Index

  • Page numbers followed by f refer to figures.
  •  
  • Accepting mistakes, 139, 160
  • Accomplishment, sense of:
    • focusing on, 148
    • measuring, 161
  • Accountability:
  • Activity-based measures, 151–152, 154–156, 159
  • Alignment of purpose and principles, 37–45. See also Stand for Something (Step 1)
    • checking assumptions for, 40–42
    • dedicating resources for, 42–43
    • involving workers early for, 43–44
    • leader-driven change for, 39–40
    • leading with transparency for, 44
    • “more to learn” mindset for, 44–45
    • starting with right orientation for, 38
  • Allison, Rachael, 84, 86, 88–90, 98
  • Amazon, 68–69
  • Ambiguity of measures, 160
  • Apple, 67–68, 139, 145
  • Applying Design Thinking to Flexible Work Challenges, 181–183, 181f
  • The Art of Gathering (Parker), 57, 59, 112
  • Asking rather than telling, 98
  • Assumptions:
    • about availability for meetings, 59–60
    • about connection, 114, 115
    • and creating leadership alignment around flexible work, 40–42
  • Atkins, Amanda, 134
  • Atlassian, 52, 155, 166
  • Autonomy, team-level, 36
  • Awareness. See also Self-awareness
    • of people affected by leaders' decisions, 129
    • of personalities on teams, 121
  •  
  • Base Camp program (Slack), 129–130, 132f, 145–146
  • Battle for talent, 4
    • and business purpose for flexible work, 33
    • flexible work for winning, 17–18
    • and management training, 131
  • BCG, see Boston Consulting Group
  • Behavior:
  • Belonging:
  • Benefits of flexible work, 22
  • Bergh, Chip, 102–103
  • Best practices, for Team-Level Agreements, 83–84
  • Bharadwaj, Anu, 52, 166
  • Bias, status quo, 22
  • Blackwell, Angela Glover, 140
  • “Blameless retrospectives,” 158
  • Bloom, Nicholas, 51
  • The Boom Loop, 156–158, 156f. See also Focus on Outcomes (Step 7)
  • Boston Consulting Group (BCG), 161
    • BCG's Team Success Survey, 200
    • PTO program at, 148–151, 150f
  • Bottom line, impact of flexible work on, 21, 33
  • Boundaries:
    • to avoid burnout, 141–144
    • in PTO program, 149
  • Brainstorming:
    • challenging role of, 60–61
    • as waste of time, 19
  • Brainwriting, 60–61
  • Brevoort, Mike, 49, 61, 166
  • Building momentum for change, 90–91
  • Building the case, 99–101
    • engaging people in, 100–101
    • leading with why in, 99–100
  • Burnout, 62
    • calling attention to potential for, 142
    • with “monitoring” mentality, 153
    • reskilling managers to avoid, 141–144
  • Business strategy, 30
  • Butterfield, Stewart:
    • and Base Camp program, 130
    • on changes during pandemic, 3
    • on continuing new work habits, 4
    • on executive speed limits, 52
    • on flexible work at Slack, 2
    • on getting teams together, 55
    • on reinventing Slack's way of working, 38
    • on resistance to change, 22
    • on Slack's founding, 1
    • on studying changes in “work,” 7
  •  
  • Calendars, sharing, 143
  • “Calendar bankruptcy,” 58–59
  • Career tracks, redesigning, 144–145
  • Caregivers, 63
  • Case for flexible work, building, 99–101
  • CEOs:
    • biggest challenge for, 17
    • importance of change participation by, 39
  • Challenging role of brainstorming, 60–61
  • Challenging your own thinking, 61–62
  • Champions:
    • finding, 91–93
    • for Team-Level Agreement creation, 83
  • Change:
    • building momentum for, 90–91, 104
    • engagement for driving, 100–101
    • fear of, 87–88
    • leader-driven, 39–40
    • tools for driving, 163
  • Change advocates, finding, 91–93
  • Change Monster (Duck), 97
  • Checking-in, on TLAs, 81
  • Chestnut, Ben, 9
  • Choudhury, Prithwiraj, 20
  • Clarity:
    • creating, 132f, 137–139
    • inspiring, 186, 186f, 188
    • as kindness, 129
    • of outcomes-based measures, 157, 160
    • on roles and responsibilities, 157
    • for team members, 131
    • undermined by burnout, 141
  • Clayman Institute for Gender Research, Stanford, 138
  • Coaches:
  • Co-creation, of Team-Level Agreements, 84–86
