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Tag: Flexibility

  • What Is Animal Chiropractic—and How Does It Work? | Animal Wellness Magazine

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    For many dog owners, the idea of chiropractic care for animals sounds either surprising or downright strange. Isn’t chiropractic something for people with bad backs? What does it have to do with dogs? As it turns out, a lot.

    Animal chiropractic is a growing field that focuses on one critical principle: the connection between the spine and the nervous system. When that connection is free and functional, your dog’s body works better. When it’s restricted, the result can be pain, stiffness, behavioral changes, and even organ dysfunction.

    The beauty of chiropractic lies in its simplicity. It doesn’t treat specific diseases or prescribe medication. Instead, it works with your dog’s own innate intelligence, the body’s built-in ability to heal and regulate itself. When the spine is properly aligned, that natural healing potential is unleashed.

    Understanding the Nervous System-Spine Relationship

    To understand how animal chiropractic works, you first need to understand how the nervous system functions. The nervous system is the master control system of the body. It sends messages between the brain and every organ, gland, muscle, and tissue. Whether your dog is wagging their tail, digesting breakfast, fighting off an infection, or reacting to a sound, it all happens through the nervous system.

    The spine houses and protects the spinal cord, which is like the main communication highway connecting the brain to the rest of the body. But the spine is more than a shield—it’s a moving, dynamic structure. Each vertebra is connected by joints, supported by muscles, and wrapped in connective tissue. When one of those vertebrae becomes restricted in movement or misaligned (a condition called a vertebral subluxation), it can irritate nearby nerves or interfere with signal transmission.

    This nerve interference can lead to a wide variety of symptoms—some obvious, like limping or stiffness, and some subtle, like lethargy, frequent infections, behavioral changes, or poor digestion. Chiropractic care addresses these problems not by treating symptoms directly, but by correcting the structural imbalances that cause them.

    What Happens During an Animal Chiropractic Session?

    Certified animal chiropractors begin with a detailed health history and a hands-on examination of your dog’s posture, gait, spinal alignment, and muscle tone. They may ask about behavioral changes, appetite, or even how your dog prefers to sit or sleep—because all of these can offer clues about what’s happening in the spine.

    Next comes the palpation exam. The chiropractor will gently feel along the spine and joints, assessing restricted movement, muscle spasms, heat, swelling, or misalignment. This step is precise and highly refined—animal chiropractors are trained to detect subtle shifts that aren’t visible to the untrained eye.

    If a subluxation is detected, the chiropractor delivers a gentle, specific adjustment. This is a rapid but controlled movement applied by hand to a joint that is not moving correctly. The goal is to restore normal motion, reduce tension, and remove interference from the nervous system.

    Contrary to popular belief, adjustments are not forceful, and they’re nothing like the dramatic “cracking” you may have seen in human chiropractic videos. In fact, most dogs tolerate the adjustment well and often respond with a stretch, shake, or visible relaxation afterward. Some dogs even fall asleep.

    Is It Safe?

    Yes, when performed by a certified professional, animal chiropractic is very safe. Chiropractors and veterinarians who pursue post-graduate certification in animal chiropractic undergo hundreds of hours of specialized education, including anatomy, neurology, biomechanics, and hands-on clinical skills. Programs like those recognized by the American Veterinary Chiropractic Association (AVCA) require rigorous training and testing.

    That said, chiropractic should never be performed by someone without proper credentials. Dog anatomy is not the same as human anatomy, and improper techniques can cause harm. Always ask to see proof of certification, and make sure your animal chiropractor is legally permitted to practice in your state or province.

    What Can Chiropractic Help With?

    Because the nervous system is involved in virtually every function of the body, chiropractic can have wide-reaching benefits. These may include:

    • Improved mobility and flexibility
    • Relief from stiffness, limping, or lameness
    • Enhanced performance in working and sport dogs
    • Faster recovery from injuries or surgeries
    • Reduced inflammation and joint stress
    • Better digestion and elimination
    • Increased energy and engagement
    • Support for aging dogs dealing with arthritis or weakness
    • Reduction in anxiety and mood-related behaviors

    But chiropractic doesn’t “treat” these conditions in the way traditional medicine does. It simply removes interference so that the body can correct its own dysfunctions. For example, if a misaligned vertebra is affecting the nerve that supplies the hind leg, restoring that alignment can allow the nerve to resume normal function, and the dog may stop limping.

    Chiropractic is particularly valuable for:

    • Performance Dogs: Agility, herding, flyball, and dock-diving dogs place significant demands on their bodies. Routine chiropractic care can improve coordination, prevent injuries, and support recovery.
    • Senior Dogs: Older dogs often experience stiffness, muscle loss, and balance issues. Adjustments can improve comfort and slow the physical decline associated with aging.
    • Puppies: Rapid growth, awkward play, and birth trauma can all contribute to early misalignments. Starting chiropractic care early can help set a foundation for balanced development.
    • Post-Surgical Dogs: Dogs recovering from orthopedic surgery often develop compensatory patterns. Chiropractic care can help them regain symmetry and prevent overuse of the opposite limb.

    How Often Should My Dog Get Adjusted?

    There’s no one-size-fits-all answer. Frequency depends on your dog’s age, activity level, health status, and goals. An agility dog might benefit from weekly or biweekly adjustments during competition season. A senior pet may do well with monthly care to manage arthritis. For many family pets, a schedule of every 4–6 weeks works well as maintenance.

    After an initial exam and adjustment, your chiropractor will recommend a care plan based on your dog’s specific needs. Just like with dental cleanings or grooming, consistency is key to getting the full benefit.

    What’s the Difference Between Chiropractic and Other Modalities?

    Chiropractic care is sometimes confused with massage, physical therapy, or acupuncture. While all of these are valuable, they each serve different functions:

    • Massage targets soft tissues to relieve tension and improve circulation.
    • Physical therapy focuses on rehabilitating injured muscles and joints through exercises and modalities.
    • Acupuncture stimulates specific points on the body to influence energy flow and nerve function.
    • Chiropractic corrects joint restrictions to restore normal spinal function and nerve flow.

    Often, the best outcomes occur when these modalities are used together in an integrative care plan. Chiropractic is not meant to replace your veterinarian, but to complement their care by addressing structural imbalances that can affect recovery and performance.

    What Results Can I Expect?

    Results can be immediate, cumulative, or subtle. Some dogs show improvement right after their first adjustment—moving more freely, jumping up with ease, or playing with renewed enthusiasm. Others need several sessions before significant change is noticeable, especially if the problem has been long-standing.

    Just as importantly, chiropractic helps prevent problems before they start. Many owners report fewer injuries, fewer vet visits, and better overall wellness when their dog receives regular adjustments.

    And then there’s the intangible: the lightness in your dog’s step, the extra tail wags, the way they stretch and breathe more easily. When the body is in balance, your dog simply feels better—and it shows.

    The Takeaway:
    Animal chiropractic is not a trend—it’s a science-based, hands-on way to help your dog live a more comfortable, agile, and balanced life. Whether your dog is a working athlete or a beloved couch companion, chiropractic care supports the nervous system that runs it all. When that system is clear, your dog has the best chance to heal, move, and thrive—naturally.


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    Dr. Bill Ormston graduated from Iowa State University College of Veterinary Medicine in 1988. After attending Options For Animals in 1998 he received certification from the AVCA and began using chiropractic to treat his animal patients. Jubilee Animal Health is a mobile mixed animal practice in the Dallas Metroplex area where he cares for pets and horses using mostly alternative methods. He is one of the founding instructors of the post graduate course in Animal Chiropractic at Parker Chiropractic College in Dallas. Dr.O has lectured both nationally and internationally on Animal Chiropractic and biomechanics and gait analysis in the quadruped. He has written booklets on chiropractic care in the dog and horse and a book about blending traditional and alternative care in pets.

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    Bill Ormston, DVM

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  • Percussive Therapy: What It Is, Benefits & More

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    Massage guns are popular, and if you’ve tried one, you know why. These handheld devices are designed to ease discomfort, soothe tension and tightness, and promote faster muscle recovery. And they do all of that through percussive massage therapy. (Picture a sleek mini jackhammer that you can use on tight, tense muscles, and you get a general idea.)

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  • Is RTO Hurting Your Employee Morale? Manager Burnout Could Be to Blame

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    Return to office (RTO) mandates aren’t popular, as report after report shows. Whether they are announced in a my way or the highway style, like Amazon’s Andy Jassy or JPMorgan’s Jamie Dimon, or with less bluster. Some research shows RTOs are not effective tools for boosting productivity, and that plenty of workers are finding ways to skirt the policy.

    Now a new report suggests that the gap between RTO mandates and employee compliance remains because many managers may be so burnt out that they’re completely uninterested in forcing their staff to follow controversial and deeply unpopular company rules. It could be that over-stressed managers are driving this so-called “hushed hybrid” office culture, Fortune suggests.

    Support for this conclusion comes from a survey by Flex Index, which describes itself as a platform for analyzing flexible workplace habits. Among 14,000 companies it looked at, increasing numbers of RTO mandates drove required in-office time up by 12 percent since early 2024, meaning staff have gone from an average expected office attendance rate of 2.57 days a week to 2.87. That may sound modest, but remember this includes companies that remain fully remote. Regardless of what the RTO rules say, actual attendance has not risen at the same rate. Over the same period while in-office time expectations rose 12 percent, actual attendance only rose by 1 percentage point, to 3 percent.

    Brian Elliott, CEO of Work Forward, which publishes the Flex Index, told Fortune that some workers can get away with ignoring leadership demands that they spend more time in the office in person with practical arguments supporting more flexible arrangements. For example, managing online meetings with multiple staff members across multiple time zones remains challenging in any setting — so staying at home on a day like that wouldn’t make a difference to productivity.

    And, given high levels of management burnout and disengagement, employees may be more likely to get away with this sort of trick more often than you may expect. “If I’m the manager and I’ve got a solid performer and they’re coming in two or three days a week, but not five, I’m not going to fire them,” Elliott said. That’s because as long as someone is “delivering the goods and getting their work done,” managers who are under severe pressure themselves may simply decide that compliance with certain policies is lower on the list of priorities.

    Anecdotally, Elliott’s thinking makes sense: reports show that executive burnout remains a serious issue in U.S. workplaces, with a survey in March reporting some 72 percent of workplace leaders report feeling burned out. Given the trend toward flatter business structures with fewer middle managers, led by big tech firms like Meta and Microsoft, it’s entirely plausible that stressed-out middle managers, overburdened with work and worried about the threat technology like AI represents to their own jobs, would simply ignore the exact amount of time that key workers spend in the office, even if it violates RTO rules that have been sent down from upper management.

    Why should you care about this?

    It’s another signal that RTO rules sometimes just don’t make good business sense. If you expect your managers to enforce an unpopular new rule, you might be adding to their already high stress levels while also genereating resentment from the employees that report to them. That’s a recipe for increasing the chance your strict RTO policy might simply be ignored by the people who are supposed to enforce it.

    If your company is requiring people to spend more time in the office, then perhaps the way to make your policy work is with encouragement and perks: Flex Index’s data show that if you try stamping your foot, you might just end up being ignored, and, possibly, hurting your workforce’s perception of your leadership.

    Also, there’s an underlying data point here: managers may be burning out under your leadership, and it’s possible you may not have noticed. It might be time for a pep talk, and honest chats about work burdens and stresses. 

    The final deadline for the 2025 Inc. Best in Business Awards is Friday, September 12, at 11:59 p.m. PT. Apply now.

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    Kit Eaton

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  • 8 Juicy Hip Stretches To Help Relieve All That Nasty Tension You've Been Storing

    8 Juicy Hip Stretches To Help Relieve All That Nasty Tension You've Been Storing

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    Calling all desk-sitters.

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  • The Best Tips For A Flexible Body

    The Best Tips For A Flexible Body

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    Work at home, work at office, driving, all things which puts our body in awkward positions for long period of times.  Flying coach, doing tech work, or the couch is doubling as the office, all ways your back and body pays the price.  So how do you get your body back to where you can move it without hurting? Well, here are the best tips for a flexible body.  Your body and brain will appreciate it.

