainty and change. 

Manage The Zombie. Or. It will Manage you.

Warren

Deloitte's 2023 Gen Z and Millennial Survey reveals alarming levels of stress in workplaces around the world, with 46% of Gen Z and 39% of Millennials experiencing constant anxiety. Poor work-life balance, cost of living concerns, and the stigma around discussing mental health are key contributing factors; with over half of both generations living paycheck to paycheck, there is also a growing pessimism about reaching financial goals, starting families, and owning homes. (Deloitte)

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Recent pay transparency laws in the U.S. have fallen short of expectations as employers tend to list broad salary ranges rather than specific numbers. Analysts suggest that these wide ranges may obscure actual salary figures, potentially hampering recruitment efforts and undermining the original intent of the transparency laws – to narrow wage disparities and boost equity. (Worklife)

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The growing ranks of the “jobless employed,” i.e., workers who are chronically underutilized, pose a significant threat to productivity and overall workplace morale due to negatively impacting company culture, breeding inefficiency, and leading to broader employee disengagement. Robust performance tracking mechanisms, clearly defined job roles, and a culture of accountability are critical to keeping all team members equally engaged. (Vox)

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Financial stress among all workers is rising, impacting productivity and social interactions across generational lines. This tension has the potential to significantly degrade not only workplace performance, but overall morale and team cohesion among both employees and managers alike – organizations are encouraged to offer resources like financial education and wellness support to mitigate these stressors. (Fast Company)

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A recent survey of future corporate workspace plans shows a strong preference for hybrid work models, with 56% of surveyed firms favoring this mixed approach, versus only 31% preferring “office first” and 12% preferring “remote first”. However, there is also an acknowledgement that managing workplaces will become more challenging: Fully 60% of these firms predict that managing their workplace will become more or much more complex over the next three years. (The Guardian)

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Fewer than half of Millennials are factoring Social Security into their future financial plans, compared to 90% of Boomers, and over three quarters of young Americans believe that these benefits will be drastically reduced or gone by the time they retire. This significant shift in retirement expectations is based on legitimate concerns, and Millennials are planning accordingly: The vast majority of this risk-averse generation anticipates depending primarily on their personal savings in retirement. (CBS News)

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Offering more individual flexibility and the potential for greater efficiency, remote work is a boon for many seasoned employees – but does it offer the same advantages for younger workers? The lack of collective cultural fabric and “proximity benefits” may be negatively impacting the career progression of newer hires, a group that is currently reporting historically low levels of engagement at work. (Forbes)

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An op-ed by the CEO of the virtual assistant platform, Time Etc., highlighted the company’s transition from traditional management to a coaching-centric model focused on goal-setting, feedback, and professional development opportunities. This novel approach led to both higher productivity and workplace happiness, with the company consistently ranking in the top 1% of teams worldwide for employee engagement since implementation. (Fortune)

Dear Friends,

Employees are changing their expectation about work in ways we couldn’t imagine when “work” meant long grueling hours on a 19th century factory floor. Hyper connected with advanced AI technology in knowledge jobs, workers have new expectations about the role work plays in their lives. They’re looking for more than just a paycheck, or just a career. Now they want to be in community with others, connected to something larger than themselves-- something that has meaning and purpose. The backdrop is our current historical moment, defined by simultaneous crises—economic uncertainty, geopolitical tension, social change, and broken politics. With civic engagement drying up, and a dramatic increase in those that are religiously unaffiliated (almost one-third by Gen Z), a new book by Derek Thompson claims that the cubicle is the new pew. “Workism” is replacing religion.

While I’m skeptical on Thompson’s analysis, our research suggests that purpose, meaning, and a sense of community is prioritized now more than before in the workplace. So, what can leaders do to get a handle on this paradigm shift? First, get some research under your belt. Implement robust qualitative and qualitative analysis of your employees so you can “meet them where they are”. Because the workplace is changing so rapidly, implementing a continuous feedback loop to assess their priorities is key. Once you do this, get your managers into leadership training. Managers are the new leaders in the workplace today. Their job is far more complex than even 3 years ago, and their challenges are not just day-to-day, but strategic and long term. Finally, talk to your customers. Their expectations are changing too. Flexibility is the new strength, and you can’t operate in a fast-changing environment without listening to your employees and customers.

Expect. More. Change.