  • Collaboration:
    • building environment for, 82
    • core hours for, 12–13, 13f, 76–77
    • digital tools for, 116, 118
    • Dropbox Studios collaborative spaces, 14
    • shared documents for, 116
    • social commons spaces for, 55, 120
    • Team-Level Agreements for, 75–79
  • “Collaboration Overload,” 142
  • Collins, Melanie:
    • on culture shift, 13
    • on Dropbox core collaboration hours, 76
    • on Dropbox work environment, 11, 12
    • on key outcome measures, 162
  • Commit to How You'll Work (Step 3), 67–86
    • accountability in, 79–80
    • checking-in on TLAs in, 81
    • keeping level playing field in, 70, 73–74
    • meetings in, 75, 77–79
    • process for, 81–84
    • relationships in, 80–81
    • schedules in, 75–77
    • team leader guidance for, 84–86
    • Team-Level Agreements in, 70–72 (See also Team-level agreements [TLAs])
    • Team-Level Agreements Starter Template, 176–180
    • values in, 74–75
    • where to start with, 71, 73
  • Communication(s). See also Feedback
    • about flexible work purpose and principles, 38–40, 44
    • with both in-person and remote workers, 49–50
    • with digital headquarters, 116, 118
    • employee expectations for, 134
    • to model inclusive practices, 140–141
    • Nooyi's letters to employees' parents, 124
    • ongoing, 103–104
    • open, 161
    • open-minded listening to comments and concerns, 135
    • over-communicating by leaders, 124
    • for positive employee experience, 148–151, 150f
    • practicing hygiene in, 79
    • of progress and status of work, 158
    • to replace some meetings, 101–102
    • through executives' actions, 52–54
    • for transparency, 134
  • Competitive advantage:
    • with flexible work, 16–21
    • of having a clear purpose, 32–33
  • Connection:
  • Constraints, of individual teams, 71
  • Cook Tim, 67
  • Core collaboration hours:
    • at Dropbox, 12–13, 13f
    • instead of working hours, 76–77
    • norms around, 77, 142
    • purpose of, 142
  • COVID-19 pandemic:
    • changed nature of work during, 2–4, 6–8, 11
    • data about successful flexible work in, 89
    • Dropbox during, 11
    • flexible work during, 166, 167
    • increase in camaraderie during, 109, 109f
    • minimal disruption of work during, 116–117
    • MURAL's celebration during, 105–108
    • and nature of people management, 127–128, 128f
    • RBS's shift during, 29–31
    • unsuccessful flexible work models during, 22
  • Create a Culture of Connection from Anywhere (Step 5), 105–125
    • acknowledging challenge of, 113–114
    • by considering what people actually want, 114–116
    • Creating Meetings that Matter tool, 184–185
    • by giving teams freedom to decide, 120–123
    • and importance of connection and belonging, 108–112
    • by making digital your new headquarters, 116–118
    • by rethinking role of shared space, 119–120
    • by setting the tone from the top, 123–125
    • by supporting teams with options and tools, 122–123
    • and what builds connection, 112–113
  • Creating Meetings that Matter, 184–185
  • Creativity:
    • and allowance for mistakes, 139
    • concern about stifling, 60
    • with flexible work, 19
    • in learning cultures, 133
    • and locations of work, 109–110, 110f
    • and psychological safety, 110
  • Culture:
  • Culture guardrails, 58–62
    • challenging role of brainstorming, 60–61
    • challenging your own thinking, 61–62
    • moving beyond meeting-driven culture, 58–60
  • Culture shift:
    • difficulty of creating, 93
    • at Dropbox, 13–14
  • Curb-Cut Effect, 140
  • Customer engagement, with flexible work, 20
  •  
  • Dedicating resources, to create leadership alignment around flexible work, 42–43
  • Defay, Erin, 166
  • Defining, in Design Thinking Process, 93
  • Dell Technologies, 103, 166
  • De Pree, Max, 125
  • Design Thinking, 93–96, 94f, 181–183, 181f
  • Development:
    • expert career development track, 145
    • in 4Ds, 137
    • measuring, 161
