Wednesday, February 28, 2024

Perfection is Boring

The goal is not perfection but growth because perfection is boring. Growth, however, is exciting:
  • We are never too old to learn and grow unless we decide not to. We will never reach perfection but any small thing making us grow is good – and good enough.
  • Growth is not about closing the gap between our current abilities and a nebulous state of perfection. This way of thinking reveals a belief that there is a point at which we cannot grow anymore. That is limiting. On the contrary, growth widens our horizon.
  •  Perfection can make us less compassionate with others and ourselves. Motivational speakers and gurus like to say “when you fall, pick yourself up and try again”. Probably more often we just stumble or reach a plateau. Recognizing people who have stumbled take another step, lets us become aware of how the dynamics of growth make it easier to have compassion. 

Tuesday, February 13, 2024

The Conversation You Don’t Have

Coaching is supposed to help our clients make sense of what is happening around them – to reflect their actions and reactions to developments in their organizations. Many coaches like to use the image of an iceberg to illustrate how this “making sense” often occurs when we look at what is going on beneath the surface. One way we do this (shhhh, trade secret) is asking ourselves and our clients the following question: “What discussion is it you do not have?”

 

One of the things I routinely pay attention to during the first encounter with a client, organization or group is the “room temperature”. More specifically, walking down office hallways or corridors, I check whether I hear laughter and/or an animated discussion about a job-related matter. This is one of my favorite things to take in — and I did not learn this at the Harry Pooter Hogwarts School for coaching. I learned this method from a mother who tried to find the right elementary school for her young children.

 

The “Mom-Methodology” 

As she walked down the school’s hallways, she trained her ears on the class rooms and where possible the teachers’ lounge. No laughter from either set of rooms and “stakeholders” (i.e. students and teachers) and that school was struck off her list. For some reason, this “mom methodology” struck a core and it has stayed with me over the years. I even stopped pursuing a job opportunity after visiting the site and discovering it failed the laughter test.

 

Before you now assume I am just interested in fun factories and who can play the best prank on their colleagues, that is not what I am after at all. On the contrary, the ability to laugh and smile and the level of engagement I see in a lively conversation – maybe even a passionate disagreement – tells me more about an organization’s culture than any poster on the wall about goals, achievement, purpose, etc. In my experience smiles and active discussions about job projects are two indicators for a trusting atmosphere that transcend even different types of organization. 

 

You Can Fake a Lot — Genuine Smiles and Laughter Not So Much

For example, for years, I worked with a niche consulting company. Like most managers, I had a little office while employees were seated in a larger space inside the office floor. We managers could see and hear them. What I saw and heard was relaxed conversations among the different teams and there were smiles. Someone would crack a joke. Mostly, however, the content was work related. That told me several things about the team and the company. I believe we all agreed “we were in the same boat and took our clients’ needs seriously”. I believe this because our arguments did not get personal and they were usually about how to make things better. They also occurred in a respectful tone. In addition, we addressed frustrations about things to the relevant persons and not to other colleagues behind their backs. The outcome was not just great work for the most part. It also meant the managers generally knew no one tried to goof off. In addition, the employees on the floor felt safe enough to have a relaxed conversation within earshot of practically every manager. They actually enjoyed working for our company.

 

The same applied to a museum I used to work for when I still harbored ambitions of becoming a top level historian. The museum’s theme was warfare and I was part of the team that was tasked with getting the holocaust exhibition off the ground. You get the picture: serious stuff, nothing to joke about as we were not exactly dealing with the finer things of the art world. Still, there were smiles and laughter and boy, would we have animated discussions about the holocaust. You can smile and still respect the institution and the purpose of what you do. Neither organization had posters on the wall. They did not need them.

 

How Do You Talk About the Latest Business Buzz?

Another thing to watch out for is the latest hot topic that makes its way into the water cooler conversations and the executive management meetings. We have had the gender pay gap, working from home (WFH), more recently diversity, equity and inclusion (DEI) and by the time this article has been published we may well have moved on to the next topic. As important as these topics are, they also provide organizations with a perfect excuse to have plenty of meaningless meetings and discussions to shirk the actual challenges. For example, do people just complain and blame “the higher ups” or do they engage in a constructive discussion about how to bring about a positive change without fear of being overheard by manager or other colleagues?

 

If you happen to be part of an organization that haggles about the number of days employees can work from home or whether quota for minority groups will help you improve on your DEI rankings, ask yourself whether this is the real conversation that needs to happen. 