    RELATED: 5 Morning Activities To Help You Feel Happier

    Being flexible and open to new experiences allows people to learn new things. It also helps people adapt to changing circumstances, which can help people function more effectively in their environments. People can better let go of negative or unhelpful thinking and behavior patterns by staying psychologically flexible.

    How to start

    It is not hard to start stretching and moving.  Making it a point to take a mini walk every couple of hours or going online and taking some simple starter stretch or yoga class, anything is better than nothing.

    One of the best ways  is static stretching. This is where you come into a stretch and hold it without movement for a certain period of time. Even adding static stretching into your routine on its own can make a powerful difference in how your body feels.  It opens your body and restores some muscle movement.

    Photo by rawpixel.com

    Stretching is boring for most people because you have to hold these positions for long periods of time for them to have an effect. Try to hold your stretches for a minimum of 30 seconds, really feeling the strain in your muscles. To make this process more manageable, focus on completing that amount of time and on not pushing your muscles too hard. If you can’t hold a pose because it hurts too much, try applying less pressure.

    RELATED: What You Should Know About CBD Massages

    Consume your proteins

    Foods and shakes that are rich in proteins can help your body post work out, preventing pain and muscle loss during the recovery process. These elements are also necessary for building muscles and repairing the tissue that was damaged. Proteins are filling and help you stay mobile as you age and lose body mass.

    Don’t skip on the cool down process

    It’s very common for people to walk out of a spinning or boxing class before completing their post-workout stretches. This is bad for your joints and muscles, and will likely leave you in pain during the day after. Stretches help in speeding up your recovery process while also increasing your mobility and flexibility. Once you’ve completed your cardio, your body is warm and more likely to stretch than during other times of the day.

    Take a warm bath

    'Bathleisure' Is Now A Fashion Trend And We Don't Know Why
    Photo by Sarah Pflug via Burst

    RELATED: 5 Cheap Ways To Practice Self-Care

    While warm baths alone won’t help you become more flexible, they will trick your body into feeling relaxed, which is key for developing flexibility. When trying out a new stretch or  putting strain on a muscle you rarely use, your body’s natural response will be to clamp up. A warm bath can help you stay relaxed and put your muscles in a more willing mood that will allow you to push yourself when you stretch at the end or beginning of your day.

    Try new workouts

    The easiest way to work on your flexibility is to practice a workout that targets these muscles and skills, such as yoga, Tai Chi or pilates. These exercises can add some variety to your workout schedule and can even add more to your performance on other activities, improving your jogging, boxing or spinning skills.

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    Sarah Johns

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  • CEOs Are Tricking Employees Into Spending More Time In The Office — But Here’s Why They’re Only Fooling Themselves. | Entrepreneur

    CEOs Are Tricking Employees Into Spending More Time In The Office — But Here’s Why They’re Only Fooling Themselves. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Why are CEOs intent on killing the golden goose that is hybrid work? Remember the fable of boiling the frog? Well, it seems traditionalist CEOs are turning up the heat to trick employees into spending more time in the office, but at what cost?

    In a dramatic shift, companies like Chipotle and BlackRock are nudging their in-office mandates from three days a week to four. Nike, not to be left behind, has pivoted its return-to-office strategy, insisting that employees “just do it” and be in the office four days a week, up from the previous three. The rationale? A spokesperson from Nike expressed a yearning for “the power and energy that comes from working together in person.”

    Let’s talk about Amazon for a moment. The tech behemoth’s three-day in-office requirement hasn’t exactly been smooth sailing. With a senior executive conceding it hasn’t “been perfect” and 30,000 workers signing an anti-return-to-office petition, the company still thought it wise to empower managers to fire those who refuse to comply with its hybrid mandate. Are these changes a natural evolution or a regression into an antiquated working model?

    Related: Workers Are Disengaged. Here’s How Employers Can Win Them Back.

    CEOs’ mirage of a pre-pandemic world

    According to KPMG’s 2023 CEO Outlook survey, 64% of CEOs at large companies see a return to pre-pandemic office routines in the next three years. Staggeringly, 87% aim to use financial rewards and promotion opportunities as carrots to lure employees back to their cubicles. But the question looms large: Are these CEOs out of touch with what their employees actually want?

    It’s not like we don’t have data. A recent BCG survey laid it bare: nine in 10 global office-based workers consider flexible work crucial when job-hunting. Employees disenchanted with their current work model are 2.5 times more likely to consider leaving within the next year. So why are CEOs choosing to ignore these glaring signals?

    The employee’s sacrifice for flexibility: A wake-up call for CEOs

    Now, let’s layer in some more compelling data that amplifies just how much employees value flexibility. According to a recent report, a staggering 62% of employees would accept a pay cut of 10% or more just to maintain the ability to work remotely or in a hybrid setting. And if you think that’s eye-opening, consider this: 4% would go so far as to quit their job if this flexibility were revoked.

    These figures should be a siren call for any CEO orchestrating a retreat to office-centric work. When a majority of your talent pool is willing to take a financial hit to preserve their work-life balance, it’s more than a trend — it’s a clarion call for a new social contract between employers and employees. Ignoring this can have real-world consequences, ranging from a hollowed-out talent pipeline to a disengaged workforce. So, who’s really winning when companies decide to turn the dial back on flexible work arrangements?

    The data-backed optimum for employee engagement

    Before CEOs rush to imprint their will on company policies, they should pay close attention to a revelatory study from Gallup. The data doesn’t just suggest — it lays bare that the sweet spot for employee engagement lies in a two to three-day on-site workweek.

    Beyond this balanced approach, the numbers reveal an alarming drop in engagement rates. For highly collaborative jobs that benefit from real-time interactions, engagement plunges from 49% to a lackluster 40% when the office time goes from three to four days a week. Engagement for more independent roles takes a dive from 39% to 34% when these roles are confined to an office setting for four days instead of three days.

    This is not merely a numbers game; it’s a psychological dynamic that can ricochet through the corridors of an organization, well-known by now through the term “quiet quitting.” When engagement dips, so does productivity, creativity, and, ultimately, profitability. The Gallup data serves as a glaring red flag that increasing time in the office beyond a balanced threshold can lead to burnout and a higher intent to leave the organization. Are CEOs really prepared to stake their companies’ future on policies that actively erode the foundations of employee engagement and organizational health?

    It’s not simply retention and engagement that are endangered: it’s innovation and progress. The EY Technology Pulse Poll recently revealed that an overwhelming 78% of high-ranking technology executives contend that remote work environments are actually conducive to sparking innovation. Ken Englund of EY suggested that’s because remote work not only obliterates geographical limitations in talent acquisition but also recharges the workforce by eradicating the grind of daily commuting.

    This insight couples alarmingly well with the previously discussed Owl Labs report. Employees don’t just want flexibility — they’re empirically proven to work better within its confines. It stands to reason, then, that any deviation towards old-school, rigid work schedules isn’t merely ignoring employee preferences; it’s actively undermining the data-proven pathways to a healthy, robust and engaged organization. CEOs must ask themselves: Is enforcing greater in-office attendance worth the cascading repercussions it triggers, including eroding trust, diminishing engagement, and ultimately, draining talent?

    Boiling the frog: A losing strategy

    The notion of boiling the frog represents a stealthy but dangerous approach. Laszlo Bock, former Google HR chief and current CEO of Humu, suggested that this method is designed to subtly erode hybrid mandates, aiming to make the office-centric schedule the new normal. But here’s the kicker: It might be a pyrrhic victory for CEOs, as Bock warns that this approach could actually destroy trust and morale.

    It’s becoming increasingly evident that by reverting to pre-pandemic norms, CEOs may be sacrificing the long-term well-being of their organizations for immediate gains. Fostering a culture that doesn’t adapt to the changing work landscape is a gamble. Is it worth rolling the dice when employee satisfaction, productivity and even mental health are at stake?

    While another day in the office might seem trivial to some, it’s a significant shift in policy that ripples across various facets of organizational dynamics—from employee engagement and trust to talent retention. If we assess the costs holistically, it’s not just about losing a day of remote work; it’s about disregarding the preferences of a workforce that has tasted the freedom and effectiveness of a more flexible model.

    Related: Our Brains Will Never Be The Same Again After Remote Work. Forcing Your Employees To Readapt to The Office Is Not The Answer.

    Seizing competitive advantage

    It’s time for companies to buck the trend. Some forward-thinking organizations are already embracing permanent remote work or extremely flexible hybrid models, and they’re reaping the benefits in employee satisfaction and productivity. CEOs clinging to the past need to ask themselves: Is the temporary thrill of control worth the long-term sacrifice of losing the talent wars, a company full of quiet quitters, and the decimation of innovation?

    Traditionalist CEOs may think they’re boiling the frog slowly, but my clients who have veered off that well-trodden path are showcasing that embracing a modern hybrid work environment is not just possible but remarkably rewarding. One of my clients, a Fortune 500 company in the tech sector, took the plunge by committing to a flexible hybrid model, and the dividends have been remarkable. Despite initial resistance from upper management, they decided to trust the data over gut instinct. Not only did they see a 15% increase in overall productivity within the first six months, but they also noticed a 22% boost in employee engagement metrics. They’ve become a magnet for top-tier talent who are fleeing more rigid competitors.

    Consider another case: a mid-size financial services firm in the New York City area was feeling the heat of high attrition rates. They decided to counter the trend of Goldman Sachs and JP Morgan and adopt a flexible hybrid model. The result? They not only reversed the attrition trend but also increased quarterly profits by 11%, an upswing they directly attribute to heightened employee engagement and innovation.

    Lastly, the largest law firm in a Midwestern city became a surprising torchbearer. Skeptical at first, they conducted a six-month trial period of a flexible work model. The outcome was unambiguous: a 35% drop in the use of sick days, a 17% boost in retention, and a 20% uptick in billable hours, effectively quashing every preconceived notion about the inefficacy of remote work in the legal sector.

    So, while traditionalist CEOs are stuck playing checkers, my visionary clients are playing 4D chess. They’re not only responding to employee needs but also using the hybrid and remote work models as strategic assets. The results speak for themselves: higher employee satisfaction, greater innovation, and, yes, a healthier bottom line. If that’s not future-proofing a company, I don’t know what is.

    Conclusion

    So, are we going to let the frog boil? It’s time for corporate America to recognize that what seemed like a temporary disruption in the work environment has paved the way for transformative, sustainable change. CEOs — take note: Turning back the clock could very well be a ticking time bomb for your organization’s future.

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    Gleb Tsipursky

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  • Prepare For This Seismic Shift in Employee Expectations — Or Say Goodbye to Your Top Talent. | Entrepreneur

    Prepare For This Seismic Shift in Employee Expectations — Or Say Goodbye to Your Top Talent. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Let’s be brutally honest: Would you stick with your company if it failed to prioritize your wellbeing? You’re not alone if the answer is a resounding “no.” Workers are sending a clear message to the corporate world — wellbeing is non-negotiable. Forget the antiquated notion that a hefty paycheck is the ultimate carrot on the stick. The data is in, and it’s irrefutable: workers really care about their wellbeing and flexibility, and corporations better listen if they want to win the talent wars.

    Workers are working less voluntarily

    The Federal Reserve Bank of St. Louis recently released a paper that delves into why the U.S. labor market has tightened post-pandemic. It focuses on two prongs of this phenomenon: The declining number of workers and the receding number of hours those workers are willing to commit to their jobs.

    In the realm of academic endeavors, one line from this paper feels like a bombshell: “Circumstantial and direct evidence indicates that the hours reduction among workers [from 2019 to 2022] is voluntary. In addition, although the reduction may have been caused by the pandemic situation, it is expected to persist.” This is not a fleeting, reactionary change. Rather, it’s an enduring shift in worker behavior and priorities, revealing a collective reassessment of what’s truly valuable in life.

    This shift is most pronounced among men, particularly those with college degrees and those in their main working years. It signals that the individuals who traditionally occupied power seats in the corporate world are stepping back, reassessing their options, and consciously opting for a reality that allows them to live fuller lives outside their cubicles. And here’s where it gets interesting: It’s those men who were already logging in more hours and earning more who have chosen to pull back the most. What does that tell us? These are not decisions of necessity but are based on the realization of an unspoken need for balance, wellness and, dare we say it, happiness.