  • Digital-First model, 23–25, 55, 99–102, 115, 166–167
  • Digital headquarters, 116–118
  • Digital tools, 116–118, 117f, 131
  • Disengagement at work, 18
  • Distributed work model, 15
  • Diversity:
    • enabled by flexibility, 20–21
    • of flexible work task force, 93
    • for outperformance, 63
    • in preferences for flexible work, 48–49, 48f
    • of RBC businesses, flexible work and, 30
  • Doherty, Kelly Ann, 70
  • Do Nothing (Headlee), 5
  • The Doom Loop, 154f. See also Focus on Outcomes (Step 7)
    • and monitoring tactics, 153
    • moving to Boom Loop from, 156–158
  • Doshi, Neel, 137
  • Dropbox:
    • core collaboration hours at, 76
    • flexibility within a framework for, 25
    • flexible work at, 11–14, 25
    • job applications to, 17
    • key outcome measures at, 162
    • “3D” model for meeting planning at, 59, 78
  • Dropbox Studios, 14
  • Drucker, Peter, 123
  • Duck, Jeanie Daniel, 97, 100
  •  
  • Edmondson, Amy, 132–133, 139
  • Emotional time off (E.T.O.), 143
  • Empathy:
    • building trust through leading with, 134–136
    • in Design Thinking Process, 93
    • of leaders, 129
  • Employee development, 137
  • Employee engagement:
    • benefits of, 161–162
    • flexible work for, 18–19
    • as key outcome, 148, 160
    • and management quality, 131
    • refocusing on outcomes to drive, 163
  • Employee experience, as outcome measure, 148–151
  • Employee Resource Groups (ERGs), 118
  • Empowering teams, 69. See also Commit to How You'll Work (Step 3)
  • Engagement:
  • “Enterprise principles” of RBC, 30–31
  • Equitable access to opportunity, 36, 141
  • Equity in processes and policies, 36, 132f, 139–144. See also Level the Playing Field (Step 2)
    • for culture of inclusion, 140–141
    • enabling boundaries to avoid burnout, 141–144
    • for feedback and performance reviews, 138
    • guardrails to create (see Guardrails)
    • “jump balls” to build motivation, 141
  • ERGs (Employee Resource Groups), 118
  • E.T.O. (emotional time off), 143
  • Eun, Eunice, 58
  • Example, leading by, 52, 123, 133, 143
  • Exclusion, culture of, 140
  • Executives. See also CEOs; Leadership
    • bridging disconnect between employees and, 69 (See also Team-Level Agreements [TLAs])
    • communication through actions of, 52–54
    • disconnect between employees and, 43–44
    • job satisfaction of, 127
    • and new roles for facilitating connection, 123
    • perceptions of transparency of, 44, 133
    • support for more effective gatherings from, 58
  • Experiment, Experiment, Experiment (Step 4), 87–104
    • Applying Design Thinking to Flexible Work Challenges tool, 181–183, 181f
    • building case in, 99–101
    • building momentum for change, 90–91
    • enlisting managers in, 96–98
    • finding champions and change advocates, 91–93
    • and meeting hygiene, 101–103
    • prototyping the path, 93–96
  •  
  • Fair Labor Standards Act, 6
  • Faux flexibility, 50, 68, 123
  • Fayol, Henri, 131
  • Fear of making changes, 87–88
  • Feedback:
    • about meetings at Slack, 102
    • managers' acceptance of, 138
    • providing clarity through, 132f, 137–138
    • on Team-Level Agreements, 83–84
  • Five Functions of Management, 131
  • Flexibility:
    • faux, 50, 68, 123
    • within a framework, 24–25, 70
    • as tenet of the future, 123
  • Flexible work, 11–25. See also Location flexibility; Schedule flexibility
    • benefits of, 14, 16–22
    • to build better results, 19–21
    • competitive advantage of, 16–21
    • during COVID-19 pandemic, 2–4
    • definition of, 14–15
    • demographic differences in preferences for, 48, 48f
    • Digital-First approach to, 23–25
    • at Dropbox, 11–14, 25
    • to engage employees, 18–19
    • framework for, 24–25, 70
    • as the future, 165
    • Future Forum's research on, 8–9
    • as life-changing, 165–168
    • at RBC, 29–32
    • at Slack, 1–5
    • steps in, 9–10, 25 (See also individual steps)
    • unsuccessful models of, 22–23
    • what gets in the way of, 22–25