 

In many organizations this is really a power struggle that pitches management against its employees. If the argument is reduced to how many WFH days, or whether two more non-white and non-male executives will finally make the organization a great place to work, spare a thought for the following question: Is what really plays out a purely transactional power struggle? This is important because power struggles end up with a loser. As of 2024, in many Western countries, that may well be management. If only for the simple reason that the labor market is currently tilted towards employees. 

 

Discover the Real Issues

We forget the losing side (and in a few years that may be employees) and the winners are part of the same organization. In the end, the organization loses and with it every one. The call for more WFH days, transparency about unequal pay for men and women and/or minority employees, and more diversity is an invitation to explore the underlying issues. For instance, what does it really mean when the conversation is not about what is best for the organization but what managers are prepared to give and what employees want? If it is really a power struggle as described above, managers should take note. In my opinion, arguing over the number of WFH days, the number of minority candidates in management positions, etc. is often a superficial discussion about deeper issues around organizational culture. 

 

If instead your organization engages in a discussion about symptoms, take a step back and ask yourself whether this is not a premature move addressing a detail that is not yet relevant. Before addressing how to do any of the topics listed above as examples, management and employees can ask themselves simple questions to gain an understanding of deeper issues. 

  • What problem exactly is an increase in WFH days or minority representation in management going to solve in your organization?
  • Whose problem is it going to solve?
  • How are these fixes going to solve these problems?

 

Can your employees really define what they value about the supposed fixes? Equally important, what about the temporary physical absence of your team members makes management really uncomfortable? What are the reasons there are far too few minorities represented in your organization’s management? Whatever it is, simply increasing WFH days and/or the number of minority representatives might not fix it. It will only allow managers and employees to temporarily avoid the conversation that should really take place. 

 

This can be a scary prospect for an entire organization, department or maybe just a team because it can expose insecurities and dissatisfaction about the job, the team, the organization and one’s own performance. However, done right, it is also a tremendous chance to achieve a transformation that will improve the team, the department and even perhaps the entire organization. 

 

Coaching Is Designed to Create the Space to Achieve a Transformation

Coaching can help organizations get it right. As described above, it is the coach’s job to help make sense of things beneath the surface. Part of how a coach does this is to create the space where this is possible to do in a psychologically safe way. A psychological safe space is not to be confused with a cozy comfortable space. Rather, it is a space where the coach and the coachees discover the underlying issues together. That psychological safe space allows people to bring them out in the open without judgment.

 

For example, on an individual level, the superficial power struggle over the number of WFH days can point to insecurities of a manager who wants to have control. On the other hand, it can also be an indicator for employee dissatisfaction about work related issues. Now imagine a shift in the discussion from what “I want” to for example, what would it take for people - both managers and employees - to enjoy coming to the office. What would it take to come up with a working environment that meets the needs of the organization which in turn may lead to a (re-)discovery of the organization’s mission and vision? Will this be fixed only by adding two more women to the management team?

 

From Power Struggle to Win-Win

After these steps, you can talk about symptoms and how to address them. Maybe your organization does not even need more policies. Instead you can have a solution-oriented talk that takes into account the organization’s needs as well as the individual employees’ and managers’ needs. That’s a win-win and not a power struggle. Lastly, if you suddenly find these conversations take place around the water cooler without concerns of being overheard and with a little laughter here and there, it might even tell you that the coach you engaged to address such issues was worth the investment.

 

The original article was first published in German on February 2, 2024 on crimalin.com.

 

Thursday, February 01, 2024

Reaching Your Potential Is A Choice

There are five elements that help you on your journey to your full potential.
  1. Build character
  2. Make mistakes
  3. Absorb, filter, and adapt
  4. Embrace imperfection
  5. Have fun
 
Character
Build character to reach your full potential. Character is your capacity to prioritize what you care about over your instincts – or how you think, feel, and behave – especially when you’re under pressure.
 
Mistakes Help
To build character, one of the most important habits you can adopt is to make mistakes.
 
Learn, rinse, repeat
Absorb, filter, and adapt while you work toward mastering your chosen skill. Doing this is a choice, one that’s completely distinct from your genes or even the opportunities you were born into.
 
