- 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:
- of acceptance, 139
- of connection from anywhere (see Create a Culture of Connection from Anywhere [Step 5])
- with Digital-First, 23–24
- of exclusion, 140
- of inclusion, 30, 140–141
- of learning, 133 (See also Experiment, Experiment, Experiment [Step 4])
- meeting, 58, 78
- and success of company, 161
- of traditional offices, 110
- of trust and accountability, 163–164
- 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
-
- Keeping a level playing field, 56–57, 70, 73–74. See also Level the Playing Field (Step 2)
- Kelley, David, 139
- Kindness, 129, 137
- Knowledge work, 6
- Krishna, Arvind, 53, 54, 91
-
- 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:
- 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
..................Content has been hidden....................
You can't read the all page of ebook, please click
here login for view all page.