    • what people actually want in, 114–116, 115f
    • to win battle for talent, 17–18
  • Flexible work principles, 34–37
  • Flexible work purpose, 32–34
    • agreement on flexible work principles and (see Stand for Something [Step 1])
    • guardrails to ensure fulfillment of, 50–51
    • principles supporting, 34–37
    • starting conversations on, 38
    • values in, 74–75
  • Focus on Outcomes (Step 7), 147–164
    • by abandoning “monitoring” mentality, 152–154
    • BCG's Team Success Survey, 200–201
    • to build company success, 161–164
    • by continually reassessing measures, 158–160
    • instead of focusing on activity, 154–156
    • Management Leadership for Tomorrow's 3-Question Prompt, 200
    • measuring outcomes on individual and team levels, 156–158
    • Measuring Outcomes tool, 198–199
    • and reasons to abandon old ways, 151–152
  • Ford, Henry, 5
  • Fortune 500 list, 161
  • Foster, Wade, 115
  • 4Ds, 78, 137
  • Framework for flexible work, 24–25, 70. See also Guardrails; Team-Level Agreements (TLAs)
  • Freedom to decide, in creating culture of connection, 120–123
  • Future Forum, 7–9, 25, 108
  •  
  • Gallup, 18
  • Gardner, Heidi, 152
  • Genentech, 72, 84, 86, 88–90
  • Gilbert, Tina Moore, 163
  • GitLab, 36, 115
  • Goals:
  • Google:
    • expert career development track at, 145
    • in-person work requirement at, 67, 68
    • “No Meeting Weeks” at, 59
    • Project Oxygen, 128–129
  • Gottschling, Helena:
    • on addressing assumptions, 40
    • on flexible work model, 17, 29–31
    • on learning as you go, 45
    • on multiple work preferences, 43–44
    • on one-size-fits-all solutions, 35
  • Grant, Adam, 133
  • Growth, inclusive culture for, 31
  • Guardrails. See also Level the Playing Field (Step 2)
  •  
  • Hadley, Constance, 58
  • Happy hours, sense of belonging and, 111–112
  • Headlee, Celeste, 5
  • Headquarters:
  • Henderson, Cal:
    • on flexible work, 2
    • and productivity metrics, 158–159
    • on quality of work during pandemic, 2
    • on Slack's changes in work strategy, 3–4
  • Hiring, metrics around, 162
  • Historically discriminated groups, 63
  • Hoteling, 120
  • Houston, Drew, 7, 11, 12
  • “Huddles,” 102
  • Humility, in experimenting with flexible work, 102–103
  • Hybrid work model, 12, 15
  •  
  • IBM:
    • empathy course of, 134
    • Work From Home Pledge of, 53, 54, 90, 91
  • Ideating, in Design Thinking Process, 94
  • Inc. 5000 list, 161
  • Inclusion:
    • culture of, 30, 140–141
    • with Digital-First, 23–24
    • engaging people through, 18–19
  • Individual level, measuring outcomes on, 158–160
  • Industrial age, 5–6
  • Innovation:
    • and clear purpose, 32–33
    • concern about stifling, 60
    • and diversity, 20
    • with flexible work, 19
    • in learning cultures, 133
  • In-person gatherings:
    • for all-remote companies, 115
    • with digital headquarters, 116
  • In-person work, conventional wisdom on, 3
  • Investment:
    • in reskilling managers, 145–146
    • in resources for shift, 42
    • strategic, 30
  • Involving workers. See also Employee engagement
    • to create leadership alignment around flexible work, 43–44
    • in experimenting, 100–101
  •  
  • Jackson, Harold, 63–64, 166
  • Jassy, Andy, 68–69
  • Jira, 159
  • “Jump balls,” 141
  •  
  • Labor movements, 5
  • LaMoreaux, Nickle, 54, 134
  • Layney, Tracy:
    • on after-pandemic flexible work, 103
    • on higher order management skills, 145
    • on talent, 17
    • on tenets of the future, 123
    • work arrangements of, 62–63
  • Leaders. See also CEOs; Executives; Managers
  • Leader-driven change, 39–40
  • Leadership:
    • in creating alignment, 37–45
    • with empathy, 134–136
    • with empathy, building trust through, 134–136
    • by example, 52, 123, 133, 143
    • leading with “why,” 99–101
    • principles of, 131–132, 132f
    • tone set by, 51–52, 123–125
    • transparent, 44
  • Leadership guardrails, 51–54
    • leading by example, 52
    • showing vulnerability, 53, 54