Screw Perfection
Embrace imperfection. Research shows that perfectionists have no advantage when it comes to skills acquisition or mastery. In fact, they often perform worse than their peers. They also resist situations and tasks outside their comfort zone, which restricts their ability to broaden their skills and experience. Remember – making mistakes is essential for learning, which goes against a perfectionist’s instincts.
 
Joy vs. Outcomes
When it comes to mastering a difficult skill, the number of hours you put in matters less than how you spend that time. Harmonious passion is a term that psychologists use to describe a state in which practice is motivated by the joy of learning rather than an obsession with the outcome.
 
Play
Harmonious passion is deliberate play — the midpoint between consciously practicing a skill and free play. At this intersection, developing new skills becomes fun and satisfying. Deliberate play gives you the freedom to mix things up – or adapt – and generate energy, while maintaining a structure that supports learning.
 
Adapted from the Blinkist Adaptation of Hidden Potential by Adam Grant

Monday, January 29, 2024

My Life Will Be Short

Here is some very poignant advice about how to live your life from people who should know. How do they know? Because they are terminally ill.

Almost ten years ago, I found myself wondering about the exact same things. I am grateful my leukaemia turned out to be treatable — but at the time I didn’t know and I had to think hard about whether my life had been worth it up to that point.

The thing is, we are all terminally ill. We age and when we stop aging we die — despite all the Botox, anti-aging cremes, detox, mindfulness and what not. 

So, make it count. Here is how — in one short sentence from each person sharing their view.

 

‘I don’t sweat the small stuff any more’

‘Don’t waste energy fighting’

‘Having a sense of purpose brings joy’

‘It’s not about the quantity of time I’ve got, it’s the quality’

‘Cancer sorts out what really matters’

‘Sharing your feelings helps’

‘My illness stripped me of my fears’

‘Stop worrying about having a good job or needing a big house’

‘Find gratitude’

‘Go to the parties. Stay out late’

‘Have a goal. Don’t accept defeat’

‘You are enough; you make a difference’

‘No matter how you feel, get up, get dressed and get out’

‘I’ve stopped caring what others think’

‘Never create a new regret’

‘I realised what I really wanted to do’

‘Leave the damn house’

‘Just buy it. Do it. Go and get it’

‘I soon realised what I liked about life’

‘Look after yourself first’

‘My favourite saying is: it is what it is’

‘What’s the point of earning, earning, earning, if there’s no joy in your life?’

‘Be authentically you’

‘Keep things simple’

‘Switch every negative to a positive’

‘Success, status, reputation – they are not important’

‘Your energy is valuable’

‘Don’t mess around. Be direct’

‘I should have trusted myself more’

‘Treat every smile like it’s your last’


This list is based on ‘My life will be short. So on the days I can, I really live’: 30 dying people explain what really matters, published in The Guardian on January 27, 2024. 

 

Saturday, December 16, 2023

Your Manager Is Not a Messiah — You Need to Take Control

Today’s expectations for managers have become unrealistic — and that is putting it mildly. True, a succession of global crises, starting with the financial crisis in 2008, the Euro crisis and Brexit in 2016, COVID and Ukraine has exposed an army of bad managers. Entire organizations were able for too long to turn a blind eye to incompetent management. They have had a chance to not waste a good crisis but many failed to address what stress tests exposed, culturally and operationally. 
 
Power Shift
So far, so old. Because throughout history organizations (as in countries, religions, etc.) have had bad managers. What’s different now? People lower down the pecking order can mobilize and share information more easily. Add to that systemic changes such as better labor laws and protection and more awareness of workplace psychology, plus a tight labor market and you have more power in the hands of employees. 
 
However, the current debate seems to ignore one thing. If all these crises exposed the weaknesses of the management cast — employees have weaknesses, too, and they have been exposed just as much. Still, it appears the onus is entirely on managers to make work, well, work. It is a truism to say that the leadership needs to clearly communicate what the goal is, why a transformation may be necessary and be transparent about the impact on everyone. What I fear is not discussed enough is how employee behavior can also sabotage an organization’s efforts to adapt. A manager who rides rough shot over his employees’ concerns is just as bad as refuseniks among the employees who oppose change or compromise out of principle. 
 
When People Seek Leadership
According to WorldCat, well over 800,000 books carry the word “leadership” in their title. Starting in the early 1990s, the number of leadership books grew in leaps and bounds. I wonder whether part of this reflects a society in search for someone to provide orientation which in the West had historically been provided by kings and queens, the church or political leaders. Have we become so disenchanted with these former authorities to look for new ones in CEOs or other corporate executives?
 
