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Increasing Productivity

The Surprising Ways Your Office Design Shows You Trust Your Employees

When team members feel trusted, they are more engaged in their work.

Marie Puybaraud

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Game rooms, contemplation suites and rooftop running tracks. These may sound like modern innovations – emblematic of the workplace of 2018 – but businesses have been experimenting with their workplaces for some time.

Take the U.S. Justice Department under Robert Kennedy as an example. A gym on the roof, picnic tables in the courtyard and the staff’s dogs in the office were all some of the measures that Kennedy implemented. What was the result? A huge boost in morale, according to his biographer, Larry Tye.

In fact, almost 50 years on, Tye reports that “nearly all of his surviving band of brothers say working for Bobby was the high point of their professional lives.” Kennedy not only boosted morale, but, crucially, he captured the trust and enthusiasm of his employees and was rewarded for it with their loyalty.

Here lies the crux of the matter: It is not only the employees who regularly don their running shoes that benefit from the running track. It is not just what the running track allows employees to do, but what it represents: a trust in staff that they will spend their time at work responsibly and that they are not chained to their desks.

Related: 4 Things Your Start-Up Needs When It Opens An Office

This really is crucial; building trust is the most effective way for employers to drive up engagement levels, according to our research, “Workplace – powered by Human Experience,” which is based on a survey over 7,300 employees across 12 countries shows. Boosting feelings of trust, according to nearly 40 percent of respondents, would have a very positive effect on their engagement level. Kindness by management (32 percent) and letting staff take initiatives without fear of being judged (31 percent) come next.

How does design demonstrate trust?

In all three areas, most employers have significant ground to be gained. So, what can they do to turn these abstract ideas into changes that are appreciated by staff? Trust comes in different ways – open-plan offices, for instance, in which all seniority levels mix together; community spaces (from attractive in-house cafés to lounges); and trusting staff enough to let them choose their working pattern, how to reconfigure their workspace and how to work flexibly.

It is no coincidence that our research also shows that while employees are ready to embrace change and contemplate an agile way of working, with 76 percent of workers globally ready for some type of change to their workplace, maintaining their personal comfort remains a priority.

Caring about the well-being of your employees is one way to demonstrate – using high-quality materials in desks, chairs and overall design, for instance; helping employees stay healthy with a nutrition plan through high-quality supplies for food in the canteen and providing access to anti-stress facilities such as quiet zones and meditation rooms. Having an effective support team on the ground, such as a facility manager, a concierge and floor ambassadors, could reinforce your execution plan.

But, it is also about fostering trust in employees to use their time effectively, providing a range of working locations and empowering people with greater flexibility over how, where and when they work.

But what can businesses actually do?

The transformational effect of trust building in the workplace does not require huge budgets. It requires human leadership teams who are ready to make employees’ working days better days to be an efficient and happy person at work.

For instance, smaller businesses could create major collaborative spaces or community spaces dedicated to team activities – music rooms, meditation spaces, scrum rooms and design thinking spaces where workers can go to brainstorm and share ideas during the working day or for longer periods of time. This not only cultivates creativity and helps employees to recharge their batteries, but also demonstrates that they are trusted to be away from their desks – ditching dated time keeping policies.

Research from the U.K. bank HSBC highlights that flexible and remote working is not only on the rise, but nine out of 10 employees claim that remote working is their No. 1 motivator to boost their productivity at work. Whether you identify a dedicated space – or simply clear corners of the office and add a sofa to provide more informal spaces – community or collaboration areas ensure that employees are able to step away from their desks to recharge and connect with their colleagues. Flexible spaces are stimulating, creative, inspirational and, perhaps most importantly, as the research demonstrates, capable of boosting productivity.

Related: Are You in the Right Office? Ask Yourself These 4 Key Questions

As for letting people use their initiative freely, encourage them to make suggestions (and also to make and learn from errors) on a wide range of issues, from improving productivity to new workplace systems to the design and layout of the premises. Including your staff in the process from the outset will also give them the confidence to suggest any changes to the workplace they feel the business needs. Not only does this encourage a sentiment of trust between employer and employee, but also means your people cultivate a strong sense of belonging toward their place of work. After all, more than a third of the 7,300 employees we surveyed believe that personalisation of the workplace is critical, and over 40 percent believe they would do their daily work better if they could work from different types of spaces that have been customised for a variety of needs.

