I was in San Francisco for work last weekend. It was great. San Francisco is the perfect city for people that hate being hot, hate being cold, and that love being angry all the time. That’s because of its microclimates. Due to hilly terrain and oceanic currents, weather conditions can vary dramatically between different pockets within the city.
Among the many workplace phrases that I would like to make illegal is “getting buy-in”. It’s almost always paired “WIIFM”, which stands for “what’s in it for me?”, and is short-hand for the way we imagine a totally average employee who is also a diabolically shrewd and calculating villain assessing our carefully crafted change initiative or program implementation.
Everyone wants to improve their brand. Hardly anyone wants to improve themselves.
I get it. I love to exercise, but will be the first to admit that buying workout clothes is more fun than actually getting myself to the gym. Writing about having difficult conversations is infinitely more enjoyable than actually having them. Talking about your great company culture is much simpler than figuring out how to make sure it lives up to your description every day.
I was at SHRM’s Annual Conference in Chicago last week, speaking about how HR can support effective remote work. I’ve given different versions of this talk in a few contexts, but one of my core messages is always that remote work (in any form, be it fully remote teams or roles, or a ‘work from home’ policy) cannot succeed if it is layered over a low-trust work environment.
When I speak about this topic, I share a few symptoms of low-trust as it relates to remote work, and one of them is an organization in which managers are free to treat ‘work from home’ as a reward, rather than understanding and applying a clearly defined business reason for committing to remote work/’work from home’ as an organization.
Recently, an employee from an organization I worked at several years ago reached out on LinkedIN. They wanted to share their experience of a project I led back then to introduce SMART goals as part of the performance planning and assessment process. They were not a fan. I don’t blame them.
I leave for Whistler, British Columbia first thing tomorrow morning for Actionable’s annual Consulting Partner Summit, and while I generally pride myself on packing light, I had to level up this time since I’m bringing a bunch of print materials for the event, as well as planning for both warm days and cold nights.
I always loved the show Arrested Development. In fact, after the last US election I vowed to only comment on US politics on Facebook using gifs from the show, to avoid contributing to the vitriolic, overwhelming, and (in my opinion) futile, political debates going on in my feed (as a Canadian I’m truly just yelling into the void about this stuff). Turns out this Jason Bateman gif works for more recent events too.
This week’s Google Duplex demo raised important and provocative ethical questions about human-machine interactions. It also offered a glimmer of hope that the long-ago promise that technology would free us from mental and physical grunt work to enjoy lives of leisure might yet live.
The work that Duplex would do, book appointments, schedule reservations, is work that, to date, most of us have done for ourselves.
It’s called shadow work, and it’s become so ubiquitous that we barely notice it anymore. Our collective anxieties about automation and AI make it easy to overlook the less dramatic ways that work is being shifted away from workers.
I am not good at sleeping. I used to be, but as I’ve gotten older I seem to have forgotten how. That is one reason that I was captivated when I heard Jocelyn Glei’s interview with Rubin Naiman, a sleep psychologist and professor, on her podcast Hurry Slowly. A combination of the subject matter, Naiman’s earnestness, and his soothing tone makes the episode a sort of ‘meta’ experience. I get calm and sleepy every time I hear it, and so I’ve listened to it a lot.