In my view the increasing intensity of the debate has had one profoundly negative result. By finding, defining and redefining leadership, our focus has been directed to one particular group of people and pitched them against us. What do I mean by that? We look for traits in leaders we never knew they should have. Then we find the one important to us is lacking and conclude, “I have a bad manager, therefore my professional life is miserable.”
 
I guess it is probably not a stretch to say, COVID acted as a catalyst. Now that organizations tend to want to get back normal, i.e. bums on seats in the office, we are ready to criticize managers for regressing into command and control during a crisis. We conveniently forget this is a normal psychological reaction for everyone, including employees.
 
The Difference between Leaders and Employees
At the risk of making myself unpopular, let me state a few truths about managers/leaders. Many of them face:
  • Performance pressure
  • Some fear their superiors and/or their employees
  • Discrimination and injustice (gender pay gap and racism is not limited to the trenches)
  • Challenges outside the office, including
  • Sick children
  • Relationships
  • Financial problems
  • Unfulfilled dreams
They had the same anxieties and feelings of helplessness and powerlessness during COVID and lockdowns. And sometimes they just don’t want to be there either. 
 
Does any of this sound familiar to regular employees? And yet, how many of us pretend the executive suite is filled with managers who know no fear and are out there to drive their people to death? The reality is more complex as they had to hold their private lives together in addition to their teams and/or organizations. They cannot do that unless their employees play their part.
 
The Leader Who Has It All — Are You Kidding Me?
Now, there is almost a Messianic expectation for leaders to be perfect — for everyone. One symptom is that we are not just talking about leaders anymore. We add what kind of leaders we want. In the process, we have become so granular that there is no way for one person to tick all the boxes. There has been the coaching leader, the listening leader and some who missed the boat the first time around have re-discovered the mental health leader. It almost looks like we project all our needs on our managers. They are supposed to fix our lives (coach), act as parent (listen) and take care of our well-being (health).
 
Obviously, this is exaggerated for most of us. However, following the chatter of the Twitterati (is X-rati now?), I get the distinct impression this is where it is headed. Traditionally, the five functions of a manager comprised planning, organizing, staffing, leading and controlling. The challenge for us humbler beings down the pecking order is this: what do we contribute so that managers can actually do their jobs? More bluntly, do we let our managers manage and coach us? The truth is, people who seek coaching, want to get healthy and learn a new trick need to play an active part. Somehow, people seem to think that does not apply to our working life.
 
Sabotage by Employee Behavior
The point is corporate culture is indeed a top-down affair. In another blog I suggested organizations can spare themselves the trouble of going through a transformation unless the leadership is willing to transform itself as well. However, this does not mean employees have no role and no power over that culture. Let’s not kid ourselves, the refusal to participate in your corporate culture will shape that culture into one of disengagement driven by employees. Employees have a say in shaping their organization’s culture. To project all your company’s evils on its management does not help. It only allows employees to disengage. 
 
These are the things managers try to deal with on top of being expected to be coach, mental health leader, create a safe environment, etc. It goes both ways. They can be better managers if you accept your part of that relationship. Are you even prepared to be manageable and coachable? As a coach I am asking because “being coached” is a very active process and is hard work for the coachee.
 
Coaching Is Not Just An Executive Privilege
How can coaching help organizations develop realistic expectations so that managers can rely on their teams and the other way around? We have all heard about executive coaching. They are not the only ones who benefit from coaching. At crimalin, we believe everyone deserves a coach and our business model allows us to provide top level coaches at an affordable price to people who may not be funded by their organizations. 
 
Our group coaching sessions are designed to enable participants to understand what is going on beneath the surface and how this impacts their thinking and behavior. For example, how do you deal with a challenging manager? The concept of our business & career impact journey includes uncovering things to enable our coachees to make sense of what they really find challenging about a demanding manager and how this results in certain behavioral outcomes. One finding could mean you actually participate in creating a culture of disengagement in your organization because instead of making decisions about constructively finding a solution you have become cynical and blame everything on your manager. 
 
Take Control — And Be Accountable
You will not change your manager. However, you can decide to change your own behavior and develop a new narrative. This will open up the door for you to become part of the solution — and managers (or your manager’s managers) like solutions. So, don’t wait for your manager to change. Rather, discover the opportunities in your challenging situation at work and develop strategies to act and take advantage of them. 