    What was merely a hunch or a buzzword in corporate seminars is now backed by empirical evidence: Workers are not just saying they desire more from life than work — they are manifesting these desires through tangible actions. This act of self-determination is altering the landscape of labor availability, making this a two-edged sword. On one hand, we are moving toward a more balanced and humane concept of work; on the other, it brings about challenges of labor shortages that cannot be ignored.

    In the corporate arena, this leads to a potentially seismic shift. If you are a business leader failing to account for this fundamental transformation in worker attitudes, prepare for a rude awakening. Worker wellbeing is no longer a “nice-to-have,” it’s a “must-have” if you hope to attract and retain the top-tier talent needed to fuel innovation and growth in an increasingly competitive market.

    This paper from the Federal Reserve Bank of St. Louis doesn’t merely add an interesting viewpoint to the dialogue about the future of work. It serves as a clarion call for the immediate reevaluation of long-held assumptions about what motivates people to commit their time and energy to an organization. The time to act is now because, as the Fed suggests, this is not a temporary phenomenon; it’s a deeply rooted, long-lasting transformation that is expected to endure. Ignore it at your own peril.

    Related: Workers Are Disengaged. Here’s How Employers Can Win Them Back.

    The numbers don’t lie

    Gympass’ annual State of Work-Life Wellness Report this October has gifted us some startling figures from a survey of over 5,000 global employees that reinforce the Fed’s findings. A whopping 87% said they would consider jumping ship from a company that disregards employee wellbeing, a notable increase from 77% just a year ago. Moreover, 93% equate wellbeing with salary in terms of importance, up 10 points from last year’s 83%. The clincher? An overwhelming 96% will consider only those companies that give prime importance to employee wellbeing for their next job hunt.

    When it comes to wellbeing and the workplace, there’s a myth that has long been shattered: One size fits all. In reality, our surroundings wield considerable influence on our emotional and psychological states.

    Employees operating in work environments that don’t resonate with their preferences for flexibility — such as remote-capable workers forced to do in-office work due to a top-down mandate against their will — are not just mildly inconvenienced: many are categorically struggling. According to Gympass, workers who find themselves in such discordant settings are twice as likely to describe their condition as “struggling” or “really struggling” than those fortunate enough to be in their ideal work environments. Let’s pause to consider the weight of that statement. It means that a vast swath of employees are grappling with a work setup that not only affects their daily satisfaction but potentially curtails their longer-term mental wellbeing.

    But the report doesn’t stop there; it draws a stark picture of how drastically our sense of wellbeing can be impacted. While 77% of employees working in their preferred flexible environments feel equipped to take care of their wellbeing, this percentage nosedives to a startling 65% for those who don’t have the luxury of such alignment. That 12% differential isn’t merely statistical noise; it’s the loud cry of an unsatisfied and disengaged workforce. And more than a third of employees wish they worked in a different work environment that aligns with their preference.

    Let’s call it what it is: this is a seismic shift in employee expectations. Flexible work arrangements are no longer just attractive benefits to be dangled in front of potential hires. They have transitioned into non-negotiable components of an employment package. Why is this so vital? Because of the nexus between flexibility and wellbeing underpinning workplace satisfaction, engagement, and productivity.

    And herein lies the vulnerability to cognitive biases that can hamstring effective decision-making. One major obstacle is the status quo bias, an innate preference for keeping things the way they are. Business leaders clinging to conventional work arrangements risk not just falling out of step with current trends but also substantially diminishing their appeal to top talent. Another cognitive trap is the empathy gap, wherein decision-makers underestimate the emotional needs and responses of others—particularly their employees. This bias could lead to underestimating just how essential flexibility is to staff wellbeing.

    Related: Back In The Office? Why Your Company’s One-Size-Fits-All Approach Is Destined to Fail.

    Strategies for a wellbeing-centric, flexible work ecosystem

    Many corporate leaders are acutely aware of the shifting sands but often stumble when it comes to implementing concrete measures. In my consultancy, Disaster Avoidance Experts, I’ve honed in on specific strategies that businesses can adopt to make a tangible difference. The confluence of wellbeing and work flexibility is more than a passing trend; it’s the new cornerstone of sustainable, profitable operations. Here are some action steps that I strongly advocate for when serving clients.

    First, it’s time to let go of your traditional “nine-to-five, in-the-office” mindset, a relic that is increasingly at odds with today’s dynamic workforce. For those still clinging to a rigid structure, this might feel like a leap into the abyss. However, the alternative is a debilitating anchoring bias — relying too heavily on the first piece of information encountered (in this case, traditional work models) when making decisions. Shake off this outdated mooring and embrace hybrid and even fully remote work options. Use this as an opportunity to gather data on productivity, engagement and wellbeing, adjusting your course as needed.

    Second, pivot to a team-led model for flexibility, where collective decision-making takes precedence over a one-size-fits-all approach. Allow teams to collaboratively determine their work environment — be it remote, in-office or hybrid. This not only fosters a sense of ownership and engagement but also optimizes the unique strengths and requirements of each team. Teams can decide when face-to-face interactions are most beneficial for creative brainstorming or complex problem-solving and when remote work can maximize individual focus and productivity. This approach transcends mere optimization of individual roles; it creates an ecosystem where the team, as a cohesive unit, is empowered to make decisions that maximize its collective effectiveness.

    Third, invest substantively in employee wellbeing through targeted financial support. In an era where 93% of employees view their wellbeing as equally important to salary, your investment in wellness programming is more than just an employee perk — it’s a strategic imperative. Consider offering stipends for mental health support, from licensed therapy to mindfulness apps. Subsidize fitness memberships or offer in-house wellness programs ranging from nutrition seminars to stress management workshops. Financially support ongoing education, not just in terms of professional development but also in areas that contribute to general wellbeing, such as financial literacy courses or parenting classes. By dedicating actual dollars to these initiatives, you’re not only enhancing the quality of life for your employees but also setting a cultural tone that prioritizes wellbeing as much as quarterly earnings. After all, when employees feel their wellbeing is taken seriously, they’re more engaged, productive and less likely to seek opportunities elsewhere.

    Finally, for those concerned about the economic implications of reduced hours, as highlighted by the Federal Reserve Bank of St. Louis, it’s important to recognize that wellbeing and productivity often exist in a symbiotic relationship. My advice? Focus on outcomes rather than hours. Assess performance through deliverables and milestones instead of the antiquated metric of “time spent at the desk.”

    These steps are not mere suggestions; consider them a call to action. Given the skyrocketing significance workers are placing on wellbeing and flexibility, executives and decision-makers can no longer afford to be passive bystanders. Your company’s relevance, appeal, and, ultimately its success are bound up in how adeptly you navigate this paradigm shift. It’s a jigsaw puzzle with many pieces, but the picture it forms is unmistakable: a more humane, flexible and productive future of work.

    Conclusion

    It’s not just about beanbags, free lunches or casual Fridays anymore. The Fed and Gympass data illustrate that wellbeing and flexibility are directly proportional to how engaged, happy and productive employees are. After all, who wants to give their best to a company that treats them as expendable? Your workforce is your most invaluable asset; treat them as such. It is simply illogical to expect top-tier performance from employees who feel neglected and undervalued.

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  • We Know This Outdated Policy Kills Innovation — So Why Are Amazon, IBM and Zoom Bringing It Back? | Entrepreneur

    We Know This Outdated Policy Kills Innovation — So Why Are Amazon, IBM and Zoom Bringing It Back? | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    If you’re a tech leader striving for innovation, you’re shooting yourself in the foot by pushing for aggressive return to office (RTO) mandates. Yes, you heard it right. You might think that statement is counterintuitive and defies conventional corporate wisdom, but its validity is increasingly corroborated by both statistical insights and real-world evidence.

    Tech companies lead the pack on flexibility

    Let’s start with some baseline data. According to the Scoop Flex Report for September 2023, an astonishing 94% of Fortune 500 tech companies offer at least a hybrid or fully remote work model, leaving a mere 6% in the draconian era of full-time office work.

    This finding is confirmed by a groundbreaking research paper — “The Evolution of Work from Home” — by economists Jose Maria Barrero, Nicholas Bloo and Steven J. Davis. Based on their survey, the tech sector leads the pack in flexibility, with an average of 2.6 work-from-home days per week.

    What about the future? As part of the July 2023 Survey of Business Uncertainty, fielded by the Atlanta Fed, Barrero, Bloom, and Davis asked U.S. business executives about the work-from-home outlook at their own firms. The survey responses cover about 500 firms distributed widely across industries, states, and firm size categories. Specifically, they asked: “Looking forward to five years from now, what share of your firm’s full-time employees do you expect to be in each category (fully in-person, hybrid, fully remote) in 2028?” Executives anticipate modest increases over the next five years in both the fully remote share and the hybrid share.

    Yet many tech companies — such as Amazon, IBM, and even Zoom — have announced top-down RTO mandates of several days per week recently. Such mandates are surprising, given recent findings on the importance of flexibility for innovation. Thus, even though tech leads the pack in flexibility, given the particular importance of innovation for tech, leaders in this sector need to seriously reconsider their increasingly inflexible policies.

    Related: The Forced Return to Office is the Definition of Insanity. Here’s Why.

    The mismatch between innovation and RTO strategies

    EY’s Technology Pulse Poll recently unearthed a startling insight: a whopping 78% of senior tech leaders assert that remote work positively impacts their ability to innovate. Now consider this against the background of another compelling statistic: 81% of tech executives have plans to make innovation-related acquisitions in the next six months.

    Ken Englund, EY’s Americas Technology, Media and Telecom leader, acknowledged his surprise at such strong support for remote work boosting productivity. England believes several factors drive this positivity. Remote work expands talent pools beyond geographic borders. It also boosts employee satisfaction by removing commuting time, energizing workers. Do you see the incongruity with top-down RTO mandates?

    The talent gap driving down innovation

    The conundrum deepens when we scrutinize the talent acquisition landscape. According to the EY Work Reimagined survey, 84% of employers, across sectors, are convinced that offering work flexibility is their golden ticket to recruiting top talent. But here’s where the rubber meets the road: employers and employees are locked in a tug-of-war over work arrangements. While 47% of employers still fantasize about their employees gracing the office at least two to three days a week, a stark 50% of knowledge workers are willing to set foot in the office only once a week. The gap isn’t just a tiny fissure; it’s a gaping chasm.

    Indeed, Englund cautions remote work isn’t without trade-offs. Firms must work hard to build cohesive cultures and apprenticeship opportunities traditionally facilitated by in-person proximity. As England summarized, companies have significant work ahead to recreate the “corporate glue” that binds distributed teams.

    However, top-down RTO is not the answer, according to Englund. He believes the recent spate of forced mandates from tech companies signals a command-and-control mentality. That’s the real driver, with justifications of RTO as pursuing spontaneous innovation through random meetings in the hallways simply a fig leaf for a much more authoritarian motive.

    Indeed, the opinions of 78% of senior tech leaders themselves suggest that such command-and-control RTO mindsets will harm innovation. And yet, so many are pursuing such mandates — though fortunately, far from all.

    A case study in fostering innovation through flexibility

    What does excellence look like in this new world of work? Enter Atlassian. My recent interview with Annie Dean, VP of Atlassian’s Team Anywhere, provided an inside look into the future.

    The company deploys a trifurcated strategy to stay ahead:

    • Global talent recruitment: By not restricting work to a single geographic location, Atlassian has opened the floodgates to a reservoir of global talent. This ensures a plethora of diverse viewpoints, which in turn fosters unique problem-solving and innovation.
    • Autonomy-driven employee engagement: Allowing employees to work remotely contributes to a higher level of autonomy. Autonomy often correlates with increased job satisfaction and engagement, which are critical ingredients for innovative thinking.
    • Internal product refinement: Atlassian utilizes its own suite of collaboration tools internally before releasing them to customers, essentially transforming its entire workforce into a testbed for innovation.

    Their “team gatherings” aren’t just sporadic meet-ups but strategically planned sessions to catalyze brainstorming and camaraderie. The company reports a 30% improvement in team cohesion lasting for four to five months after these gatherings, whereas conventional in-office interactions demonstrated no lasting impact.

    The outcome of this approach is far-reaching. It doesn’t just signify a new way of working; it has manifested into a culture where innovation is ingrained. It’s a formula that not only leads to increased engagement but also provides Atlassian a distinct advantage over competitors who are slow to adapt to the new world of work. By encouraging diversity and promoting engagement, Atlassian isn’t just navigating the current business environment; they’re sculpting it.