Warren

When surveyed about their opinions on "work spouses," both Gen Z and Baby Boomers were relatively accepting of the concept, with only 39% and 40% disapproving, respectively. Millennials were surprisingly far less open, with 57% of this risk-averse generation against the idea outright. (Newsweek)

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Gen Z job seekers rank Google, Tesla, and Patagonia as their top employers of choice, underscoring the way that this generation values not just innovation and sustainability, but also work-life balance and career stability. Younger hires value the job security that often comes with working at large organizations; companies looking to attract and retain Gen Z should consider these longer-term priorities when recruiting the next generation of employees. (Axios)

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Derek Thompson’s new book, "On Work: Money, Meaning, Identity," explores the ways in which he believes that Americans have replaced organized religion with work. This isn’t a big stretch for workaholic Baby Boomers, largely responsible for defining our modern workplace culture – this generation has always had a penchant for imbuing every aspect of life with personal values and a deeper meaning. (The Atlantic)

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Companies considering adopting a shorter work week should weigh the potential positive impacts on well-being and productivity for all employees, but should keep in mind that a four-day work week would be a major boon for women in particular. Women often face additional pressures in balancing work and family responsibilities, making advantages like improved work-life balance and reduced burnout especially impactful. (The Star)

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Employee engagement trackers are pointing to an unsettling downward trend among Gen Z specifically, an unusual statistic given that younger workers have historically been the most enthusiastic. Although some point to remote and hybrid working models as the culprits, solutions that create space for collaboration, clarify institutional ambiguities, and give employees a voice will likely have a more positive impact than a mandatory return-to-office. (Business Insider)

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A team of economists found that there may be one critical factor holding remote employees back in their professional advancement: Remote workers tend to receive less feedback overall from their managers and colleagues. Employers hoping to foster an environment that promotes constructive collaboration should take conscious steps to ensure that all employees have equal opportunities for career growth and development. (Yahoo Finance)

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Workplace loneliness is a growing issue, particularly among women – over half of women at work say they experience loneliness, and that number only rises as women surveyed move up the corporate ranks. These findings have significant implications for workers’ well-being, engagement, and productivity, which makes fostering a supportive and inclusive work environment key to combating loneliness among all employees. (Fortune)

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Japan is fighting an uphill battle against societal expectations by hoping to incentivize more male workers to take paternity leave. While family leave policies have been found to promote both gender equality and work-life balance, many fathers are reluctant to utilize them – cultural norms may be different around the world, but all employers should strive to create a supportive environment that encourages employees to take advantage of family-friendly initiatives. (CNN)

Dear Friends,

I learned a new word today, “gwarosa”. It is Korean for “death by overwork”, and scores of people quite literally died from working too hard in the last few years. Last week South Korea’s government announced a raise on it cap of working hours to 69 per week, which is exactly the wrong thing to do. Gen Z  is livid and rallying hard against the policy. Meanwhile in France, Boomers are initiating violent riots on pension reform. The whole world seems agitated with government policy, and angry about working conditions.

In the US, people are quietly quitting, unions are rising, and four-day work weeks are gaining traction. As recession seems more likely this summer or later this year, company leaders will need to make hard choices in an urgent environment. I firmly believe that one of the reasons we got here is because of bad leadership. More specifically, leaders are not prioritizing talent development. Middle managers are getting crushed with administrative work and individual contributor work, and not able to work on strategy-focused work and talent development. As a result, employees become disengaged, aggrieved, stressed, etc. A zillion studies show that great managers stay close to the emotional health of their team, instill trust, provide autonomy, and set clear goals.

Sounds simple, and no gwarosa.

Help Wanted: Great Leaders.

Warren

Mass protests have erupted in France against the government's proposed pension reform, which would raise the nation’s retirement age from 62 to 64. Aging Baby Boomers have made retirement policies into a major issue: Employers around the world should be aware of the potential for strong reactions to benefit reforms, prioritizing clear communication and employee input, and planning for potential disruptions to minimize negative consequences. (Associated Press)

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South Korea recently proposed increasing the maximum weekly working hours from 52 to 68, sparking protests and calls for the government to prioritize workers' rights and well-being. Work-life balance has become a global priority, particularly among younger workers; many advocates are urging employers to also consider the broader economic and social implications of their decisions in regards to working hours. (CNN)

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While Europeans and Asians have returned to in-person work in large numbers (generally over 80%), the US is still embracing WFH, with roughly half of Americans still working remotely. Whether Americans are simply slower to return to the office remains to be seen, however managers who have been banking on a 100% return should prepare for the possibility that remote work has become a more permanent feature of the landscape. (The Wall Street Journal)

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The Tulsa Remote program, which offers a $10,000 grant to eligible remote workers who relocate to Tulsa, OK for at least one year, aims to foster a sense of community among remote workers and to connect them with local organizations and businesses. The program has become incredibly popular among both participants and local officials, and has sparked a series of similar efforts in other cities across the US. (WorkLife)