The original article was first published in German on October 13, 2023 on crimalin.com.

Tuesday, December 05, 2023

Working From Home — What Made Us Put WFH on a Pedestal?

Remote work to the extent we experience it now started as an emergency measure during COVID to keep organizations going. Over time, something interesting happened: a tool to meet an emergency has morphed into a litmus test for whether an organization is a good employer in a (new) normal situation. 

Working from home (WFH) has become a prominent topic. There is even an entire research institute aptly called WFH Research. Depending on who you ask, the explosion of WFH has been hailed as a liberating force or as the beginning of the end. The fact is some form of WFH is here to stay. 

As a result, U.S. employers are planning for a hybrid model with two days worked from home. On average, there is a gap between what employers offer and what employees want measured by the level of WFH either side desires.[1] I believe the focus on the number of days we should or could work from home is not going to answer the fundamental question of how to get it right. For starters, let’s have a reality check about WFH. 
 
Working from Home — Does it Work?
First, for most people WFH is an academic question anyway. For example, in the United States, over 66% of jobs cannot be done from home.[2] The desire for WFH is not about efficiency, whatever we read about the question whether people are more productive sitting in their home office (if they even have one). People say they were more productive when working from home but now that the data are coming in, on average that does not seem to be the case.[3] Full disclosure, different studies show different results. My point is, the question about increased productivity seems less clear cut than many previously thought. 
 
Regardless of your personal belief about WFH increasing productivity, the majority of employees across the globe say something else when asked about the advantages of WFH. It is far more varied and if you want to make WFH work do not haggle over the number of WFH days — not as a manager nor as an employee.
 
Advantages of Working On Site
When given various choices, employees across the globe mostly listed the following:
·      Socializing with co-workers (62%)
·      Face-to-face collaboration (54%)
·      Clearer boundaries between work and personal time (43%)
·      Better equipment (36%)
·      Face time with the manager (30%)[4]
 
If there is one emerging pattern it is the desire for social interaction — even with the manager — which makes on site work attractive. This human desire for social interaction became even more pronounced when researchers asked where people work when not on site. Well over 50% of men responded they worked either in a public or co-working space, or a friend’s/family member’s home. Less than 35% of women worked not at home of their WFH days which makes me wonder whether that is another symptom of women taking on more of the household and family chores on average.[5] That’s a blog entry for another day. 
 
Advantages of Working from Home
On the flipside, the benefits of WFH probably fall into two categories: monetary or time savings and more control. Based on the same global survey about WFH, here is what workers identified as advantages of WFH:
·      No commute (60%)
·      Save on gas and lunch costs (44%)
·      Flexibility when I work (42%)
·      Less time getting ready for work (38%)
·      Individual quiet time (35%)
·      Spending more time with family and friends (29%)
·      Fewer meetings (10%)
 
There is much less about productivity and/or efficiency here and it would be interesting to know about what advantages people really see in fewer meetings and individual quiet time when you dig deeper. Of course, you can argue time saved commuting increases productivity but we cannot be certain how many respondents used their previous commute time to work as opposed to sleeping in, taking more time having breakfast, etc. Similarly, saving money because people do not commute does not necessarily translate into increased productivity either.
 
Then there are the soft factors. Even before COVID and all the increasing talk about burnout and the importance of making sure workers are “happy”, we have known about a direct correlation between happiness at work and productivity.[6] It is a fair point to make that less commuting reduced stress and allows people to spend time gained with more satisfying activities. That should increase happiness and may result in better health and other positive side effects from which employers also benefit. 
 
However, we cannot look at employees isolated from their organization. Just ask yourself to what degree the level of toxicity really decreases when people work from home with a manager from hell? 
 
My conclusion is, managers and employees of organizations that struggle with making WFH work need to stop counting days and look beneath the surface. To me, two questions jump out: First, what exactly makes people in your organization value flexibility? Second, what is it they want to control?
 
What’s So Great About Flexibility?
Let’s get the inconvenient fact out there first. For some, the value of WFH lies in being able to pretend work. However, these people found ways to pretend work before WFH was even a thing. Now, they have fewer hurdles and more opportunities because that “busy” icon on Microsoft Teams is just one click away. 
 