If you manage to deliver on these three areas, our research suggests that you will see a rise in engagement. Staff will be keener to share their insights with others, to learn from colleagues, to grow within the company and to be as enthusiastic as if the organization belonged to them.

The message is clear: The first step is to trust in your staff and the transformation of your business is sure to follow.

This article was originally posted here on Entrepreneur.com.

Marie Puybaraud specializes in workplace innovation. She has researched corporate real estate/facility management and workplace industry futures, workplace strategies, technologies and generational issues at work.

Increasing Productivity

Take Responsibility For Your Company’s Culture To Boost Productivity

A healthy culture isn’t a nice-to-have but a must-have.

John Rampton

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Whether you’re running an early-stage startup or a fast-growing company, every organisation has a culture. And it can determine whether your business succeeds or fails.

Your company’s culture comprises the actual work environment for your team and the standards everyone is held to. It also dictates how colleagues interact and communicate and the values and beliefs of your team. In fact, one survey shows that 86 percent of employees believe their company’s culture influences how productive they are.

No wonder Arianna Huffington has described corporate culture as “a company’s immune system.”

“Ultimately,” she says, “your health depends on your immune system.” Here are four ways a healthy company culture boosts morale and productivity.

It makes employees happy

A study conducted by economists at the University of Warwick found that happiness led to a 12 percent spike in productivity, while unhappy workers were 10 percent less productive. As the research team states, “We find that human happiness has large and positive causal effects on productivity. Positive emotions appear to invigorate human beings.”

If you have employees who dread coming into work and are spending more time looking at the clock than working, how productive do you really think they are? What’s more, happier employees tend to work better with others, solve problems instead of complain about them and make fewer mistakes. They also have more energy and motivation, which helps them learn faster and make better decisions.

Related: Wasted Employee Time Adds Up: Here’s How To Fix It

It promotes collaboration and stronger relationships

A healthy and positive company culture encourages your teammates to get to know one another. That friendly chatter eventually leads people to feel comfortable enough to share advice, opinions and ideas.

When there’s a large project looming, your team members will be able to work together faster and more efficiently because they know how to communicate. More importantly, this leads to your team building friendships – which has been found to increase productivity and engagement.

“People are more creative and productive when they experience more positive inner work life, including more positive emotions, stronger motivation toward the work itself and more positive perceptions of the organisation,” says Harvard Business School Professor Teresa Amabile, who co-authored “The Progress Principle.”

It inspires creativity

Let’s say that an employee or colleague comes to you with a suggestion. If you immediately dismiss her idea, do you think she’ll come to you the next time she has an “aha” moment?

Healthy company cultures encourage people to be creative through brainstorming sessions and new responsibilities. This not only gives them a chance to be heard, but it also helps them look for unique ways to solve problems.

It influences individual mindsets

Company culture also affects how each team member views his or her individual performance. It shouldn’t comes as a surprise, then, that healthy cultures foster more high-performing team members. Aaron Schmookler, leadership coach and co-founder of TheYesWorks, a training and team-building organization, calls this positive peer pressure.

“Why do aspiring Olympians train with other aspiring Olympians?” he asks. “In part, they want the high-performance drive to rub off on them if they don’t have as much of it as they wish.”

According to Schmookler, even when someone already has a high-performance mindset, she’ll want to keep it and deepen it so she can keep pushing forward. Being surrounded by others pushing for greatness makes the hard work feel easy.

Schmookler also says the opposite is true.

“We’ve all heard of workplaces where a new person comes into a low-performance culture and people tell them, ‘slow down.’ ‘You’re making us look bad.’ High-performance cultures have people who instead say, ‘Pick it up. You can do it.’”