    Related: We’re Now Finding Out The Damaging Results of The Mandated Return to Office — And It’s Worse Than We Thought.

    The path forward: Disrupt or be disrupted

    If the goal is to innovate, then the means to that end must also be innovative. That’s why I tell the dozen or more tech leaders who ask me every month how to determine what level of flexibility to offer to their teams.

    It’s time to disband forced, top-down RTO policies and adopt flexible work models that empower your employees and enlarge your talent pool. Here’s how:

    • Overhaul RTO policies: Convene a task force to revisit and re-engineer your RTO strategy. Make sure the new model aligns with your innovation goals.
    • Make the office worth the commute: As I tell clients, the only good reasons to come to the office are for intense collaboration, nuanced conversations, socializing and team bonding, and mentoring and on-the-job learning. By contrast, individual tasks are much better done at home.
    • Engage your workforce: Implement a democratic approach by engaging your workforce in the decision-making process. After all, they are the ones who will live this reality.
    • Invest in technology: Robust collaboration tools can not only replicate but also enhance the office experience, making geographical location a non-issue.
    • Cultivate a flexible-first culture: If increasingly flexible work is the future, as research by Barrero, Bloom, and Davis, why not make it your present? A flexible-first culture can be the catalyst for not only innovation through attracting a global talent pool but also boost diversity.
    • Pursue adaptive leadership: Embrace a leadership model that is agile, empathetic, and inclusive. A one-size-fits-all strategy is doomed to fail.

    To survive and thrive in today’s volatile tech landscape, it’s not enough to innovate in your products and services. You must also innovate in your workplace strategies. The future is flexible, and it’s time to bend before you break.

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  • Accelerate The Growth of Your Company With This Strategic Lever | Entrepreneur

    Accelerate The Growth of Your Company With This Strategic Lever | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As the world wades through the evolving tides of the post-pandemic era, one thing has become crystal clear: the future of work is flexible, as I tell my clients, who I have helped figure out their hybrid work models. In a recent Flex Report from July 2023, compelling evidence supports a direct correlation between a company’s flexibility in its work model and its rate of growth.

    The flexible advantage

    The Flex Report from July 2023 brought to light some game-changing insights on the role of flexibility in shaping a company’s growth trajectory. According to the data, flexible companies — those categorized as either fully flexible or structured hybrid — are accelerating their pace of growth at an impressive rate. Specifically, these companies are adding headcount at over twice the pace of their full-time in-office counterparts.

    Flexibility in the report’s context refers to companies that either have no physical office space, denoted as fully remote, or those that provide their employees the freedom to decide when or if they want to work from an office. These are marked as Employee’s Choice. This model of flexibility embraces the notion of giving employees control over their work environment, which, as the report suggests, maybe the secret ingredient in the recipe for growth.

    Among the Fully Flexible companies, the Fully Remote category reigned supreme. These boundaryless enterprises, unhindered by geographic constraints, saw a 6.9% increase in their headcount. Compared to a 5% increase for companies categorized as employee’s choice, it’s evident that fully remote companies are setting the pace in this race.

    However, let’s not forget about structured hybrid companies. While these organizations have specific expectations on when employees work from an office, they still offer a degree of flexibility. Their growth was not far behind, with a 4.1% headcount increase, outpacing full-time in-office companies, which only managed a 2.6% increase.

    In a world where talent is the ultimate currency, these numbers tell a compelling story. The more flexible the company, the greater its ability to attract and retain talent. This trend underscores the fact that flexibility is no longer a mere perk or a buzzword. It’s a powerful competitive advantage, a magnet that pulls in talent and fuels the engine of growth. In this new world of work, flexibility isn’t just a nice-to-have — it’s a must-have.

    Related: 68% of Companies Are Making This Critical Mistake in Their Approach to Hybrid Work — Are You?

    The days in office dilemma

    The Flex Report also unveils a fascinating correlation between the number of days required in the office per week and the company’s growth in headcount. It appears that the number of days an employee is required to be physically present in an office has a direct impact on the company’s ability to attract and retain talent. That finding strongly supports the broader idea of the flexibility advantage.

    Companies that mandate employees to be in the office one day per week experienced a robust 4.8% increase in headcount over the last 12 months. However, as the number of mandatory days in the office increased, the headcount growth rate began to show a decline. Companies requiring four days in the office saw this figure drop to 3.8%, and for companies requiring a full five-day office week, the growth rate fell further to 2.6%.

    Consider this scenario. You’re a talented professional with several job offers on the table. One company demands your physical presence five days a week, while another only requires one day of office attendance, offering you the liberty to work from home or elsewhere for the rest of the week. In today’s increasingly connected world, where work is something you do, not a place you go to, which offer would you be more likely to accept?

    This data presents a compelling argument for companies to rethink their office requirements. The findings suggest that a mandate of more days in the office is a deterrent for job seekers. A more flexible approach, allowing employees to work remotely most of the week seems to be more appealing and will likely lead to higher growth rates.

    In essence, the more days a company demands its employees to be present in the office, the less attractive it becomes in the eyes of potential employees. And the drop-off is especially steep after three days. In the end, the data speaks for itself: Flexibility isn’t just an employee perk; it’s a strategic growth lever.

    Size doesn’t matter — flexibility does

    While it’s a common belief that the size of a company can impact its growth trajectory, the Flex Report unveils a different story. No matter the company’s size, flexible work models consistently outperform full-time in-office models in terms of headcount growth. This trend is a testament to the power of flexibility and its ability to fuel growth irrespective of a company’s size.

    The data reveals that this pattern is especially pronounced for companies with 500-5,000 employees. In this category, flexible companies have more than doubled the rate of headcount growth compared to their full-time in-office counterparts over the last 12 months. It’s like watching two runners in a race, with the flexible company swiftly outpacing the full-time in-office company, even though they both started at the same point.

    Even when we turn our attention to larger companies, those with over 5,000 employees, the trend holds true. Fully flexible companies outperformed their structured hybrid counterparts, boasting a 3.7% increase in headcount over the last 12 months, compared to a 2.9% increase for structured hybrid companies.

    Moreover, this trend remains consistent even when the tech industry — a sector known for its embrace of flexible work models — is removed from the analysis. Across all company sizes and time periods, full-time in-office companies lag behind their flexible counterparts in headcount growth.

    Imagine a racing event where cars of different sizes compete, and the smaller, more agile cars consistently outpace the larger, more powerful ones. Similarly, in the race for growth and talent, it’s not the size of the company that gives it an edge, but its agility and flexibility. The ability to adapt and offer flexible working options is what truly fuels the engine of growth. This trend underscores the fact that in the modern world of work, flexibility is not just a competitive advantage — it’s a necessity.

    Related: How Flexible Work Will Give Your Business the Biggest Advantage

    Flexibility: The secret sauce for growth

    It’s clear that companies offering work location flexibility are growing their headcount faster than those requiring full-time in office. Over the last three months, fully flexible or structured hybrid companies have been adding employees at twice the rate of their full-time in-office peers.

    The data suggests that the companies adding headcount are likely also the ones growing sales. The growth in the economy, at least for corporate employees, seems to favor companies offering flexibility. If this trend continues, it’s likely we’ll see a decrease in companies requiring full-time in office, shifting towards hybrid models that better cater to the needs of the workforce.

    So, for the corporations out there still grappling with the concept of flexible work, it might be time to loosen the reins and let flexibility gallop forward. The data suggests that in the race for growth, flexibility isn’t just a nice-to-have — it’s the winning steed.

    The future of work is here, and it’s flexible.

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  • The Damaging Results of The Mandated Return to Office is Worse Than We Thought | Entrepreneur

    The Damaging Results of The Mandated Return to Office is Worse Than We Thought | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    We’re now finding out the damaging consequences of the mandated return to office. And it’s not a pretty picture.

    A trio of compelling reports — the Greenhouse Candidate Experience Report, the Federal Reserve’s Survey of Household Economics and Decisionmaking (SHED), and Unispace’s “Returning for Good” report — collectively paint a stark picture of this brewing storm.

    Unispace finds that nearly half (42%) of companies that mandated office returns witnessed a higher level of employee attrition than they had anticipated. And almost a third (29%) of companies enforcing office returns are struggling with recruitment. Imagine that — nearly half! In other words, they knew it would cause some attrition, but they weren’t ready for the serious problems that would result.

    Perhaps they should have. According to the same Greenhouse report, a staggering 76% of employees stand ready to jump ship if their companies decide to pull the plug on flexible work schedules. Moreover, employees from historically underrepresented groups are 22% more likely to consider other options if flexibility goes out the window.

    In the SHED survey, the gravity of this situation becomes more evident. The survey equates the displeasure of shifting from a flexible work model to a traditional one to that of experiencing a 2 to 3% pay cut.

    Related: You Should Let Your Team Decide Their Approach to Hybrid Work. A Behavioral Economist Explains Why and How You Should Do It.

    The talent hunt: A game of chess with flexibility as the queen

    In the game of talent acquisition and retention, flexible work policies have swiftly emerged as the queen on the chessboard — commanding, decisive and game-changing. The Greenhouse, SHED, and Unispace reports — when viewed together — provide compelling evidence to back this assertion.

    Greenhouse finds that 42% of candidates would outright reject roles that lack flexibility. In turn, the SHED survey affirms that employees who work from home a few days a week greatly treasure the arrangement. It’s like enjoying a day at the beach while still being connected to the digital world.

    Curious about what’s luring employees away? The Greenhouse report has cracked the code:

    • Increased compensation (48%)
    • Greater job security (34%)
    • Career advancement opportunities (32%)
    • Better flexible work policies (28%)
    • A more positive company culture (27%)

    In other words, excluding career-centric factors such as pay, security and promotion, flexible work policies shine brighter than the Vegas Strip in employee desires.

    Interestingly, Unispace throws another factor into the mix — choice. According to their report, overall, the top feelings employees revealed they felt towards the office were happy (31%), motivated (30%) and excited (27%). However, all three of these feelings decrease for those with mandated office returns (27%, 26% and 22% respectively). This highlights that staff are more open to returning to the office if it is out of choice, rather than forced.

    Case studies of attrition with the return to office

    Take, for example, a regional insurance company with a workforce of around 2000 employees. The company enforced a return to the office policy, causing waves of unrest. It soon became evident that their attrition rates were climbing steadily. It echoed the Greenhouse report’s findings: a majority of employees, 76%, would actively seek a new job if flexible work policies were retracted. The underrepresented groups were even more prone to leave, making the situation more daunting.

    At that point, they called me to help as a hybrid work expert that The New York Times called the “Office Whisperer.” We worked on adapting their return-to-office plan, switching it from a top-down mandate to a team-driven approach, focusing on welcoming staff to the office for the sake of collaboration and mentoring. As a result, their attrition rates dropped and the feelings of employees toward the office improved, in line with what the Unispace report suggests.

    In another case study, a large financial services company began noticing employee turnover despite offering competitive salaries and growth opportunities. Upon running an internal survey, they realized that, aside from better compensation and career advancement opportunities, employees were seeking better flexible work policies. This aligned with the Greenhouse and SHED findings, which ranked flexible work policies as a crucial factor influencing job changes. After consulting with me, they adjusted their policies to be more competitive in offering flexibility.

    A late-stage SaaS startup decided to embrace this wave of change. They worked with me to introduce flexible work policies, and the result was almost immediate – they noticed a sharp decrease in employee turnover and an uptick in job applications. Their story echoes the collective message from all three reports: companies must adapt to flexible work policies or risk being swept away.

    Related: Why Empowering Your Hybrid Workers to Co-Create a Winning Return to Office Plan Leads to Longterm Gain

    The brain factor: How cognitive biases play a role

    As we navigate these shifting landscapes of work, we cannot ignore the human elements at play. Like unseen puppeteers, cognitive biases subtly shape our decisions and perceptions. In the context of flexibility and retention, two cognitive biases come into sharp focus: the status quo bias and anchoring bias.

    Imagine a thriving tech startup, successfully operating in a hybrid model during the pandemic. As the world normalized, leadership decided to return to pre-pandemic, in-person work arrangements. However, they faced resistance and an unexpected swell of turnover.