Obviously, most people enjoy WFH for different reasons than slacking off. For example, anyone who raises children and works whether as a single parent or as a dual career couple knows flexibility can make or break your family’s day. There are plenty of additional reasons that make flexibility at work a game changer for our lives. Think of aging parents, a partner or relative with health issues, your own health issues and on occasion trivial things like a dinner invitation, etc.
 
It would be interesting to see some data on which organizations do not believe these are legitimate reasons. Let’s assume there is brought agreement about granting more flexibility at work for people with legitimate reasons. In what way does WFH make these things easier?
 
One hypothesis is WFH makes it easier for us to exert control over our time with no one judging. For example, if others don’t see me pick up the kids from school and don’t notice I make up for lost time after regular working hours, taking that break is easier to do. That leads me to another question: what does your fear of judgment say about you and/or your organization? 
 
What Works and What Doesn’t Is Not Only About You
There is a widely circulated story about President Kennedy visiting NASA and meeting a janitor who carried broom. Asked by the President what he was doing, the janitor responded: “I am helping put a man on the moon.” This janitor demonstrated a clear vision of the outcome everyone at NASA was working for at the time.
 
The challenge for managers is to figure out how WFH will work for their organization’s goals. Employees have the exact same challenge, and both need to be able and willing to compromise. Shifting the focus on results rather than the process is not just a challenge for managers. Thinking your colleagues and/or manager will judge you for stepping out to drive a kid to soccer practice also says a lot about your own belief system. For example, are you projecting your own judgment of people who left early to do the exact the same things?
 
Finding Out What Works
How can you align your WFH needs with the needs of your organization? One way to start strategizing is to determine whether you work in an environment that has not yet managed to progress from command control to an outcome-oriented culture. Depending on which one it is, you will need to develop a different approach. The initial step could be to make sure you do have a good reason for your request for (more) WFH options. In some cases, the law is on your side. In other cases, you might be a pioneer — think first parent with a baby in a start-up environment. 
 
The next step could be to figure out more about any institutional concerns and come up with a strategy to make them work to your advantage. If your manager is concerned about your performance, you can form a narrative that turns you into a reliable team member regardless of where your desk happens to be. 
 
Our expectation for managers is to communicate clearly and be transparent. Well, how about your own transparency? If you position your desire for WFH as an entitlement or you ask for WFH for WFH’s sake, depending on your organizational culture, you might do more harm than good. I am not saying hybrid work is the root of all evil. On the contrary, smart organizations make an effort to figure out how exactly WFH can improve things for the entire organization. That takes work. It also means there is no cookie cutter solution. That leads the real challenge, i.e. what can we do to figure this out?
 
How Coaching Can Help You Figure out WFH
Coaching will help you discover more about your organization, your role in that organization and yourself as a person. You can learn ways to see somebody else’s point of view and develop strategies to convey your needs and to align them with your organization’s needs.
 
Coaching can also be helpful to figure out the deeper desires for your wish to have more control over your time and where you work. Perhaps you are not in an organization that is right for you. The thing is this: not permitting WFH can be a symptom for a lousy organizational culture but it doesn’t have to be. WFH per se does not make your organization one of the best places to work. If managers thought about it and have valid reasons for limited WFH options, then there is no harm in asking them.
 
If you struggle with WFH as a manager, coaching can lead to insights about the true nature of you concerns. Executive coaches can equally come alongside you to develop clear communication skills about your responsibilities, the responsibilities of your team and how they all play together for the company’s mission.
 
Think about your organization’s equivalent of sending a man to the moon. What are the steps you as manager can take to ensure your team members will be able to proudly answer the question “What is it you do here?” in case the President should come visiting. 
The original article was first published in German on November 13, 2023 on crimalin.com
[1] Barrero, Jose Maria, Nicholas Bloom, and Steven J. Davis, 2021. “Why working from home will stick,” National Bureau of Economic Research Working Paper 28731. Updated September 2023. Barrero (2023)
[2] Parker, Kim, About a third of U.S. workers who can work from home now do so all the time. Pew Research Center March, 2023.
[3] Cevat Giray Aksoy et al., Working from Home Around the Globe: 2023 Report, WFH Research, June 28, 2023. Giray (2023)
[4] Giray (2023)
[5] Survey of Workplace Attitudes and Arrangements, WFH Research June 2023.
[6] Bellet, Clement and De Neve, Jan-Emmanuel and Ward, George, Does Employee Happiness have an Impact on Productivity? (October 14, 2019). Saïd Business School WP 2019-13.