Related: 7 Ways To Get Better At Working With Others

How to avoid toxicity

There’s a strong correlation between morale and productivity. If you want your team to be more productive, you’re going to have to foster a healthy and positive work culture. Emma Seppala, Ph.D., and Kim Cameron, Ph.D., suggest in Harvard Business Review that you can achieve this by fostering social connections.

Encourage your teammates to get to know each other by hosting social events or having them eat lunch together. You must also get away from your desk and have face-to-face interactions with your team. Go out of your way to help as well.

Leaders who are fair and self-sacrificing inspire employees to become more loyal and committed. If your team is swamped, step in to help. Encourage people to talk to you – don’t brush someone off when he has a problem. It gets the problem off his mind, which means he can focus on work.

A healthy culture isn’t a nice-to-have but a must-have. Culture exists, whether we actively cultivate it or let it develop on its own. To get the most productivity you can, make sure to build an environment where people feel respected and inspired. It will not only make your employees happier, but it will also fuel high-quality work.

This article was originally posted here on Entrepreneur.com.

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Increasing Productivity

Why You Should Gamify Your Business

Businesses do not succeed unless we understand why they operate and what their founder’s intentions are for creating the business.

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Sweat pouring down his forehead, staring intently at the chessboard, an anxious Bobby Fischer faces imminent defeat. A few uncharacteristic blunders at the beginning of the game has the audience on pins and needles. It’s the height of the cold war and a stalemate between Boris Spassky has an unnatural weight for a chess match. The cameras cramp the space, distracting Fischer and causing him to throw the game. Then another.

Anxiety is higher than ever. Finally, Fischer demands that cameras stop piercing the so-called “Match of the Century.” Then, suddenly, he began to win. He won again and again until finally, he was unstoppable. Final score: Fischer, 12 and one half, Spassky, 8 and one half. Fischer was now the undisputed world champion and the world couldn’t stop talking about it.

Why games motivate us so deeply

How could a game, a game that later wasn’t even televised, capture the world’s attention? How could a simple chess match capture the imagination of an entire generation?

Games are powerful things. Unlike real life, games have clear goals, constant coaching, and immediate feedback. There are points, winners, losers, upsets, dark horses, and reigning champions. Everything is organised in a refreshingly understandable, trackable way. Experiences are tallied into points, matches are organised into tournaments with the promise of prizes, advancement, and adulation.

Gamification, in this sense, is actually quite old. It has been practiced for generations. For time immemorial, games have taught us important skills, both technical and social. Now, however, a few game changers are using gamification to create outstanding products and drive business goals.

Related: 3 Ways Workplace Gamification Can Backfire – And How To Avoid Them

 How gamifying a business task works

In business practices, you can use gamification to help motivate employees and to understand the motivations of your customers, clients, and business partners. When put into practice, this can mean major surges in productivity and profitability. Think about it: We often have friendly competitions among team members to help motivate them to perform to the best of their ability. This is a simple gamification strategy that can be implemented in any business to a wonderful result.

Gamification, according to Yu-kai Chou, author of Actionable Gamification and pioneer within the gamification industry, is a mixture of game design, gaming dynamics, motivational psychology, user experience design, neurobiology, technology platforms, and behavioural economics. This may sound like a loose classification of complex and disparate fields, but it’s actually an adept definition of an all-encompassing philosophy on life and what motivates us to do what we do in our daily lives.

The drives that motivate us

What about gamification makes the philosophy so effective? There are eight core principles that are considered what is called the “octalysis,” a conceptualisation created by Yu-kai Chou. Basically, Chou posits that eight core drives motivate us in every facet of our lives. Not only can we use these drives in our personal lives, we can also use them in our work and business lives.

A mixture of drives can give us varying degrees of interest, dedication, and motivation. These core drives are as follows according to the octalysis: meaning, accomplishment, empowerment, ownership, social influence, unpredictability, scarcity, and avoidance.

The last three mentioned on the list can be used in negative ways to achieve participation. For example, using avoidance, or the feeling that you must act in order not to lose something can cause people to feel manipulated in the long-term. However, avoidance can be built into your motivation matrix if used properly and sparingly.