    This situation illustrates the potent influence of the status quo bias. This bias, deeply entrenched in our human psyche, inclines us towards maintaining current states or resisting change. Employees, having tasted the fruits of flexible work, felt averse to relinquishing these newfound freedoms. The Greenhouse report bears testament to this, with 76% of employees open to job hunting if their company rolled back flexible work policies.

    Consider a large financial institution that enforced a full return to office after the pandemic. Many employees, initially attracted by the brand and pay scale, felt disgruntled. The crux of the problem lies in the anchoring bias, which leads us to heavily rely on the first piece of information offered (the ‘anchor’) when making decisions.

    When initially joining the company, the employees were primarily concerned with compensation and job security, the “anchors” in their decision-making process. However, once within the fold, the pandemic caused them to shift their focus to work-life balance and flexibility, as confirmed by both the Greenhouse and SHED reports. Unfortunately, the rigid return-to-office policy made these new anchors seem less attainable, resulting in dissatisfaction and an increased propensity to leave.

    So, as we steer our ships through these tumultuous waters, understanding these cognitive biases can help illuminate our path. Recognizing and accounting for the status quo and anchoring biases can enable us to create a workplace that not only attracts but also retains its employees in this age of flexibility. After all, success in the world of business is as much about understanding people as it is about numbers and strategy.

    Embracing the wave of change

    If there’s one overarching theme resonating from the Greenhouse, SHED, and Unispace reports, it’s this: Companies need to embrace the wave of flexible work policies or risk being left adrift. As we set sail into the future of work, flexibility isn’t just a passing trend; it’s a necessity, the new standard. After all, the key to not just attracting talent, but retaining it, lies in one simple word: flexibility. To ignore it is like trying to run a marathon with one shoe. Possible, perhaps, but far from comfortable or efficient.

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  • Don’t Fall Behind: Adaptive Leadership Tips and Strategies | Entrepreneur

    Don’t Fall Behind: Adaptive Leadership Tips and Strategies | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s ever-changing business landscape, adaptability has become a crucial skill for business leaders. The digital era brings constant innovation and disruption, rendering traditional leadership models inadequate.

    To succeed in this dynamic environment, leaders must embrace adaptive leadership — a transformative approach that enables them to navigate change, foster resilience and drive organizational success. In this article, we’ll explore the concept of adaptive leadership and provide actionable insights supported by research and case studies — all while emphasizing the importance of a people-centered approach.

    Understanding adaptive leadership

    Adaptive leadership is a forward-thinking approach that embraces flexibility, learning and mobilizing people toward a shared purpose. It acknowledges the inherent uncertainty and complexity of the digital era, requiring leaders to develop a deep understanding of the changing landscape and empower their teams to adapt, innovate, and respond effectively to change.

    According to a study conducted by Deloitte, adaptive leadership is essential for managing the challenges posed by rapid technological advancements, shifting market dynamics and evolving consumer preferences. The study emphasizes the need for leaders to develop a flexible mindset and cultivate a culture of resilience in their organizations.

    One popular example of adaptive leadership is the transformation of Airbnb amidst the Covid-19 pandemic. As global travel came to a standstill in 2020, under CEO Brian Chesky’s leadership, Airbnb swiftly modified its business model to meet the changing landscape. The company embraced remote work, prioritized health and safety, and leaned into local experiences.

    This agile response enabled Airbnb to navigate the crisis successfully and identify new growth opportunities. By staying connected with their community, actively listening to customer needs, and quickly adapting their offerings, Airbnb showcased the power of adaptive leadership in overcoming adversity and thriving in a rapidly evolving environment.

    Related: Why an Adaptive Mindset Matters for Entrepreneurs

    Developing leadership agility

    Adaptive leaders must continually develop their own agility as leaders. This involves cultivating a growth mindset and actively seeking opportunities for personal and professional development. Engaging in ongoing learning, attending leadership development programs, and seeking mentorship or coaching are valuable ways to enhance leadership agility. Leaders can effectively navigate complex challenges and inspire their teams to embrace change by continually expanding their knowledge and honing their skills.

    Implementing adaptive leadership

    To implement adaptive leadership effectively, entrepreneurs must lead by example and inspire their teams to embrace innovation and resilience. Strategies such as encouraging a culture of innovation, promoting experimentation and resilience, and leveraging data-driven insights are crucial.

    1. Encouraging a Culture of Innovation: Entrepreneurs should foster an environment that encourages and rewards innovation. By providing space for creative thinking, supporting risk-taking, and fostering a sense of psychological safety, entrepreneurs can empower their teams to generate new ideas, explore uncharted territories, and adapt to changing circumstances. Celebrating and learning from both successes and failures creates a culture where innovation thrives.

    2. Promoting Agility and Experimentation: Adaptive leaders understand the importance of agility and experimentation in the face of rapid change. Encourage your teams to embrace an experimental mindset, where learning from iterative processes and embracing uncertainty is valued. By promoting agility, entrepreneurs can respond swiftly to emerging trends, adjust strategies, and seize new opportunities. This mindset allows organizations to stay ahead of the curve and adapt proactively.

    3. Leveraging Technology and Data-Driven Insights: In the digital era, leveraging technology is crucial for adaptive leadership. Embrace emerging technologies and invest in digital capabilities that enhance business processes, enable better decision-making, and deliver personalized customer experiences. Furthermore, entrepreneurs can harness the power of data analytics to gain insights into customer behavior, identify trends, and make data-driven decisions that ultimately drive growth.

    4. Building Resilient Teams: Adaptive leadership goes beyond individual leaders; it involves building resilient teams that can thrive in dynamic environments. Leaders should create a supportive and inclusive work culture where team members feel empowered and encouraged to take ownership of their work. Promoting open communication, fostering collaboration, and recognizing the contributions of team members are key to building resilient teams. By investing in the growth and well-being of their teams, leaders can create a foundation for adaptability and high performance.

    Related: 20 Ways to Achieve Street Smart Wisdom for Leaders and Entrepreneurs

    Adaptive leadership is essential for entrepreneurs and business leaders in a world of constant change and disruption. By embracing innovation as a driving force, implementing strategies that promote adaptability, and leveraging technology and data-driven insights, entrepreneurs can position their organizations for success in the digital age. Airbnb’s transformation amidst the COVID-19 pandemic exemplifies the power of adaptive leadership in navigating challenges, identifying new opportunities, and fostering resilience. By embodying adaptive leadership principles and cultivating a people-centered approach, entrepreneurs can thrive in uncertainty and lead their organizations to new heights.

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    Ryan McGrath

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  • How New Businesses Can Take Advantage of the Future of Work | Entrepreneur

    How New Businesses Can Take Advantage of the Future of Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The future of work we have all been waiting for came faster than we expected, completely reshaping how to start and run businesses. Enterprises and established businesses are currently struggling to rethink their offices and company culture as the human cloud and hybrid work models come into greater demand. Unfortunately, traditional organizational structures and 9-5 work cultures are difficult to break free from when they’ve been how the company operates for years.

    New businesses aren’t burdened by any existing, outdated processes and policies that can limit growth and productivity in the future of work. Today’s entrepreneurs and startup founders have the ability to organize their business from the ground up to take full advantage of the benefits of the future of work.

    So, if you were starting a new business designed for the future of work, what would it look like?

    Related: 4 Things for Employers to Consider About the Future of Work

    Incorporate distributed teams into your organizational chart

    Traditional companies have an established, top-down org structure, and any freelance, contract or gig workers are considered “other” or outside the organization. This structure isn’t viable in an era where the workforce is becoming increasingly freelance, contract, remote, fluid and distributed.

    Apart from showing each employee’s job and who is accountable to whom, a startup’s organizational structure streamlines the flow of communication and information from the company’s leadership to all workers and team members. The future of work demands a more flexible and inclusive organizational structure, bringing on board a fragmented workforce while fully addressing the roles and communication channels available between the organization and its team members working outside the company. Remote and distributed workers can help meet your company’s needs when their employer meets their expectations and fulfills their psychological needs of belonging and recognition.

    Adopt a non-linear chain of work

    When developing the org chart, you should also allow for more decentralized decision-making instead of a traditional hierarchy. As the work model gradually adopts the new concept of employment, startups and budding entrepreneurs must move away from the traditional top-down management structure and adopt a non-linear or decentralized business model. Top-down, linear management slows down the pace of work and limits the potential for team members to contribute innovative ideas.

    Decentralized decision-making will be particularly valuable as you embrace outsourcing and allow for the expertise of people outside the organization to be added to the conversation.

    Related: 4 Reasons Decentralized Business Management Is Booming

    Embrace outsourcing

    As companies look to innovate at scale, outsourcing software development and leveraging staff augmentation have become increasingly common. In fact, having a large in-house team isn’t really necessary at all in the future of work.

    Outsourcing development to distributed teams allows your company to stay lean while rapidly responding to the latest tech opportunities. By comparison, traditional companies that expanded their tech staff in the past several years are now being forced to downsize their teams as the overall market and tech landscape changes. In addition to avoiding the costs of constantly scaling up and down to meet your current needs, outsourcing provides access to expert software teams that can improve the speed and quality of your development cycles.

    Consider remote and asynchronous work

    The future of work increases the chances that you will end up hiring across international borders, as data from the Remote Workforce Report 2023 shows 44% of firms are increasing cross-border hiring. To fully enjoy benefits like greater productivity and higher retention rates, you’ll need to create corresponding distributed processes for your teams in different time zones and geographical locations that must work together to deliver results despite not sharing common office spaces.

    A change in the work environment demands a corresponding operational change to maximize efficiency and productivity; you may want to implement asynchronous processes instead of traditional ones. With remote teams, work will not be happening in the same place at the same time; you must establish async communication and coordination processes for remote workers because the future of work means work can happen in different places at different times. Going async from the start means workers don’t have to be online simultaneously, as they can work autonomously and still deliver expected outcomes.

    Related: How to Be a Truly Asynchronous Workplace

    Create workflows for distributed teams

    A recent study found that 72% of the polled workers wouldn’t consider accepting offers from companies that didn’t offer flexible work options, as they preferred a better work-life balance. As the future of work provides prospects for workers to operate from the most exotic places, you should future-proof your new startup by creating a workflow for your remote teams that makes work-related communication easy to increase productivity.

    Make plans for implementing clear and visible workflows showing how team members and managers collaborate to reap the benefits of remote working. A tailor-made workflow is a tool that will make it possible for your managers to track all tasks and focus on high-value tasks. More visibility, such as seeing teammates’ conversations on dealing with work-related obstacles, will help others learn lessons and avoid repeating the same conversations all over, thereby enhancing efficiency and creating better teamwork.

    Large organizations worldwide are already implementing new ways to stay ahead of the competition. Luckily, entrepreneurs have an advantage because they can design a business perfectly organized to take advantage of the future of work. As businesses rely on outsourcing, asynchronous work and distributed teams, the organizations that are best able to support these new structures will see the most success.

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    Cory Hymel

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  • Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

    Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In just seven years, we will face a global worker shortage of 85 million people, according to the 2023 Workforce Trends ManPower Group report. That means there will be major shifts in the power balance between employees and employers. Traditional employers with a command and control leadership style will have less power as power shifts more to employees.

    With increased power over employees, expectations are shifting. Consider these statistics:

    • 31% of current workers would take another role in the next month if it offered a better blend of work and lifestyle.
    • 68% of Gen Z workers are not satisfied with their organization’s progress in creating a diverse and inclusive work environment and 56% would not accept a role without diverse leadership.
    • More workers think that the ability to collaborate (83%), solve problems (82%) and be trustworthy (82%) are more important to do their job well than simply being a high producer (76%).
    • 57% of employees are already pursuing training outside of work, because company training programs don’t teach them relevant skills.
    • 75% of investors say companies should address ESG (environmental, social and governance) issues, even if doing so reduces short-term profitability (diversity, equity and inclusion fit in the “S”).

    To address these growing macro trends, organizations need to:

    • Model and reinforce workplace flexibility — especially senior leadership).
    • Objectively measure employee performance (a.k.a. behaviors + results).
    • Proactively address ESG social issues before it is mandated.