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American workers are taking fewer vacation days than ever, a trend which will likely have negative repercussions not just on their mental and physical health but on overall productivity as well. A lack of time off may also have a broader impact on society and the economy, as burnout and stress can lead to decreased workplace engagement and increased healthcare costs. (The Washington Post)

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Strong company culture is critical to success in a hybrid work environment, helping create a sense of belonging and purpose in an environment when workers may sometimes feel disconnected from the organization. Executives have a critical role to play in shaping and maintaining culture: Promoting inclusivity and collaboration, prioritizing employee engagement and well-being, and leading by example. (Quartz)

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Psychological safety in a professional setting refers to a work environment where employees feel secure to express their thoughts, ideas, and concerns without fear of retribution, ridicule, or negative consequences. This type of work environment has been strongly linked to employee satisfaction; managers looking to increase innovation and creativity in particular should strive to prioritize and promote a supportive environment. (WorkLife)

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Shopify recently implemented a “No Meetings Wednesdays” policy after using a bot to auto-delete a total 322,000 hours of meetings from employee calendars, in an effort to give employees more time to simply… work. While this approach may not be ideal for every company or industry, Shopify’s COO says that he has “gotten more positive feedback on this change than anything else he's done at Shopify.” (NPR)

Dear Friends,

In 2003 I met Warren Buffett in a once-in-a-lifetime opportunity in Omaha as part of our Gallup MBA class. For two hours, our small class of 15 asked him questions and soaked up his insightful ramblings on work, the economy, capitalism, and the meaning of life.

I think of that day when considering the head spinning number of trends and changes in today’s business climate. How do we ground ourselves as leaders and managers in this weird post-2020 work environment? We have quiet quitting, productivity paranoia, and hush trips. The latest is Bare Minimum Mondays—adopted by Gen Z to ease into the work week after “Sunday Scaries”.

I’ll never forget one line Buffett quipped about change, trends and forecasting. After taking a swig of his Cherry Coke he said: “Good leaders know that the rearview mirror is always clearer than the windshield. Stick with great leaders and great managers. Don’t get thrown off by distracting trends.”

Sure enough, today’s work trends are very real, but they are a distraction from what makes an organization a great organization, despite the bugs on the windshield. Great leaders inspire and motivate around a common goal, set a clear vision, build a strong culture of trust, and create an environment that allows peoples’ talent to flourish. These are foundational principles whether your people work from an office or remotely, Gen Z, Millennial or Boomer (oh, and even Gen X).

The trends and changes will start to come faster, so buckle in with your best and brightest.

Thank. You. Warren (Buffett).

Warren

Trust in the workplace is essential for effective collaboration and teamwork, but recent years have brought about an erosion in this crucial component of a successful workplace among employees and bosses alike. Open and honest communication, consistency, and accountability are a great starting point for building a culture of trust, one that is sure to lead to increased productivity and employee satisfaction. (WorkLife)

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The rise of remote work has led to recruiters placing a greater emphasis on competence over warmth when making hiring decisions. While technical skills and abilities may be easier to virtually evaluate than interpersonal qualities, hiring managers hoping to build out a cohesive and supportive dynamic should still keep an eye on personability when building out a remote team. (Personality and Individual Differences)

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As those responsible for ensuring employee engagement, supporting a healthy work-life balance, and enforcing unpopular mandates, many middle managers are burned out due to increasing responsibilities and stressors. However, organizations often fail to recognize that these leaders are employees too – any focus on employee experience should ideally be extended to higher levels of the org chart. (Fortune)

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A recent meta study has found that positive leadership tactics are more important to employees’ mental health than any number of wellness programs and resources. Companies can promote good management by providing training and support to managers, creating clear policies and procedures, and encouraging open communication and feedback. (Scientific American)

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With the rise of AI tech comes the "Turing Trap," which occurs when businesses rely too heavily on artificial intelligence and lose sight of the human element in decision-making. To avoid issues like these, managers should attempt to involve humans in the design and implementation of AI systems, regularly assess the impact of AI on business outcomes, and prioritize the “human element” in experiences. (WorkLife)

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When it comes to finances, Gen Z is by far the most tight-lipped generation – this reluctance may stem from feelings of shame and embarrassment, or just from a lack of financial literacy. Employers can help their younger workers feel more comfortable and supported by offering resources like financial planning services, workshops, or access to financial advisors as part of their employee benefits package. (Intuit)

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In a January survey by job site Monster, fully 37% of workers admitted to having more than one full-time job, and among those who only work one full-time job, most (57%) said they’d consider adding another. Whether it’s due to financial necessity or personal fulfillment, overemployment is here – and while remote work is making it more feasible than ever, bosses should keep an eye out for signs of burnout and exhaustion. (Yahoo)

