Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT -
Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 in mid sized orgs at least, I'm seeing hybrid as a selling point for hiring, and senior execs, me included, enjoying the flexibility and focus that hybrid brings. But then I trust people and believe it's my job to measure and build success, outcomes, rather than output. Many orgs don't know the difference, and can afford to throw enough mud at the wall that something will stick, therefore output is what matters (e.g. Amazon)
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@ChrisMayLA6 in mid sized orgs at least, I'm seeing hybrid as a selling point for hiring, and senior execs, me included, enjoying the flexibility and focus that hybrid brings. But then I trust people and believe it's my job to measure and build success, outcomes, rather than output. Many orgs don't know the difference, and can afford to throw enough mud at the wall that something will stick, therefore output is what matters (e.g. Amazon)
Agreed; it all comes down to trust - much of the rubbish UK management really doesn't trust their staff/workers... but that's partly because they work to an economic model that presents individuals as only driven by financial incentives (an asocial economics)
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 I don't thing the senior managers wanting return to office are that close to retirement
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@ChrisMayLA6 I don't thing the senior managers wanting return to office are that close to retirement
indeed, that may be true (sadly)
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Agreed; it all comes down to trust - much of the rubbish UK management really doesn't trust their staff/workers... but that's partly because they work to an economic model that presents individuals as only driven by financial incentives (an asocial economics)
@ChrisMayLA6 I'm in tech, where newer management styles can sometimes prevail, and I've seen poor trust come from EU companies too. But I agree, in the UK management lacks respect. For their peers, their leaders, their customers, their staff. Being organisationally successful is rarely important and only personal success matters. But that's common in the US too. Ironically ICs there are better team players imhe.
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 I have contemplated this, but I think that it is also related to how senior managers feel work gets done. In a senior manager role you 'get work done' by meeting with people, having impromptu conversations, being visible, pressing the flesh, building relationships, and crafting messaging based on what they know about the people you want to influence. Soft skills which feel better in person than via a video call.
It is no surprise to me that those who appear most keen to be back in the office are those in sales, customer relations, and leadership roles. While it is also no surprise that those in roles that demand extended periods of focus would prefer a quiet and comfortable distraction free environment.
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@ChrisMayLA6 I have contemplated this, but I think that it is also related to how senior managers feel work gets done. In a senior manager role you 'get work done' by meeting with people, having impromptu conversations, being visible, pressing the flesh, building relationships, and crafting messaging based on what they know about the people you want to influence. Soft skills which feel better in person than via a video call.
It is no surprise to me that those who appear most keen to be back in the office are those in sales, customer relations, and leadership roles. While it is also no surprise that those in roles that demand extended periods of focus would prefer a quiet and comfortable distraction free environment.
@ChrisMayLA6 I find it particularly amusing that if you work in anything but a small one-site org you end up coming into the office to spend all day on video calls.
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@ChrisMayLA6 I have contemplated this, but I think that it is also related to how senior managers feel work gets done. In a senior manager role you 'get work done' by meeting with people, having impromptu conversations, being visible, pressing the flesh, building relationships, and crafting messaging based on what they know about the people you want to influence. Soft skills which feel better in person than via a video call.
It is no surprise to me that those who appear most keen to be back in the office are those in sales, customer relations, and leadership roles. While it is also no surprise that those in roles that demand extended periods of focus would prefer a quiet and comfortable distraction free environment.
Yes, that makes perfect sense... and boosted
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 I'll raise different communication styles as well (still generational)
Older managers think you can only interact in person. Younger generations are growing up online and those forms of communication are natural. -
@ChrisMayLA6 I find it particularly amusing that if you work in anything but a small one-site org you end up coming into the office to spend all day on video calls.
@dan @ChrisMayLA6 story of my life. I mostly go in the office to have lunch with colleagues, and occasionally to meet with the boss.
I have met in person very few of the people I work with weekly, and probably never will. -
@ChrisMayLA6 I have contemplated this, but I think that it is also related to how senior managers feel work gets done. In a senior manager role you 'get work done' by meeting with people, having impromptu conversations, being visible, pressing the flesh, building relationships, and crafting messaging based on what they know about the people you want to influence. Soft skills which feel better in person than via a video call.
It is no surprise to me that those who appear most keen to be back in the office are those in sales, customer relations, and leadership roles. While it is also no surprise that those in roles that demand extended periods of focus would prefer a quiet and comfortable distraction free environment.
@ChrisMayLA6 @dan we at the university have always had the opportunity to work at home. After the corona years presence did not really come back unless for lectures and staff meetings. And everyone complains about never seeing one another.
Now we ask them to be in for appr 50% of their time and explain why. Because of their own complaints... and indeed, because a lot of our admin work is done in small conversations.
And yes, work that requires concentration can be done at home.
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 I think it’s mainly from the financial sector because they have lots of empty offices. This threatens their earnings model so they need to pressurise people to get back into the office. So bankers and investors pressurise the board and the board pressurise the management and the management pressurise the minions.
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@ChrisMayLA6 @dan we at the university have always had the opportunity to work at home. After the corona years presence did not really come back unless for lectures and staff meetings. And everyone complains about never seeing one another.
Now we ask them to be in for appr 50% of their time and explain why. Because of their own complaints... and indeed, because a lot of our admin work is done in small conversations.
And yes, work that requires concentration can be done at home.
Yes, I often point out that the university sector has used (and miss-used) hybrid work for a long time & there is much to gain from examining that experience
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@ChrisMayLA6 I think it’s mainly from the financial sector because they have lots of empty offices. This threatens their earnings model so they need to pressurise people to get back into the office. So bankers and investors pressurise the board and the board pressurise the management and the management pressurise the minions.
Yes, that was also a feature of the FT article that prompted the post
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 amongst friends I see jealousy in people who cannot for practical reasons work from home. It’s a real shame that when companies talk about recruiting talent they actually mean recruiting selfish individuals “willing to go the extra mile”. Just another wedge to drive between us and our health.
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Q. how much of the pressure from senior managers to bring workers back to the office more often (if not for the entire working week) is generational?
Are senior managers jealous of the 'freedoms' gained by younger staff working from home, never extended to them on their way up (when they were 'shackled' to a desk)?
If so, we may see the pressure on workers to be in the office ease as mangers retire?
#WorkingFromHome #workers
h/t FT@ChrisMayLA6 In my opinion managers only want you in the office for 2 reasons. 1. To micro manage you (zero trust). 2. To “network” with management (paying tribute to their greatness).
At a company level it feels like there is a big political pressure to get people back commuting into cities etc to make them pay £££. All this saving time and money commuting and spending wages more locally is hurting the rich folks. Can’t have that. -
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