    Related: How to Balance Employee Happiness and Business Expectations

    1. Model and reinforce workplace flexibility — especially senior leadership

    Considering nearly one-third of workers would leave their roles immediately for better work-life integration, this signals a growing expectation for authentic flexibility. No longer a nice to have, it is a must-have for workers. More traditional cultures have been slow to change, expecting employees to return post-pandemic to the status quo. Rather than retreat to past notions of workplace expectations, this is an opportunity to shift to meet shifting employee expectations. People are looking to leaders to not just say flexibility is important but to model it through their own actions. As leaders work remotely and take time off, employees feel safer doing so as well.

    Here are some unconventional ways leadership can promote flexibility (Note: For front-line workers, virtual work may not be a possibility and flexibility can be more constrained):

    • Host a workplace offsite at a remote location where employees can bring their families, mixing work and life in a relaxed environment.
    • Set expectations for in-person days in the office environment. Consider maybe one or two designated days per week that your employees are expected to be physically present, and working from home the remainder of the days.
    • Be clear about holiday observances cross-culturally. Be cognizant of holiday celebrations and out-of-office obligations.
    • Talk to team members about their travel interests or family visits, encouraging them to work from other locations if they can and want to during less busy times.

    2. Objectively measure employee performance (behaviors + results)

    Subjective criteria invite bias into the performance management process. More often, inclusive behavior is just as important as the ability to get results. If your employees are getting results with exclusionary behavior, they need to be held accountable for these behaviors as well — trust, collaboration and problem-solving skills. Increasingly, toxic workplace behavior is a key reason for employees self-selecting out organizations. If you tolerate toxic behavior because the person is getting results, it’s the same as saying toxic workplace behavior is acceptable.

    Consider adding competencies to the performance management process to ensure people are not only getting the results but they’re being held accountable for their behavior. Competencies like communication, leadership, empathy and vulnerability are highly correlated with healthy workplace cultures. What gets measured and gets done. When people are held accountable for their behavior, the culture shifts.

    Related: Employees Only Meet Expectations When They Know What’s Expected

    3. Proactively address ESG social issues — before it’s mandated

    Europe’s expected mandate of ESG reporting will affect any organization that does business in Europe. Rather than having to react once enacted, it’s important to proactively prepare. Because diversity, equity and inclusion (DEI) are a part of the social component of ESG, organizations will be expected to report on DEI activities and representation numbers. Investors, customers and employees alike are asking how organizations are contributing to positive social change. As the power continues to shift to employees, expect this question to be asked more often, realizing future consumers and employees are voting with their dollars and employment decisions. People want to work with organizations that are creating social good.

    Case study

    A Fortune 25 client of ours in the financial services industry realized this shift in employee power. Instead of maintaining the status quo, they decided to develop a program that responded to changing employee needs. They built a nine-month Men as Allies program with a curriculum to support learning on flexibility, inclusive leadership skills and how to effectively mentor and sponsor people different from themselves. The result was a boost in year-over-year membership growth of 30% for women and 40% for men as allies. Promotion rates and retention for women in the program increased as well.

    With a growing disconnect in workplace expectations, it’s important that organizations realize that the workplace needs to change, not the employees. By modeling flexibility, measuring employee performance and anticipating ESG expectations, we can meet employees where they are and create more inclusive workplaces where all people feel seen, heard and feel like they belong.

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    Julie Kratz

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  • An Entertainment/Events Industry Vet’s 3 Pillars of Success | Entrepreneur

    An Entertainment/Events Industry Vet’s 3 Pillars of Success | Entrepreneur

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    After four decades of triumph in the entertainment, media and events industries, as well as a few slings and arrows, J. B. Miller finds himself more ambitious and optimistic than ever about the success potential for events and other experiential storytelling to drive growth, progress and change. President and CEO of Empire Entertainment, he is an Emmy Award-winning executive producer who has created, produced and overseen the production of thousands of major corporate, nonprofit and private events for clients like Google, Time, Microsoft, The Walt Disney Company, Samsung, SONY, American Express and Viacom.

    Related: 3 Books to Help Business Leaders Discover Innovation and Growth

    We grabbed a rare moment of free time in Miller’s schedule to ask about some defining aspects of success and endurance. Here, in his words, are the most pivotal.

    1. Stay curious about everything

    I have found that there’s a huge value and a certain joy to remaining curious about the world. I enjoy reading and consuming news and information from a wide variety of sources. This not only helps me stay current and up to date on new ideas and influences but also cultivates an evolutionary mindset, as well as discipline. Being constantly immersed in what is new and next and taking pleasure in attaining new knowledge helps me and my team be more confident in going outside of accustomed zones. With familiarity comes comfort — and when you get out of your comfort zone, you’re able to break new ground, try new things, challenge yourself and do old things in new ways with new collaborators. Curiosity is a cornerstone of growth.

    Related: Curiosity Didn’t Kill the Cat! How Curious Leaders Keep Your Business Agile.

    2. Acknowledge that karma is real

    People think that when you’re busy, you have to cut out extraneous activity and focus on profit and progress. I have found that being generous with time and attention, doing favors when there’s no immediately apparent quid pro quo, greenlighting things you might otherwise pass on, giving people a shot and just being nice to them — whether they are in a position to help you or not — yields enormous returns. Small acts of goodwill often give rise to unexpected benefits. So, do favors, and enjoy doing them without any expectation of return; you may find that the world returns them regardless.

    Related: This High-Flying Sports Agent Recently Closed the Largest Deal in Red Sox History. Here Are His Top 2 Success Tips.

    3. Cultivate a database reservoir: become a learning organization

    I am a compulsive collector of information and love to create systems that help me recall and leverage it in my work. Throughout my professional career, I have built databases of contacts, resources, useful documents, discoveries and processes — and have put them to work in active, relational databases that allow me and my team the benefit of an ever-increasing knowledge base. Today, we apply these troves of resources and contacts in ways I never could have imagined, and that’s the point: You never know what or who you are going to need until a need arises. When it does, it’s magic to be able to deploy a critical mass of resources.

    Related: Rethinking Database Management: From Legacy To Decentralized Database Solutions

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    Robert Tuchman

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  • 4 Ways M&A Can Transform Your Company | Entrepreneur

    4 Ways M&A Can Transform Your Company | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Not all mergers and acquisitions (M&A) end well. In fact, 70-90% fail, primarily because of an inability to identify appropriate fits for acquisition or the best ways to integrate them.

    Maybe this is why we hear such horror stories: A corporate takeover where people from the acquired company wait for the other shoe to drop. I understand that perspective. One company takes over another and holds its employees’ livelihoods in its hands — their careers, culture and security— with a high risk of failure.

    But I also know how being acquired by another company can result in amazing outcomes for professional growth. I am a living example of that.

    Over the last couple of years, my company acquired a series of companies in different regions to accelerate our growth, each with its client portfolio, industry expertise and merger timelines. Integrations have many moving parts but are rich with learning opportunities for the next integration. My experience on both sides of M&A has taught me that each company must deeply understand the other company’s values, culture and decision hierarchy. Just as important are the people who are part of the integration team. Those “in the kitchen” need to be open to building trust as soon as possible to ensure the integration goes as smoothly as possible.

    Related: Why Prioritizing Company Culture Is the Key to a Successful Acquisition

    1. Align values

    I joined CI&T six years ago when they acquired my company. I was the HR Director for a small ad agency with many clients in financial services. We had been courted over the years by companies interested in acquiring us, but they were not the right fit as they were more interested in our client relationships than our people. Our CEO believed in putting our people first, and it was important to him that I be close to those conversations.

    When we met CI&T, they were intriguing — even though they were headquartered in a different country. They instantly blew us away with their realness, honesty and transparency. We felt their values in every interaction and could tell that joining them would improve us.

    Related: Are You a Leader Loyal to Your Values? Here’s How to Align Your Leadership Style With Your Values

    2. Transparent communication

    Communication is how we keep everyone aligned and involved. We have a meeting every Wednesday with each acquired company led by the integration leader from “their side” to provide updates on progress on various fronts — such as the integration timeline, brand, benefits, new swag, etc. On “our side,” we give shoutouts to people who have been instrumental “in the kitchen.”

    Even if the news is the same as the week before, we affirm things are on track, and if things are delayed, we explain the dependencies. If we are waiting on something, we simply say so. We aim to ensure people are in the know every step of the way. Total transparency is key.

    Related: This Unique Leadership Model Will Transform Your Business and Ensure Success

    3. Understand culture

    Understanding a company’s values takes more than a motto — we need to understand the lived behaviors that reinforce the values that make up the culture daily. How do they hire, reward and recognize people? How do they make decisions? What programs or rituals reinforce them? Where are they on a Friday afternoon? If they say they promote from within, what’s their average tenure? How do they celebrate people and milestones? What’s the banter on their internal chat channels? What are their D&I metrics? Who’s on their leadership team? What is their T&D budget?

    In most M&A due diligence, many processes overlook corporate culture. It’s understandable: Culture isn’t seen on paper, and CEOs of acquired companies may not describe it objectively. Let’s face it — they are not the ones to ask. But not understanding the other company’s culture makes it easy to get wrong. Like dating the wrong person — those little things we ignore early on turn into bigger deals in time. Before too long, we can’t get past what we used to overlook.

    Not to say both cultures need to be identical for M&A success, but we should understand the differences and how to address them intentionally. For example, At CI&T, our culture is a learning environment, which means we bring many people to our meetings on a day-to-day basis so they can listen and learn. It’s not unusual for a meeting to have over ten people, but only half actively contributing.

    At first, this confused one of our acquired companies. Their hiring philosophy was to hire only experts and bring the necessary people to meetings. When we explained our culture, we decided together which meetings would have more bandwidth for our approach. Yes, we discussed and agreed together on how to integrate their approach with ours. Flexibility to change is a good sign of a smooth transition.

    Related: 7 Deadly Sins of Merger and Acquisition Negotiations

    4. Bring in the right people

    Understanding a company’s values and cultural differences from the beginning makes it easier to put together the right communications plan and approach an integration. Including the right people must be more than an afterthought. They should be an integral part of the M&A process.

    HR often has a better touch on the pulse of an acquired company’s people and can provide a more realistic and objective picture of its values and culture. Ideally, the HR leaders from both sides are willing to “get real” real quick.

    Perhaps many M&A efforts fail because understanding deeper aspects of a company, like values and culture, requires the right people involved — not business people, not salespeople, but “people” people. Even on the acquiring end, HR has a role to play in upfront discussions — even more for me as an acquired employee who has found success in my new role. I can assure new acquisitions, “Hey, you can trust these people.” I’ll be honest that the process won’t be easy, but these are good people and working through those challenges together makes us all the better.

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    Victoria Maitland

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  • 3 Ways to Meet the Needs of a Divergent Workforce

    3 Ways to Meet the Needs of a Divergent Workforce

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    Opinions expressed by Entrepreneur contributors are their own.

    Mental health, well-being and stress management will rise to priority status as workers demand a work-life balance. This is good news for disabled employees, but how will business leaders rise to meet this need? Executives will work harder than ever to create a more inclusive, welcoming, and accommodating environment to attract and retain these creative and productive workers. Learning to listen, communicate effectively and make changes in how teams work together can go a long way in creating an environment where everyone feels safe and respected.

    Rather than a “sink or swim” approach, leadership can meet workers where they are. This is where a business leader with a limitation can use intuition, see areas for improvement and change the dynamic in the workplace so that needs are understood and met. Business leaders should focus on three main areas to meet the needs of a divergent workforce.

    1. Empathy

    When a worker with a limitation applies for a job in the business world, they often fear the staff will not accept them. They are often worried they will not be heard if they ask for an accommodation. They may be concerned that what seems easy for everyone else will be difficult — or impossible — for them. Empathy is the quality of compassion that allows us to feel what it might be like to be in someone else’s shoes. It is the action-oriented part of compassion.

    It’s not about the number of divergent employees a company has on the roster; it’s about the employee work experience. Executives can show they are aware of the unique needs of the staff and are willing to meet those needs. Managing with empathy means understanding that someone in the office or on the other end of a remote call might have a disability or a limitation they are unwilling to share. It means taking the time to get to know the staff member on a more personal level and responding to their needs in a meaningful, timely way.