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On “Bare Minimum Mondays,” employees aim to do the absolute minimum amount of work required in order to ease into the work week. While advocates argue that the trend can help employees avoid burnout and increase their overall productivity throughout the week, critics caution that it may lead to a lack of motivation and a culture of complacency in the workplace. (Fortune)

Dear Friends,

In this edition of C-Suite Newswire, we are leading with two articles on ChatGPT, the most unmemorable name ever for an AI revolutionary movement. Couldn’t the geniuses in marketing think of a better name? Regardless, the uptake on this clever little droid is unprecedented. In a few short weeks, 30% of office workers are using it to write proposals, develop apps, write software, and write their kid’s term paper. It’s freaking out Meta and Google, and it’s always fun to watch industry titans lose their balance.  So, how will this change you and your workplace?

It turns out not that much. Although the speed of generating code and content will accelerate, you will not get paid more. And if you are feeling overworked now, you will feel even more so after the AI revolution. News Alert: Better technology will not make you love your job more. Have you heard a saying that in a workplace, “It’s the same circus, only the clowns change”?

The strategy for leaders right now is to get their culture right: Establish clear goals, foster an environment of collaboration, recognize the challenges that your employees face day-to-day, and encourage a culture of caring and learning where people can take risks without getting dinged.

Ironically, the one company that may stand to benefit from ChatGPT is Microsoft. CEO Satya Nadella has gained the trust of ChatGPT’s founder Sam Altman. And they’ve invested $10 billion in the company. If you follow Nadella’s work, his operating model is something called MODEL-COACH-CARE. At the center is Nadella’s desire to encourage a “coaching culture”, using empathy as a tool to drive innovation. I’m betting on culture, not an AI bot.

If Peter Drucker were around, he might say… “Culture eats ChatGPT for lunch.”

AI: Proceed. With. Caution.

Warren

Despite only launching a couple of months ago, ChatGPT has already been used by almost 30% of professionals to assist in their jobs. Marketers and advertisers have used the program the most at work (37%), followed closely by tech workers (35%) – some of the most commonly reported uses of ChatGPT are to create cover letters, write SEO descriptions, and draft punchier reports. (Fishbowl)

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Nearly 70% of professionals who have used AI tools for work are doing so without their boss’ knowledge. While there are still some legitimate concerns surrounding these technologies, encouraging employees to be open about the use of AI is crucial for advising on proper usage and most effectively leveraging the potential of these tools. (Fishbowl)

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Working from home saved workers a daily average of 72 minutes in commute time in 2021 and 2022, with 40% of workers putting that saved time right back into working more (more than the share of workers who put their time towards leisure activities or caregiving). The data here is clear – the time savings of remote work are returned to both employees and employers. (National Bureau of Economic Research)

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The latest workplace trend, “resenteeism,” refers to employees who are present at work but are not fully engaged or productive due to anger, frustration, or dissatisfaction. Identifying and reengaging a resentful worker is crucial because (more so than previous trends like "quiet quitting”), these employees can quickly and negatively impact a workplace’s morale and create a toxic work environment. (Fortune)

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The results of an international 32-hour work week experiment are in, and, of the organizations who filled out a final report, none are leaning against or not planning on continuing their 4 day week. The results of the trial were overwhelmingly positive: Companies reported increased revenue and improved employee health and well-being, and virtually every employee (97%) expressed a desire to continue the program. (4 Day Week Global)

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Amid waves of layoffs in the tech industry, many remote workers are now struggling with job loss coupled with a lack of social support and connection. While downsizing is never easy, the process can be particularly difficult and chaotic for those working from home, and employers should be cognizant of the unique impact of layoffs on these employees. (The New York Times)

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After a man was fired from a Paris consultancy firm for refusing to participate in after-work drinks and team-building activities, a French court has ruled that companies cannot fire workers for failing to be “fun.” While building a friendly and engaging company culture is important, employers should also keep work-life boundaries in mind – what the French are now calling, “the right not to be fun at work.” (The New Yorker)

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Proper home office equipment and tech is crucial for remote workers, as issues with work environment and tools can lead to increased stress, fatigue, and decreased productivity. Not only are workers who have access to necessary equipment and technology more productive, but investing in WFH offices was also correlated with increased job satisfaction, reduced turnover, and improved employee morale. (Logitech)

Dear Friends,

The holidays were a blur. I lose track of the days between Christmas and New Year’s when the sun is low and sparing with its light. But by MLK, we snap back into the groove. Back to work. Work: We hate it, and we love it. It confounds us, and it defines us. We spend more time working during the day than anything else. And now we are learning that the function of work is not just to make money, but to connect us in social interaction. America’s addiction to social media and Netflix leaves less time socializing with friends and neighbors.  Civic attachment has evaporated, and we attend church less often. “Work” has become our proxy social anchor point.