    • taking symbolic actions, 53
  • Learning:
  • Learning culture:
  • Leesman, 119
  • Level the Playing Field (Step 2), 47–65
    • culture guardrails to, 58–62
    • Do We Need a Meeting? tool, 174–175
    • guardrails as framework to, 50–51
    • importance of guardrails, 62–64
    • leadership guardrails to, 51–54
    • Simple Framework for Creating and Acting on Guardrails tool, 172–173
    • workplace guardrails to, 54–58
  • Levi Strauss & Co., 17, 59, 62
    • “Lead with Empathy and Learn Together” principle of, 136
    • transparency and humility at, 102–103
  • Liegl, Julie, 54
  • Location flexibility, 15, 16f, 17
    • and building connection, 112–113
    • and burnout, 141–142
    • and creativity, 109–110, 110f
    • with Digital-First, 24
    • for diversity, 21
    • limits on, 68
    • productivity with, 20
  • Lovich, Debbie, 148–150
  • Lowery, Brian, 21
  • Luna, Tania, 132
  • Lunchrooms, sense of connection and, 111, 112
  •  
  • McGregor, Lindsay, 137
  • McHone, Christine, 54
  • Management Leadership for Tomorrow (MLT), 163
  • Management practices, 6
  • Managers:
  • Measures:
  • Meetings:
    • back-to-back, 142
    • Creating Meetings that Matter, 184–185
    • examining need for, 101–103
    • in keeping a level playing field, 56
    • planning for, 122
    • resistance to changes in, 22
    • rethinking role of, 58–59
    • and sense of connection, 110–112
    • Team-Level Agreements on, 75, 77–79
    • weekly one-on-ones, 157
  • Men:
    • with children, flexible work for, 18, 48
    • performance reviews for, 138
    • preference for flexibility among, 48
  • MillerKnoll, 55, 119, 125
  • Mindset:
    • of Digital-First, 24
    • flexible work as, 14
    • Industrial-Era, 19
    • learning, 36, 139
    • of “monitoring,” 152–154
    • of “more to learn,” 44–45
  • Mistakes, accepting and owning, 139, 160
  • MLT (Management Leadership for Tomorrow), 163
  • Modeling:
    • of inclusive practices, 140–141
    • by managers, 123–124, 135, 136
    • of vulnerability, 135, 136
  • Momentum for change, building, 90–91, 104
  • “Monitoring” mentality, 152–154
  • “More to learn” mindset, 44–45
  • Mortenson, Mark, 152
  • Motivation:
    • building, to avoid burnout, 141–144
    • “jump balls,” 141
    • “total motivation,” 137
  • MURAL, 105–108, 117, 122
  • Murph, Darren, 115
  •  
  • Nature of work, during COVID-19 pandemic, 2–4
  • Needs:
    • for connection and belonging, 108
    • for psychological safety, 133
  • Neeley, Tsedal, 63, 142–143
  • 9-to-5 work, 1–2, 4–7
  • “No,” giving permission to say, 143, 144
  • Nooyi, Indra, 124
  • North Star, 35
  •  
  • Office spaces, redesigning, 119–120
  • Offsite team members, rethinking role of, 57–58
  • Onboarding, 157
  • Open communication:
    • for positive employee experience, 148–151, 150f
    • tracking, 161
  • Options, supporting teams with, 122–123
  • Organization-wide agreements, Team-Level Agreements vs., 70–71
  • Orientation, to create leadership alignment around flexible work, 38
  • Outcomes-based measures, see Focus on Outcomes (Step 7)
  • Owning mistakes, 139, 160
  •  
  • Parker, Priya, 57, 59, 112–114
  • People of color, flexible work for, 9
  • PepsiCo., 124
  • Performance reviews, 137, 138
  • Perlow, Leslie, 58, 148–149
  • Personalities on teams, awareness of, 121
  • Personal Operating Manual (POM), 135–136, 141
    • template for, 197
    • worksheet for, 190–196
  • Pichai, Sundar, 67
  • Policies:
    • around operational support, 122
    • building equity into, 132f, 139–144
    • faux-flexible, 50, 68, 123
  • PolicyLink, 140
  • POM, see Personal Operating Manual
  • Potential:
  • Power dynamics, 112
  • Predictability:
    • for positive employee experience, 148–151, 150f
    • tracking, 161
  • Presence management, 142–143
  • Price, Dominic, 155
  • Primed to Perform (McGregor and Doshi), 137
  • Principles. See also Flexible work principles
    • of leadership, 131–132, 132f
    • set at executive level, 50