    Related: Why Empathetic Leadership Is More Important Than Ever

    Being open about diverse abilities begins with the company website, the company’s reputation on the web and the interview process. From the beginning, a potential candidate with a limitation can tell whether a company will be open to discussing their needs, the accommodations that might be required, and the way a limitation might change aspects of the work experience. A leader with a disability intuitively asks the right questions. Does a new employee need to communicate differently than other employees? What about physically navigating the building? How can the team best work with a staff member’s condition?

    For executives without disabilities, learning to be open and accepting of workers with limitations, striving to communicate more effectively and helping staff members feel safe will benefit not only disabled workers but will also improve the work experience for everyone.

    As an executive, you may feel uncomfortable asking questions or looking for feedback from disabled employees. The truth is that empathy is as uncomplicated as being a good listener, a good observer and a good mentor. When you create a culture that celebrates workers’ contributions with limitations, they may open up about their needs. An employee with dyslexia might need a team member to enter data on an excel sheet. A staff member with PTSD might have to schedule telehealth visits on breaks. If these workers are hiding their needs from you, the cost can be overwhelming stress for them. The company’s stakes are also high: rising turnover, absenteeism and low productivity.

    Related: 5 Ways Employees With Disabilities Help Maximize a Company’s Growth

    2. Accessibility

    A business leader with a disability has the edge when it comes to creating an environment that is equally accessible for everyone. Chances are that a wheelchair-bound executive has circled the parking lot looking for a ramp or dealt with oncoming traffic in a parking garage attempting to make it to the elevator. A legally blind business leader has experienced more than a few meetings where important information was presented only on PowerPoint. If you are an executive without a disability, you may have never considered how many potential candidates might have found your building or information inaccessible; they may have made it to the parking lot, quietly leaving without pointing out how their lack of access left them feeling helpless and excluded.

    A leader with a limitation will look at the corporate space from a perspective of challenge. A disabled executive will ask, “What hurdles will a disabled person meet attempting to work here?

    Do your meeting spaces accommodate divergent needs? Ramps, elevators, the width of doors and aisles between desks, lighting and closed-captioning are just the beginning. If an employee with anxiety issues needs a peaceful place to calm down, or if a worker needs to keep moving to improve chronic pain, is there a place for them to go? What about transportation? Could the company offer a car service or a monthly stipend to cover a ride share?

    However, it isn’t just about disabled staff. The need for accommodations can arise at any time. Workers without disabilities can break limbs, have painful surgeries, be wheelchair-bound or use crutches. Leaders can anticipate how the workspace might become a burden for staff and make adjustments.

    Beyond the physical environment, corporate heads can embrace technology to assist divergent employees in reaching their potential. Technology has moved beyond closed captioning and voice accessibility. Consider how you can make technology more accessible for your staff. A simple solution might be making transcriptions of meetings. These could be emailed out to staff, including those who are hearing impaired.

    Some apps allow people to take pictures and have documents read to them. There are apps that magnify text for those with impaired vision. Young engineers are working with AI to create more effective communication between the hearing impaired and people without that limitation. Executives can fund training and innovations that meet employees’ needs. Both staff and business leaders will be challenged to find different ways of doing things, working together to find solutions so that everyone can be more productive. Simply delivering material and information in a variety of ways will enable everyone to have better access.

    Related: Employers Need Workers. Now They’re Realizing The Untapped Talent of These People.

    3. Team building

    Even if business leaders grow in their understanding of divergent staff, the next step is even more critical: Management can bring employees together to learn from one another. If staff members hide in cubicles or a remote office without fellowship, mutual understanding can’t occur. One of the most innovative ways to find common ground in the workplace is to use team-building exercises.

    What if the office meeting wasn’t just the usual grind? What if part of that time was spent on team building? This can be done online or in the office. A manager can help staff clarify the team and individual goals. Employees can share their hopes or their vision for their lives. Leaders can go around the room, asking the same question, such as, “What are you most proud of?”

    Another option is to bring in a corporate trainer to build synergy. This can be done across departmental lines to bring a fresh perspective. Trainers may give the teams “assignments,” such as a project to complete, a problem that needs solving, or a set of tasks that force them to rely on each other and pull their own weight. Members of the team are pushed out of their comfort zone. They learn how to accommodate diverse abilities in their group using resourcefulness, recognizing strengths and weaknesses, and filling in the gaps when needed.

    A corporate retreat is a chance to get workers out of the office and into an environment where they can open up and share things they wouldn’t ordinarily reveal in an office setting. Staff members can relax, share their fears, and get vulnerable. Whether the retreat lasts a couple of days or a week, they can get to know each other. After a retreat, employees often feel they have gained trust, respect, and a sense of purpose where they work. They may feel they have a better grip on leveraging their team and workplace’s diverse abilities.

    Final thoughts

    An executive with a disability may have the edge in anticipating the needs of staff members with diverse abilities; however, leaders without limitations can find ways to maximize the potential in all staff members by making empathy, accessibility, and team-building a part of the corporate culture. Celebrating your team’s unique skills while working to meet their individual needs will create the kind of environment where the most talented candidates will thrive.

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    Nancy Solari

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  • How to Get Comfortable With Change and Build It Into the Foundation of Your Business

    How to Get Comfortable With Change and Build It Into the Foundation of Your Business

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    Opinions expressed by Entrepreneur contributors are their own.

    Life in business is a never-ending series of ebbs and flows. The moment we learn to surf one wave, conditions change and we must paddle furiously to catch the next.

    Change is a constant, not a single passing event. As leaders, we need to prepare accordingly. No matter how high the swells or how many times we get knocked off the board, we can’t afford to take our eyes off the wave we’re on or those looming on the horizon. Great change leaders know how to live in the present and the future, they know when it is and isn’t appropriate to implement change, and lastly, they know how to embed change resilience into their organizations.

    Related: How to Become the Change-Enforcing Leader Every Company Needs to Scale

    Stay laser-focused on the now, but live in the future

    To be effective, leaders must learn how to distribute their focus between the present and the future. They need to be able to pour everything they have into the work at hand without losing sight of future goals and potential roadblocks. Every new CEO I’ve coached describes this duality as one of the most unnatural yet vital muscles to develop.

    Success requires aiming for the best-case scenario but preparing for the worst. This ability is crucial during times of crisis, distress or macroeconomic headwinds. When you’re prepared for anything that might happen tomorrow, you can focus intently on the work that needs to happen today.

    How to know it is time to change

    It can be tricky to identify when you need to make a change or what that change should even be. Balancing the evolutionary mandate for change with the human need for stability is paradoxical. If you change too much and too fast, your customer may lose track of your core identity. If you change too cautiously and too slowly, your customer may deem you irrelevant. Sometimes leaders can become so accustomed to change that they reflexively make changes without adequately assessing the situation.

    A leader I recently worked with wanted to blow up a well-constructed organizational design only a year and a half after implementing it. Had the leader not paused to assess, she wouldn’t have realized that the root cause of her frustration was competitive behaviors between divisions rather than the structure itself. As such, the most important thing a leader can do is take a metaphorical breath and do a proper assessment.

    While there isn’t a playbook that outlines all the reasons to change, there are some common indicators that, if present, should put leaders on alert. Here are three important ones:

    1. Growth has stagnated

    This is an area in which leaders must be vigilant and proactive — if you allow your growth to slow without intervention, you risk falling behind, sometimes never being able to catch up. That said, a business’s growth could stagnate for various reasons, and leaders shouldn’t jump to conclusions and rush to overhaul their entire company due to one slow month. Know that your “spidey sense” or CEO intuition is not enough. Check in with employees, pulse customers and utilize data to diagnose your market. Whatever surfaces from your analysis, if it is significant and within your control to change, you need to pounce on it.

    2. You see negative attitudes and behaviors

    There is no such thing as perfect or bad behavior. Negative attitudes will always pop up, but when those behaviors and attitudes take on a more regular presence, it’s clear that something is wrong. It could be as simple as a toxic employee or group of employees undermining the business. What happens if attitudes and behaviors become pervasively negative? There’s rarely a quick fix, but the change mandate is quite urgent because you have a cultural issue. Just as culture takes time to build or unravel, your intervention must be realistically phased over time and highly intentional.

    3. When disruptive threats emerge

    Competition can be healthy, pushing all to grow and expand their offerings. However, if you have diagnosed a threat beyond mere competition, this is a time for intensive thinking and bold action. Consider Facebook’s adaptation to Meta. After facing brand-damaging internal leaks, intense scrutiny from the public and a huge blow to their advertising business due to changes in Apple’s privacy practices, they rebranded to the name Meta and pivoted their long-term strategy to the Metaverse.

    Related: 5 Key Ingredients to Become a Successful Change Leader (and Home Baker)

    Build change into the system

    People crave stability in the workplace, so how can leaders create a culture that prepares employees to adapt and change as needed?

    A willingness to adapt begins with a strong foundation. Communicate your company’s mission, priorities and vision for the future with all employees. When your company’s purpose is clear, employees feel at ease knowing the foundation from which all change stems and can trust it is not arbitrary. Furthermore, they can quickly identify when something is not aligned with priorities and needs to be adjusted.

    From this foundation, create space for reflection, dialogue and learning. Bring in new perspectives and encourage (and fund, if possible) employee learning. Meet frequently to discuss your priorities, goals and visions for the future, ensuring all are in alignment and adjusting as new information comes in. At my company, we assess our business quarterly through board meetings and team-wide retrospectives. My executive team also meets annually for a team offsite to determine our strategy and ensure we are all aligned on priorities for the coming year.

    Related: How to Be an Adaptable Leader and Use Change to Your Advantage

    Strengthen your muscle for change

    Don’t let a day go by without asking if there is anything you need to change. What is your core focus, and what should you prioritize? Are there any future roadblocks you’re not yet seeing? Learning to balance these conflicting needs all at once is challenging — straddling the present and future requires immense cognitive and emotional energy. Yet, when you’ve navigated those waves and smoothly glided to the shore, I don’t think you’ll regret those aching muscles. You might turn around, ready and eager to get right back out there.

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    Jonathan Kirschner

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  • 10 Horror Movie Characters That Teach Entrepreneurship Skills

    10 Horror Movie Characters That Teach Entrepreneurship Skills

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    Opinions expressed by Entrepreneur contributors are their own.

    The name of my business is Hollywood Sensation Jewelry, which means I don’t just love glamour, I love movies too! Now it’s Halloween season, putting many of us in the mood for a spine-chilling movie starring a hero we can cheer for or a villain to hate as they demonstrate valuable skills in entrepreneurship! Yes, there are many lessons we can learn from some of our favorite horror movie characters. So, kick back with your favorite movie-time snack (make mine chocolate-covered raisins, please), and grab a pillow to hide behind. Prepare yourself to be scared successful!

    Here’s how these famous movie icons get the job done:

    Sticking to it and making it work

    Jason Vorhees (Friday the 13th Part 2, 1981, etc.) and Michael Meyers (Halloween, 1979, etc.).

    Mr. Vorhees and Mr. Meyers have two important traits to teach us: persistence and flexibility. These two goal-oriented, do-it-yourselfers won’t be stopped from achieving their aims, regardless of what obstacles are put in their path. If anything, they seem to enjoy challenges, preferring to see them as learning experiences. When they start a project, they don’t stop until the work is done, no matter how often they are delayed. And their flexibility is unparalleled! Both self-employed gents work effectively in any environment (small towns, campgrounds, outer space, the underworld) because they know their craft so well that they can switch mediums easily while still producing reliable results.

    Related: 5 Ways to Master the Persistence That Makes a Great Entrepreneur

    Carving out a new niche

    Freddy Krueger (A Nightmare on Elm Street, 1985, etc.)

    Back in the 1980s, in a full industry that didn’t seem to have room for yet another artiste of his flavor, Freddy carved a new niche by dealing with his clientele in their sleep. This move made meetings easier for him and set him apart as the “one guy” who could take care of business during the wee hours. That’s a real time-saver, and people noticed. By taking this step, Mr. Krueger broke new ground and ensured he had repeat business for decades.

    Related: Your Halloween Candy Will Be Smaller This Year (And Not Just Because of Inflation)

    Being the best at what you do

    Father Merrin (The Exorcist, 1973).

