Creating Competitive Advantage in Returning to the Office (Wise Decision Maker Guide 52)

Greetings Decision maker,

People are the most important resource of any organization, but many leaders prefer to do what’s comfortable for them, even if it devastates employee morale and engagement. They fail to recognize how doing so deeply undercuts the bottom line through reducing productivity, decreasing retention, and harming recruitment. The current call by many leaders for employees to return to the office pretty much full-time represents an egregious and self-defeating example of top executives choosing to do what’s comfortable for them over what’s best for their people and their bottom line.

Fortunately, many more forward-looking leaders walk the talk of truly valuing their people. After evaluating the internal and external environment, they recognized that they can’t simply try to turn back the clock to January 2020 if they want their organizations to survive and thrive in the post-COVID environment. Instead, they made the strategic decision to support their employees working remotely part or full-time. They see this wise decision-making approach, though uncomfortable for themselves, as a way of gaining and maintaining a competitive advantage in the most important resource for any organization. Their ability to go against their gut intuitions to make the wisest and most profitable decisions shows arguably the most important quality of effective and successful leaders.

To learn more, check out this blog.

“We had a truly fantastic experience bringing Dr. Gleb to speak virtually to our ILEA members and attendees for another successful DEI Starting the Conversation program. Dr. Gleb's discussion around unconscious biases in our thought processes was incredibly informative and thought provoking while he engaged with the audience allowing the attendees to really feel a part of the conversation. The attendees had some great conversations post-talk in breakout rooms about the many points that were brought up allowing them to relate to what was said, from the Halo to Horns effect and especially the Optimism Bias versus Pessimism Bias. It was a pleasure to work through the program development with Dr. Gleb. We appreciated his time and professionalism throughout. We can’t thank Dr. Gleb enough for taking the time to talk to our group. I can confidently say that many people would like to learn more about how to integrate the tests he has developed into their businesses and personal lives. Hopefully one day we will get a chance to do this all again but in person and in front of a large audience.”

Tommie Murphy, VP of Education and Programs, International Live Events Association Northern California Chapter

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What's Up With Me

I was frustrated about the harsh and accusatory language deployed by the Biden administration toward the unvaccinated in his recent vaccine mandate speech. He said: “We’ve been patient, but our patience is wearing thin, and your refusal has cost all of us.” The unvaccinated minority, he added, “can cause a lot of damage, and they are.” That kind of angry language is understandable, but as I described in my recent interview with USA Today, it’s also counterproductive.

If your goal is to get someone to change their behavior, just shaking your fist is not the way forward. It causes people to become either defensive or aggressive, and in either case, they will be actually more fixed in their positions rather than moving toward your perspective. Some of those who are vaccine hesitant develop an identity and source of personal pride in being unvaccinated. For example, some are calling themselves “purebloods” and other identity-themed terms.

Biden could have undoubtedly announced the vaccine mandates without resorting to blaming language. If he felt he needed to criticize the unvaccinated, he would have been much better off calling them “the vaccine misinformed” or something similar. Such language is much less likely to fix an identity: it implies a lack of information or understanding rather than a static position.

That’s my two cents, what do you think?

Help Me Serve Your Needs

How do you plan on creating competitive advantage in the new normal? Are there any preferences you need to let go to follow best practices in returning to the office? What will you do differently based on this newsletter?

Would love to get your feedback! Helping you avoid dangerous threats and missed opportunities is my highest aspiration. Any feedback you can provide on this content - or anything else - will help me provide you with more value for your success.

Decisively Yours,

Gleb

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