The workplace is an important generator of social capital and has spillover effects for personal, family, and community life, according to the American Perspective Survey. This is our first feature article in the NewsWire. Gallup introduced the controversial notion that people are more engaged at work when they have a best friend at work. We are social creatures. We were born to connect.

Yet too few companies create a psychologically safe culture that encourages deeper social interaction. There are exceptions. This month we launch a new program with the Fairfax County Health Department around building social capital to promote employee resilience and wellbeing. If organizations on the front lines of a global health crisis can do it, so can you. The key is to be intentional about improving your social capital by strengthening intrapersonal relationships. I like to call it, “going deep, fast”.

Go deep or go home.

Get. To. Work.

Warren

As social and civic life continues to dwindle, the workplace has emerged as a crucial interpersonal outlet for millions of Americans, with more than half saying that they have met a close friend through their own or their spouse’s work. Acknowledging this expanded role of the workplace in both the professional and personal lives of Americans is key to fostering employee well-being, an engaged workforce, and a healthy corporate culture. (The Survey Center on American Life)

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While most types of unethical workplace behavior declined (or saw vanishingly small increases) during the pandemic, reports of bullying jumped a startling 13 points. Remote work could be a driving factor here – harmonious coworker relationships can be more difficult to cultivate remotely, and employees may feel isolated or ostracized in a situation where leadership does not consciously foster an inclusive environment. (Ethisphere)

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Gen Z is the age group least likely to report misbehavior in the workplace, with nearly 40% saying that they did not report observed misconduct (compared to 31.8% of Millennials and 27.6% of both Xers and Boomers).This reluctance to report misbehavior is not due to apathy or carelessness, but rather because these younger workers unfortunately have the least confidence in their employer’s anti-retaliation policies. (Ethisphere)

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Ever since computers became a fixture of the white collar workplace, younger employees have been seen as the most tech savvy – first Xers, then Millennials – but this pattern may no longer hold true for Gen Z. While the newest hires are more accustomed to digital environments and social media platforms, they lack the experience with basic computing tasks and tools that previous generations grew up with. (WorkLife)

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In 2022, fully 44% of workers ages 18-34 reported having spent more than three years with their current employer. With the exception of a temporary increase during the Great Recession, this number has changed very little since 1983 – over the last four decades, an average 43% of younger workers reported the same three-plus year job tenure. (Pew Research)

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While critics of corporate monitoring software (accurately) claim that these systems damage employee morale and initiative, the accuracy of “bossware” is also increasingly being called into question. The software can track mouse jiggles or take snapshots from time to time, however when it comes to measuring productivity, there is simply no way for a program to take into account valuable, non-digital work. (Fast Company)

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“The Phone Lady” consultancy has found a market for helping younger workers overcome their “phone phobia,” charging nearly $500 an hour for the service. Older generations may find the premise baffling, but founder Mary Jane Copps claims that she is meeting a very real need: “[Younger generations] have never had the skills given to them…[they] were never taught anything about talking on the phone, and people have removed phones from their homes." (Business Insider)

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Crissie Hoskins, a creative executive with a decade-long tenure, makes a compelling case for paid, corporate sabbaticals after recently testing out her company’s newest perk. Calls for improved work-life balance amidst a tight labor market have led many employers to implement policies aimed at protecting workers from burnout and improving retention, particularly among valuable long-term employees. (Business Insider)

Dear Friends,

Buying Twitter was a huge lapse in judgment. Musk is a savant that forges new markets (bravo on Tesla), but his big Asperger brain is no match for the nuances of public discourse in an overheated political environment. He won’t be able to engineer his way out of this one.

You all know that I look at things from a generational lens and this is clearly a case of a scorched-earth CEO GenXer trying to bully his way in a “be nice” Millennial tech world. As the rest of the work world is migrating to emotional safety and safe spaces, Musk motto is "the beatings will stop when morale improves". So, check out our first piece from the Guardian on Musk’s mismatch.

Equally compelling is our next piece from Vox that tells us layoffs are historically low. Employers are realizing it is just too expensive to hire new people so they are getting into the retention game.

And finally, in Millennials news, there is an Adderall shortage—something you would know if you were taking Adderall and paying attention.