  • Priority(-ies):
    • clarity about, 151
    • flexible work as, 24
    • interaction spaces as, 119
    • in performance-oriented cultures, 133
    • personal, 103
    • for positive employee experience, 148
    • team, 157
    • thinking through, 82
    • of workload items, 144
  • Process(es):
    • building equity into, 132f, 139–144
    • for creating alignment, 37–45
    • for creating Team-Level Agreements, 81–84
    • Design Thinking, 93–96
  • Productivity:
    • during COVID-19 pandemic, 2, 3, 7
    • defined, 3
    • with flexible work, 14, 19–20
    • measuring, 151–152, 154–155, 158–159
  • Profitability, diversity and, 20
  • Project Oxygen, 128–129
  • Promotions, metrics around, 162
  • Prototyping, 93–96
  • Proximity, importance of, 30, 31
  • Psychological safety:
    • and allowance for mistakes, 139
    • for creativity, 110
    • enhanced by clarity, 137
    • measuring, 161
    • need for, 133
    • reskilling managers to create, 132–136, 132f
  • PTO (predictability, teaming, and open communication) program, 148–151, 150f, 161
  • Pulse surveys, 162–163
  • Purpose, see Flexible work purpose
  •  
  • Quality of work:
    • during COVID-19 pandemic, 2, 3, 7
    • with flexible work, 20
    • measures of, 160
  • Questions:
    • about why we work as we do, 90
    • answering questions with, 41
  •  
  • Rafiq, Atif, 5
  • Rawlinson, Nadia, 38
  • RBC, see Royal Bank of Canada
  • Reallocating resources, 42–43
  • Recruiting talent:
    • diversity in, 21
    • flexible work's effect on, 4, 17
  • Redesign:
    • of career tracks, 144–145
    • of office spaces, 119–120
    • of work, principles supporting, 35
    • of the workplace, 54–55
  • Relationships, Team-Level Agreements for building, 80–81
  • Remote work model, 15
    • at GitLab, 115
    • lack of inclusion with, 19
  • Remote Work Revolution (Neeley), 63
  • Reskilling managers:
    • to avoid burnout, 141–144
    • to create clarity, 137–139
    • to create psychological safety, 132–136
    • investing in, 145–146
  • Resources:
    • Applying Design Thinking to Flexible Work Challenges, 181–183, 181f
    • BCG's Team Success Survey, 200–201
    • Creating Meetings that Matter, 184–185
    • dedicating, 42–43
    • Do We Need a Meeting? tool, 174–175, 175f
    • finding, 169
    • Management Leadership for Tomorrow's 3-Question Prompt, 200
    • Measuring Outcomes, 198–199
    • Personal Operating Manual (POM) template, 197
    • Personal Operating Manual (POM) worksheet, 190–196
    • Simple Framework for Creating and Acting on Guardrails, 172–173
    • Simple Framework for Creating Your Flexible Work Purpose and Principles, 170–172
    • Team-Level Agreements Starter Template, 176–180
    • Tips to Inspire Trust, Create Clarity, and Unlock Potential on Your Team, 186–189, 186f
  • Results, with flexible work, 19–21
  • Retaining talent:
    • diversity in, 21
    • flexible work's effect on, 4, 17–18
    • Management Leadership for Tomorrow's 3-Question Prompt, 200
    • metrics around, 162
    • tactics for, 163
  • Riedl, Christoph, 76
  • Roosevelt, Franklin D., 6
  • Royal Bank of Canada (RBC), 17, 29–31
    • addressing assumptions at, 40
    • flexible work at, 29–32
    • guidance on thinking differently at, 41–42
    • multiple perspectives on work preferences at, 43–44
    • principles of, 35
    • purpose of, 33
    • Team-Level Agreements at, 72
  •  
  • Saavedra, Jennifer, 103
  • Safety, psychological, see Psychological safety
  • Salesforce, 59, 129
  • Schedule flexibility, 15, 16f, 17
    • and burnout, 141–142
    • at Dell, 103
    • with Digital-First, 24
    • inequitable, 47–48
    • and number of meetings, 22
    • for personal balance, 62–63
    • preference for, 43
    • productivity with, 20
    • risks with, 69
    • Team-Level Agreements on, 75–77
  • Self-awareness:
    • about delivering feedback, 138
    • built in POM creation, 136
    • of leaders, 129
    • of team leaders, 122
  • Sense of accomplishment and value:
    • focusing on, 148
    • measuring, 161
  • Shared principles, 35
  • Shared space:
    • Dropbox Studios, 14
    • rethinking role of, 119–120
    • to socialize, 118
    • for Team-Level Agreement creation, 84
    • for teamwork, 55
  • Sharifan, Dawn:
    • on clarity, 137
    • on emotional time off, 143
    • on equity of policies and processes, 140
    • on feedback, 138
    • on isolation in management, 146
    • management philosophy of, 129–130, 136
  • Simple Framework for Creating and Acting on Guardrails, 172–173
  • Simple Framework for Creating Your Flexible Work Purpose and Principles, 170–172
  • Simpson, Alastair, 12, 14
  • Slack:
    • advisory groups with employees at, 43
    • Base Camp program of, 129–130, 132f, 145–146
    • coaches for managers at, 145
    • communications channels at, 49–50
    • conversations on change to flexible work at, 39–40
    • culture guardrails at, 58–60
    • customer engagement at, 20
    • defining flexible work principles at, 38
    • Digital-First at, 43, 99–102, 166–167
    • disassembly of C-Suite at, 124
    • diversity at, 21
    • executive speed limits at, 52
    • expert career development track at, 145
    • flexible work at, 1–2, 63–64
    • flexible work task force at, 91–96
    • founding of, 1
    • healthy boundaries at, 143
    • hoteling at, 120
    • job applications to, 17
    • onboarding at, 157
    • pre-approved activity options at, 123
    • public TLAs at, 84
    • purpose of, 33–34
    • reassessment of measures at, 158–160
    • research at, 7–8
    • resistance to meeting changes at, 22
    • Sharifan's leadership of, 129
    • shift in nature of work at, 3–4, 7–8
    • TLA starter template of, 73
    • workplace guardrails at, 55, 56
  • Social commons spaces, 55, 120
  • Social media, publicizing experiments on, 96
  • Soft skills, training leaders in, see Train Your Leaders to Make It Work (Step 6)
  • Stand for Something (Step 1), 29–45
    • principles of flexible work, 34–37
    • process for creating alignment, 37–45
    • purpose for flexible work, 32–34
    • Simple Framework tool, 170–172
  • State of the Global Workplace report (Gallup), 18
  • Status quo bias, 22
  • “Stay interviews,” 163
  • Steffen, Alex, 128
  • Steps in flexible work, 9, 25. See also individual steps
  • Strategic investment, 30
  • Stress, 62
  • Suarez-Battan, Mariano, 106–107, 122
  • Success:
  • Surveys, 162–163
  • Sustainability, focusing on, 148
  • Suzman, James, 7
  • Symbolic actions, of leaders, 53
  •  
  • Talent, 33. See also Battle for talent
  • Teams:
    • at Boston Consulting Group, 148
    • defining, 71
    • diverse, 20–21, 63
    • empowering, 69 (See also Commit to How You'll Work [Step 3])
    • freedom for, in creating culture of connection, 120–123
    • healthy interactions on, 160
    • leaders' connection with, 124
    • manager's role with, 131
    • options and tools supporting, 122–123
    • range of member working situations on, 73–74
    • relationships on, 80–81
    • role of offsites on, 57–58
  • Teaming:
    • for positive employee experience, 148–151, 150f
    • tracking, 161
  • Team leaders:
    • guidance for Team-Level Agreements, 84–86, 121–122
    • training for, 122
  • Team level, measuring outcomes on, 158–160
  • Team-Level Agreements (TLAs), 70–72
    • accountability in, 79–80
    • to bridge executive-employee disconnect, 69
    • for building relationships, 80–81
    • for collaboration, 75–79
    • creating, 71, 73
    • evolution over time in, 81
    • guidance for team leaders on creating, 84–86
    • organization-wide agreements vs., 70–71
    • starter template for, 73, 81–84, 176–180
    • on what works best for individual teams, 120–122
    • working environment values in, 74–75
    • working situations to include in, 73–74
  • Team-level autonomy, 36
  • Team operating manuals, see Team-Level Agreements (TLAs)
  • Teamwork, shared space for, 55
  • Telstra, 53
  • Templates:
    • Personal Operating Manual, 197