    Father Merrin sets the standard by being an established expert in his field. A position he has attained by becoming a vetted, certified thought leader whose opinion and skills are highly sought by people — including celebrity clientele. When a devilish problem requires only the most qualified professional, he’s the one to contact. Nobody is better at handling demanding clients. He even makes house calls.

    Making a career switch when the time is right

    Hannibal Lecter (The Silence of the Lambs, 1991).

    After his lucrative career as a medical professional, Dr. Lecter becomes a part-time consultant for the FBI from a small, underground office. He is a prime example of a midlife career change, moving from a rewarding but stressful and time-consuming career in medical psychiatry to a freelancing job where he can relax and pursue his interests. Now he takes only the cases he chooses to work on while enjoying hobbies like cooking and travel.

    Balancing life when working from home

    Jack Torrance (The Shining, 1980).

    Jack agrees to spend the winter as the caretaker for an isolated hotel, a job he takes pretty seriously. However, when working from home, it’s essential for your health and happiness to have downtime. Without the traditional job “markers” of a commute, or an office, at-home workers can feel they never get a break. Jack knows that when your home is also your office, it is important to spend time with the family, enjoy the outdoors, and make new friends. Remember Jack’s motto, “All work and no play makes Jack a dull boy.”

    Pivoting business when times get tough

    Norman Bates (Psycho, 1960).

    Norman runs his family’s motel, but business hasn’t been so great since the highway moved. How does Norman deal with being “off the beaten path?” By introducing specialized services that guests can find nowhere else, ensuring that clients are well looked after. Norman makes his motel so unusual that soon, people are actively seeking him out and can’t stop asking questions!

    Breaking away from the pack

    Victor Frankenstein (Frankenstein, 1931).

    There’s much to admire in an inventor who chooses their own path, saying, “maybe we can do better than the way it’s ‘always been done before.’” When Dr. Frankenstein’s colleagues refuse to think outside the box, misunderstanding his project, they discourage him from venturing into promising new territory. Never mind; this brave doctor takes matters into his own hands. He opens a private laboratory, does his own research and development, and gets results that have crowds raving.

    Making your customer experience unforgettable

    Annie Wilkes (Misery, 1990).

    The name of the game for Ms. Wilkes is customer service. As one of the first to discover the passive income boom of the Airbnb industry, she has only one guest at a time in her spare bedroom. Still, she devotes all of her attention to him, ensuring that his stay will be long and memorable. In an era where customer reviews and word-of-mouth mean everything, her name and reputation precede her.

    Working with the environment in mind

    Leatherface (and family) (the Texas Chainsaw Massacre, 1974).

    Let’s hear it for farm-to-table, family-run businesses! The entrepreneurial spirit is alive and well in this crafting family, with several generations working together on their sustainable homesteading project. They were downsizing before it was cool and barely leaving a carbon footprint, except for a little bit of chainsaw gasoline.

    Now take a page from their scripts

    As you move forward with your entrepreneurial plans, remember that many of your favorite movie characters can inspire you through even the tough times. There are plenty more great entrepreneurial examples in horror cinema: the alien (Alien, 1979) who learns to grow, adapt, and take charge in a foreign setting; Chucky (Child’s Play, 1988), who didn’t let his small start-up size discourage him; or Jigsaw (Saw, 2004), who has an incredible grasp on branding. Follow the example of these go-getters, and I’m sure you’ll be ready to take on the most difficult challenges!

    Related: Jeffrey Dahmer-Inspired Halloween Costumes Banned at eBay Amid Netflix Series Backlash

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    Mary Hood

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  • 4 Ways To Create and Sustain A Recession-Proof Business

    4 Ways To Create and Sustain A Recession-Proof Business

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    Opinions expressed by Entrepreneur contributors are their own.

    Being a boss is hard, and it can elicit overwhelm and stress daily. This overwhelm is exacerbated when economic instability is looming. If you are an entrepreneur (in good times), you understand the map to success is stitched together with rejection, innovation and inspiration. My tenure as a business consultant and coach has given me an eagle-eye view of the fumbles and missteps of emerging talent. Let’s peek behind the curtain, which offers a glimpse into entrepreneurs‘ biggest enemies.

    The enemies of entrepreneurship are aligning energies with promises of instant gratification, the inability to build relationships, and a hyper-focus on the bottom line. The words “easy” and “instant” are nowhere in the definition of entrepreneurship. Most importantly, in times of flux, the foundation of business building is consistency.

    I see entrepreneurs who are brainwashed by the glorious algorithms of social media. Many entrepreneurs believe that TikTok and Instagram are their paths to riches and fame. I have walked with brilliant small business owners who focus on the bottom line and fail to understand the power of relationships. And I have been privy to the wave of overwhelm when business owners are faced with rejection. The energy that we align ourselves with is a make-or-break deal. And when we attempt to elevate our business to the next level alone, we are often banished to an island of stagnancy.

    Related: How to Recession-Proof Your Business

    Flexibility is the key to being recession-proof

    Experiencing fluctuations as a business is a norm. Adaptability is the cornerstone of an agile company that can withstand blips on the radar and experience steady growth. With the recession looming and the stock market volatility on the tips of everyone’s tongues, it is time to think outside the box and become recession-proof.

    When challenges are lobbed at us, it is often an innate response to turn inward, spend less money, and recoil from opportunity. Many entrepreneurs hunker down and wait for the juicy markets of yesteryear. I learned the lesson of reacting to spikes in global instability the hard way. When the pandemic ebbed its way into global consciousness, my immediate response was to go into overdrive. I amped up marketing strategies with phronetic energy. I did this because I connected with the news media’s deafening cadence, which proclaimed imminent economic doom. I attached my energy to the panic — and went into overdrive. This frantic attempt at trying to stay relevant led to burnout.

    When I took a step back to analyze my value proposition during an economic downturn, I recognized that my services could align in a new way with the new needs of potential clients. It is imperative to understand the needs of potential clients, no matter the economic or social climate. For example, if you are a coach or consultant, you must have your finger on the pulse of what your people need from you now.

    Staying stagnant in your brand messaging is perhaps the worst path for any entrepreneur. Being relevant, flexible and understanding your value in times of calamity can be your biggest strength. To become recession-proof, you must audit the fluctuations of your clients’ most significant needs. A savvy entrepreneur will adjust and fulfill their client’s new needs.

    Asking for help is a strength

    One of my most successful clients, who has withstood the fluctuations of an ever-changing market, recognized that she must be proactive in her success. Mika Altidor, the founder of the acclaimed vegan bakery, V&M Bakery, knew instinctively that the pandemic could be the downfall of her restaurant business. With a fail rate of 80%, many restaurants folded under pandemic pressure. Altidor knew she could not transition this wave by herself. The pandemic forced a significant shift in the restauranteur paradigm, and Altidor reached out to a coach and the expertise of mentors on Score.Org.

    Altidor firmly grasped the guidance and mentorship of her team and recalibrated her approach to serving delicious food to the masses. She wrote a cookbook, teamed up with local restaurants, and commanded a collective powerhouse in her local area.

    Related: 6 Proven Business Marketing Strategies to Grow During a Recession

    Join a community

    To be a recession-proof business, you must lock arms with individuals navigating the same space. Joining a networking community or mastermind group that is adequately moderated can groom your business’ growth. Professional communities are incubators for innovation, fresh ideas and new connections. There is an abundance of communities on LinkedIn that offer advice and networking that can change the trajectory of your business.

    Often entrepreneurs are offered the illusion that working harder will increase their returns. Yet, the truth is that working smarter and surrounding yourself with people who have traversed your journey successfully is the most ingenious way to elevate your business plan.

    Take a glance at your original business plan and make modifications. Modifying your original game plan is the only way to survive the turbulence.

    Related: 9 Smart Ways to Recession-Proof Your Business (Fast)

    Stop chasing shiny objects

    To be a victor in the recession, you must stop chasing shiny objects. Shiny object syndrome is defined as the insatiable desire to follow the newest trends in the hopes of attracting undue attention. Chasing fads and trends is only a temporary band-aid on entrepreneurs’ wounds. All businesses’ tried and true foundations are built on creating sustainable relationships that stand the test of time.

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    Julie Lokun, JD

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  • What is Resilience and Why is it Vital to Your Success?

    What is Resilience and Why is it Vital to Your Success?

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    Resilience is the ability to adapt successfully and recover from challenging life experiences. It is the ability to endure adversity and grow despite challenges. Resiliency doesn’t mean there won’t be setbacks, but it’s the strength and will to continue through pain. Take the COVID-19 pandemic as an example. Many people showed resilience by finding means to cope and work through a very challenging period.

    Resilience is not a lack of stress, emotional disturbance or suffering. It is the strength to work through whatever disturbance and suffering life throws you.

    Related: 5 Ways to Adapt to Change and Build a More Resilient Business Model

    Why is resilience important?

    Resilience is important because it’s an essential life skill. Perhaps the best example of resilience was shown by the late Nelson Mandela, who said, “Do not judge me by my success, judge me by how many times I fell down and got back up again.”

    Without resilience, you get easily overwhelmed by challenges and what was supposed to be a temporary setback paralyzes you. Our very survival in this new world depends on our ability to adjust and thrive in the face of trauma and hardship. Without resilience, we fall back on unhealthy traits like avoidance and helplessness. Resilience not only empowers us to accept, adapt and move forward in difficult situations, but it is also the core strength that makes bearing the load of life possible.

    What it takes to change

    When I was in eighth grade, one of my teachers called a student to the front of the class to express how disappointed he was in the student for his performance with school work, despite his obvious potential. The student was none other than me.

    As I stood in front of the class, he explained why he was disappointed in me and how I showed up late to class even though my house was just a few minutes from school. It wasn’t that I flunked; my grades were mostly average. The reason for his disappointment was the potential and opportunity going to waste.

    Related: 8 Ways Successful People Master Resilience

    Although I felt his gesture was harsh, his assessment was accurate. I devoted my time to other things, like playing sports and messing around with my friends. I was an excellent reader as long as it wasn’t schoolwork. I was slacking, my teacher knew it, and I knew it too.

    Anytime results came out, I got nervous and promised myself that “I would change” and put in real effort. Deep down, I knew I was capable of much better than my grades suggested. I felt I just needed to put in real effort to become a success. I had to change something. But how?

    At the end of my senior year, I became so uncomfortable with some of my antics and the kind of person I was becoming. I wanted to be a role model for my siblings; someone others could admire. I realized this was something I would have to do for myself. What I wanted to make out of my life was up to me. And that was when I began to change.

    I was going to college, but I decided to do things differently this time. Right from that moment, I began to direct my energy toward building life skills and habits that reflected the kind of person I wanted to become. I began to spend my weekends getting familiar with the courses I was going to do not only in college but also in my private time. I began to plan and work toward my success.

    There were times I lost focus, but I put myself back on track. I knew I would be a few steps ahead of my colleagues by planning for my success, which gave me a positive feeling. I could see myself changing; I would not be the class clown. I was going to become a more responsible and committed student.

    And that was how it happened. I showed up in college as a student enthusiastic to succeed. After the first semester, I had a reputation as an A student. Sticking to that path of success was no longer an option; I had already set higher standards for myself.

    Related: 7 Keys to Developing Resilience

    Sometimes I think about what would have become of me if I didn’t have that resilience and courage to change. What kind of life would I have? One thing I know for sure is it may have been a life filled with regrets. Regrets for taking the easier way out, regret for not putting in enough effort even though I knew I was capable of more. And even though the change happened slowly and gradually, there were times my friends who knew me as the class clown made fun of me and times I slipped up. The fact that I made the decision to change and showed resilience made me ready at the right moment.

    However, what brought about this much-desired change? Having my new girlfriend certainly influenced me; however, it was nothing more than the fact that I had reached my emotional rock bottom and wasn’t happy with the lack of focus in my life. I began to think of myself and my actions in line with what I wanted to be. More importantly, I didn’t wait to be in college to start changing, I started the journey immediately, even though I was still in high school.

    Perhaps you find yourself in a challenging or overwhelming situation and need to pull through. Resilience will play an essential role in getting you over that line. As a first step, if you can make and stick to the decision to change the way you work, reflect on yourself, and challenge your thought patterns. Over time, you’ll begin to see changes in your life too. By tapping into resilience, you can change how you think and behave to achieve your definition of success. My lived experience says don’t wait, start now!

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    Jon Michail

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