R.I.P. Twitter,

Warren

Elon Musk’s recent Twitter takeover and troubling behavior towards employees has captured the attention of the business world. One organizational development professional may have said it best in a recent op-ed: “Good leaders don’t have to email employees to tell them that they are expected to work hard. Great employees will work hard and be loyal when a healthy environment exists, where they are self-motivated and feel safe.” (The Guardian)

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Despite a looming recession, layoffs were near historic lows in October, with employers choosing to instead cut office perks, cancel software subscriptions, implement hiring freezes – and even do away with offices altogether. Post-pandemic, many organizations are realizing that it’s easier to do pretty much anything (including going fully remote) than it is to spend years hiring and training replacements for workers that are let go. (Vox)

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Kastle Systems Inc., the building security company who created the “back-to-work barometer” early in the pandemic, reported a post-Labor Day spike in office occupancy, with the national average reaching a post-COVID high of 47.5%. Since then however, the numbers have dipped once again, leaving researchers and executives to wonder when office occupancy rates will stabilize and finally reveal “the new normal.” (Bloomberg)

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Workers’ financial stress is costing their companies too, as these employees are more likely to skip work, lose motivation, have interpersonal issues, or even quit their jobs. Nearly three-quarters of employees admit to devoting part of their workdays to thinking about or handling money problems, and 46% of those surveyed even acknowledge that it has taken a toll on the quality of their work. (Financial Post)

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Hybrid arrangements and autonomous, flexible work options are popular among employees, but many middle managers are struggling to lead their teams through the transition. This year, these executives reported 40% more work-related stress and anxiety and 15% less job satisfaction than last year, with those at large organizations showing the lowest scores. (The BBC)

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A nationwide Adderall shortage has become a growing concern in the workplace, as the drug is used not only by individuals with ADHD, but also by those who simply want help managing stress, increasing concentration and focus, and improving their productivity at work. Millennials, who saw the most dramatic spike in both ADHD diagnoses and Adderall prescriptions during the pandemic, have been hit particularly hard. (WorkLife)

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Nearly 1/5 of people who have been infected with COVID currently have some form of Long COVID, a dramatic statistic that could shed light on the large number of Americans now reporting a disabling health condition. While conditions related to Long COVID (such as brain fog) may reduce productivity temporarily, managers should keep in mind the many accommodations to help these employees remain engaged at work. (Federal Reserve Bank of New York)

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AMC has recently partnered with Zoom to turn certain movie theater locations into large video conferencing spaces, complete with food and drinks, a professional concierge, and space for 75 to 150 people. Both partners believe that this offering will better allow decentralized workforces to bring people from different markets together, in another sign of how common hybrid and remote work options have become. (The Verge)

Dear Friends,

I hate election day. I hate it so much. I’ve made a concerted effort to stay clear of election “news” over the past two weeks. And I’m happy to say that this strategy has lowered my stress level and improved my mental health. I’d highly recommend it. Stress and mental health in the workplace have been surprisingly big topics since the pandemic, and a new study by the American Psychological Center says that an astounding 81% of employees are looking for employers that will support their mental health. When I was rubbing my temples in my cubicle in the early 90’s, the idea that my employer would pay attention to my mental health was creepy. I didn’t want my employer near my brain. Eww. Times have changed, and mental health services have implications for employers in maintaining engagement, productivity and recruitment.

So what is causing all this stress? Aside from the world ending, there is one area that is getting attention: Workers’ frustration with the number of apps they must deal with. The average company has 89 different apps, up from 58 in 2015. Think about it—you are collaborating on a Word doc on Google drive using the barnacle app  PollEverywhere that eventually gets stored on DropBox. But your co-worker/collaborator uses Windows 365. So, you have to use that too. You keep getting annoying Slack chat dings while you need to fill out your expense report on Salesforce and plan your next month on Monday.com. No wonder employees are burned out. But don’t stop there — another driver of employee burnout is the vast number of meeting, where workers are spending one-third of their day. Meetings are kicking their butts. Read about it all below. Fascinating.

Doing consulting on workplace issues does not get boring.

Get. Well. Soon.