    • Team-Level Agreements, 73, 81–84, 176–180
  • Testing, in Design Thinking Process, 94
  • Thinking:
  • “3D” model for meeting planning, 59, 78
  • Tips to Inspire Trust, Create Clarity, and Unlock Potential on Your Team, 186–189, 186f
  • TLAs, see Team-Level Agreements
  • ToMo (“Total motivation”), 137
  • Tools. See also Resources; individual tools
    • to bring people together, 114
    • for collaboration, 142
    • digital, 116–118, 117f
    • to drive change, 163
    • for Dropbox employees, 14
    • for encouraging participation, 56
    • for measuring productivity, 158–159
    • supporting teams with, 122–123
  • Top-down work policies, 67–69, 72, 90–91
  • “Total motivation” (ToMo), 137
  • Train Your Leaders to Make It Work (Step 6), 127–146
    • creating clarity, 137–139
    • investing in reskilling managers, 145–146
    • Personal Operating Manual (POM) template, 197
    • Personal Operating Manual (POM) worksheet, 190–196
    • redefining role of managers, 130–132
    • redesign career tracks, 144–145
    • reskilling managers to create psychological safety, 132–136
    • Tips to Inspire Trust, Create Clarity, and Unlock Potential on Your Team, 186–189, 186f
    • unlock potential by building equity into processes and policies, 139–144
  • Transformation:
    • and clear purpose, 32–33
    • differing opinions in, 37
  • Transparency:
    • building trust through, 44–45, 131, 133–134
    • in experimenting with flexible work, 96–97, 102–103
    • as Genentech people strategy, 84
    • leading with, 44
  • Trust:
    • building culture of, 163–164
    • of employers, 130–131
    • enhanced by clarity, 137
    • inspiring, 132–136, 132f, 186–187, 186f
    • lack of, 62, 68
    • in outcomes-based measures, 157
    • through leading with empathy, 134–136
    • through transparency, 44–45, 131, 133–134
    • undermined by burnout, 141
    • undermined with “monitoring” mentality, 152–153
  •  
  • Uber, 142
  • US Patent and Trademark Office (USPTO), 20
  • Unlock potential, 186, 186f, 189
    • by building equity into processes and policies, 132f, 139–144
    • with outcomes-based measures, 157
    • reskilling managers to, 145–146
  • USPTO (US Patent and Trademark Office), 20
  •  
  • Value, measuring sense of, 161
  • Values:
    • linking conversations to, 140–141
    • principles and, 34–35
    • in Team-Level Agreements, 74–75
  • Videoconferencing, 78, 95
  • Virtual work model, 15
  • Von Alvensleben, Laïla, 106, 107
  • Vulnerability:
  •  
  • Washington, Ella, 57
  • WFH (work from home), 14, 51
  • What people actually want, 114–116
  • White, Joseph, 119
  • “Why” for flexible work, 32–34, 97–100. See also Stand for Something (Step 1)
  • Women:
    • with children, 18
    • flexible work for, 9, 18
    • performance reviews for, 138
    • preference for flexibility among, 48
    • recruiting and retaining, 21
  • Woolley, Anita, 76
  • Work:
    • changes in concepts of, 6–8 (See also Flexible work)
    • Future Forum's redesign of, 8–9
    • in industrial age, 5–6
    • in mid-twentieth century, 6
    • reasons to abandon old ways of, 151–152
  • Work from home (WFH), 14, 51
  • Work From Home Pledge (IBM), 53, 54, 90, 91
  • Working hours:
    • core collaboration hours vs., 76–77
    • at Dell, 103
    • flexible (see Flexible work)
    • guardrails for, 62–63
    • 9-to-5, 1–2, 4–7
    • schedule flexibility, 15, 16f
  • Working situations, in Team-Level Agreements, 73–74
  • Work models:
    • Digital-First, 23–25
    • flexible, 15
    • hybrid, 12
    • unsuccessful, 22–23
  • Workplace:
  • Workplace guardrails, 54–58
    • keeping level playing field, 56–57
    • rethinking role of offsites, 57–58
    • shared space for teamwork, 55
  • Work structures:
    • digital, 24–25
    • and inclusion, 18–19
  • Workweek, 12. See also Working hours
  •  
  • Zapier, 115
  • Zoom:
    • and back-to-back meetings, 142
    • customer engagement at, 20
    • in MURAL's celebration, 106–107
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