Warren

Workers are switching between more apps and software than ever, and the sheer number of programs is pushing some employees towards burnout. Companies deployed 89 different apps on average last year, up from 58 in 2015 (at large employers, that figure is as high as 187), and reports show that many exiting workers are explicitly citing frustrations with technology as a reason for quitting. (Bloomberg)

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A new remote work phenomenon has taken hold: “Productivity paranoia,” where leaders fear that productivity is falling due to employees not working when WFH (even though most activity metrics have increased amidst remote work). Managers need to pivot from worrying about whether employees are working enough, to helping them prioritize their workloads and focus on the tasks that are most important. (The Wall Street Journal)

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The gap in starting salaries between bachelor’s and master’s degree holders has shrunk to the smallest on record, with master’s degrees now conferring a 22.5% premium, down from 31.9% in 2016. The growth in alternative post-secondary certifications, coupled with a tight labor market in which many companies have reduced their education requirements, have gradually eroded demand for master’s degree holders. (Bloomberg)

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Studies show that professionals spend over one-third of their working hours in meetings and, despite employees saying they cause burnout, there are no signs that this figure is on the decline. Rethinking what percentage of the work day is dedicated to meetings is long overdue, particularly with many meetings taking place over video call. (Otter.ai)

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Among both job seekers and employers, the demand for fully remote roles seems to have declined precipitously from August into September. Whether this is the start of a seasonal trend (an annual end-of-summer transition back into the office), or a reversal of a long-term shift towards remote work remains to be seen; in either case, managers and executives should continue offering flexibility and options when it comes to talent attraction and retention. (Flexa Careers)

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Fully 81% of workers report that they will be looking for workplaces that support mental health in the future, a key insight for employers considering whether or not to implement new wellness initiatives. Supporting employees’ health, wellness, and work-life balance isn’t only crucial for maintaining engagement and productivity, these benefits can also make-or-break hiring and recruitment campaigns, particularly during a historically tight labor market. (American Psychological Association)

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Working in a second language seems to be becoming increasingly common as companies take advantage of remote work to hire more international talent. Managers looking to cultivate an international or multilingual workforce should understand the challenges that come with it, and work to both help bridge language gaps and ensure proper support for employees working in a non-native language. (Worklife)

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College students expect to make $103,880 in their first job, but the average starting salary is actually only $55,260, a disconnect that hiring managers must contend with when negotiating offers with recent graduates. Recent inflationary pressures may be behind this dramatic growth in salary expectations – in 2019, the gap between average and expected starting salary was only around $10,000. (Clever)

Dear Friends,

Last week I interviewed a few of my clients on the topic of hybrid work. I wanted to know, “how’s it going?” The answer depended entirely on the level of flexibility that a company gives their employees. For employers that give managers complete autonomy to figure out the right mix of in-office and out of office work, engagement levels are high, productivity has improved, and turnover rates have held steady or gone down. For those companies that have stricter rules on the number of “in-office” dates (a range from 2-days in-office to full-time), turnover is up, and engagement is down. The message is clear: the less restrictions, the happier the employees. Makes sense. But the big takeaway from my interviews was when employers give a reason for coming into the office, then it seems to work. In other words, are you making it worth their while? One of my clients pays for commuting and provides lunch. Another has organized team building activities. Another has such engaged employers, they actually want to go in the office!

We still have not figured all of this out. There’s more to learn, but there is always a fool-proof method to begin motivating your employees. As Walt Disney said about his customers, “find out what they want and give it to them.”

Autonomy. Beats. Autocracy.

Warren

Some companies are turning to hybrid or remote work as a way to cut costs and offset an upcoming recession, with 82% of CFOs reporting that they see these arrangements as a way to lower expenses. While hybrid or remote work (and reducing office space) are important ways businesses can control spending, managers must ensure that these changes are made sustainably, keeping an eye on employee engagement and productivity in addition to the bottom line. (Worklife)

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A new study estimates that employees who take a week off for COVID are 7% less likely to be working a year later, a phenomenon that has reduced the U.S. labor force by at least 500,000. Moreover, many of these workers who were absent due to COVID later worked fewer hours (if they still remained in the workforce at all), and had an 18% decrease in earnings. (National Bureau of Economic Research)

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At the start of 2022, Xers and Boomers drove faster growth in resignations than their Gen Z and Millennial coworkers. While quit rates often tend to be highest among younger, less senior workers, record job openings and more financial flexibility appear to have opened the door for more older employees to explore career changes. (Visier)

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Nearly 2 in 5 American college graduates regret their major, and for those with degrees in the humanities and arts, the share rises to just under 50%. As fewer and fewer students are graduating from liberal arts, managers should take note: Their accomplished new STEM hires may be in need of more support to refine their communications and soft skills. (The Washington Post)

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Creating benefits plans that appeal to a wide variety of employees is a key way that companies can cater to a generationally diverse workforce. The top concerns for younger employees might include wellness programs, family leave and fertility benefits, and student loan aid, while older employees prioritize affordable health benefits, tax-advantaged savings plans, and job sharing programs. (World Economic Forum)

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The share of US adults who said they took at least a week-long vacation in the prior year has risen by 13 percentage points since 2021, but the majority of workers are actually still working during their time off. Fully 60% of executives plan to check in with the office during vacation more than they did last year, 47% said they were reluctant to unplug due to staff shortages, and 15% said they were nervous about layoffs. (The Wall Street Journal)

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Some workplace experts are concerned that remote managers who have entered leadership roles since the pandemic may be missing critical soft skills and office fundamentals that can only be acquired in person. While it’s true that there are some skill sets that only experience can hone, organizations that properly support remote workers should have no issue training both employees and managers alike. (WorkLife)

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Despite coming under fire in recent years, unpaid internships still make up nearly half of all internship opportunities. State governments, nonprofit organizations, and professional programs in fields like social work, teaching, and journalism are particularly likely to require unpaid work, which can price lower income students out of these careers. (The Associated Press)

Dear Friends,

Quiet Quitting has reached platinum level meme status, so what do you really need to know? First, this is a new name for an old problem. The difference is that Gen Z has a way of expressing it more explicitly with higher impact through TikTok and the social media industrial complex. They are uncovering something that has always been there. Many of your employees (54% according to Gallup), have checked out a long time ago—not because it is 2022 and not because they are Gen Z. They have checked out because they are not finding purpose in their work. They’re burned out. They’re on a treadmill. Life is harder now.

So how can leaders stop this miserable death march that is work? First, make sure that you have a way to actually measure your employees’ levels of attachment to work. You can’t manage what you don’t measure. There are good tools out there (and real scammy bad ones too) so do your research and get a measurement system. Shameless plug—we nailed this and have a great process for that, so call us if you want to know more. Second, prioritize and formalize Active Listening techniques in your company. Active listening is about listening with empathy and going a bit deeper. It is a next level conversation. Third, learn the Model-Coach-Care system pioneered by Satya Nadella at Microsoft. This program emphasizes key emotional intelligence skills managers need to coach their teams. The goal here is to re-energize the great potential of your employees. You are never going to lead them if you view them through their faults. Leadership is a process around aligning employees’ emotions around a common purpose. Make it personal, bring the purpose back, and stop the quitting.

Never. Never. Quit.

Warren 

“Quiet quitting” – a newly-coined term referring to pushback on hustle culture – continues to make headlines, but the trend is nothing new. The signs of quiet quitting are identical to those of employees who are “not engaged”; concerned managers should keep an eye out for detachment and burnout, particularly among their younger employees. (The Wall Street Journal)

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According to a recently released study, companies that are underperforming are more likely to experience a decrease in racial and gender diversity rates on their boards. While these boards will deliberately seek out new expertise and new perspectives in the belief that it might rescue the organization, they also become less inclusive as executives unconsciously seek directors that have similar backgrounds. (Department of Management and Entrepreneurship, Imperial College London)

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Having a best friend at work has become even more important to employee well-being since the start of the pandemic, but unfortunately, managers are facing significant challenges in supporting these connections. Currently, just 20% of employees report having a best friend at work – leaders hoping to promote friendships at work should start by modeling positive interactions and encouraging opportunities for casual communication. (Gallup)

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The number of young Americans with apprenticeships has nearly doubled over the past decade, with these types of programs now being offered not just in the trades, but in health care, finance, and tech. Since the pandemic, the hot job market for youth without degrees has made the non-four-year-college career route seem more attractive (and these same drivers are pushing up college enrollment in two-year skilled trades programs as well). (Bloomberg)

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More white-collar companies are implementing digital surveillance tools that assign workers “productivity scores,” using them to track activity and idle time around the clock. Managers beware: Any productivity gains from implementing these types of measures are likely temporary, but the resentment and distrust they’ll lead to among employees won’t be. (The New York Times)

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While they might have a reputation for job-hopping and corporate risk-taking, Gen Z employees are actually gravitating towards larger, more established companies over smaller startups. Having come-of-age and entered the workforce at a time of unprecedented upheaval, Gen Z value stability and security in their careers and are even more risk-averse than cautious Millennials. (Glassdoor)

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Another casualty of the pandemic seems to have been the “power lunch,” as high-end destinations popular with the office crowd lose ground to remote work and fast-casual chains. With people’s availability and location changing day-by-day, it’s more difficult to schedule in-person lunches, and many meetings are now being conducted over Zoom instead. (The New York Times)

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Gallup’s retirement tracker shows the impact the pandemic had on the expected age of retirement, with the average age falling by two years in 2021. This drop isn't likely to last though, as it runs contrary to the longer term trend over the past three decades in which the average retirement age has risen from 57 to 61, and nonretirees’ target retirement age has risen from 60 to 66. (Gallup)