Truly, each drive has to be used with context, in the same way employing avoidance has to be monitored and managed. All these motivations can be employed to help better your organisation by finding those key intrinsic and extrinsic motivators that help you accomplish your business goals.

Gamification is the simple practice of identifying motivating factors and qualifying them through a myriad of ways.

In some cases, gamification boils down to simply analysing our motivations accurately so that we can either change them or manipulate them to better serve us. There is no better arena for this time of analysis and planning than business.

Businesses do not succeed unless we understand why they operate and what their founder’s intentions are for creating the business.

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Increasing Productivity

Wise Words From wiGroup On Building A “Wow” Company Culture

wiGroup has three underlying visions that form the basis of the business’s culture. Bevan Ducasse calls them the 3Ps.

Nadine Todd

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1. Passionate people

I loved the idea of starting a business and coming to work each day with passionate people who love what they do. Working in corporate there were too many people who just wanted to get to the weekend, and I found that really sad. You go through your whole life not enjoying what you do. One of the main books I read that got me there was Richard Branson’s Screw it, Let’s do it. His whole philosophy is about fun and loving what you do.

We even have a full-time coach that everyone can access. It’s up to you to book time with him, but everyone does, thanks to a culture of self-growth and personal development. His time is fully booked. I had to build a business case to justify the hire, but I worked out that If I increased the productivity of 100 people by 10%,  you effectively have ten more people working in the business. It’s hard to put a tangible number on it, but what we’ve seen is that the productivity, attitude, leadership and personal growth equates to roughly 20% across the organisation of 150 people.

I believe that great organisations find people and make them come alive in what they’re brilliant at. There are things I don’t like or am not good at that other people love. If you’re not good at something, get the right person in. Focus on what you’re brilliant at to move the needle. But do the same for your employees. We all have aspects of the job we need to do that we don’t love, but the core of what we do should align with our passions.

2. Remarkable product

We’re passionate about building solutions that add value to people’s lives. How do we add value? We never build products for the sake of it — everything we do fulfils a purpose.

Related: Strong Company Culture Fattens The Bottom Line

3. Profit

This speaks to the sustainability of the business, which ultimately comes down to balancing people, product and profit. Just chasing profit without a focus on product isn’t sustainable, and nor is looking after people and not profit. But you can never lose sight of your people either. If you’re running a company and focusing on your product IP, you’re missing the mark — this speaks to how fast things are changing. Your IP is your human capital. That is the one thing that will give you a competitive edge over five, ten or even fifteen years. The product you have now won’t give you the competitive advantage in ten years.

This vision is completely ingrained across our team: That’s what we’re about, seeing people come alive, building amazing products, and being sustainable in terms of the profits we generate.

Lessons Learnt

1. There’s no such thing as an ‘aha’ moment

It’s not about one good decision I’ve made; it’s about the thousands of little decisions we make every single day as a team that make a business. For me it’s about the fundamentals that you buy into, and that’s people, products and profit. We’ve launched products that fail and others that are a huge success. To get through the failures it’s important to focus on a philosophy of how and what we want to be as a company.

2. Add value first

Our mindset is to add value. It’s the grit that pushes us through failure and keeps 150 people focused and doing great things. I am one of many people. I have a strong role, but I’m still one of many. When you’re looking outward at what you do for others, you stay motivated. A lot of what we do is helping a retailer understand how to unlock third party value. We will connect two brands who we believe could work well together, like a Discovery and a Kauai. Did you know that you could drive value to this retailer, and that retailer could add value to you? We all live in our own worlds and verticals, but knowledge is power. The greater your understanding of the landscape and synergies around you, the more value you can add.

Related: Starbucks Coffee Is All About Culture… For A Reason

3. Business is creativity

You need to be open and teachable and have a mindset that says ‘you’re never there, there’s always something more to learn.’ That’s how you foster creativity and innovation, by always asking what’s next, and how to make something better.

4. Never stop learning

You don’t have to read 50 books a year — two great books a year can give you incredible insights if you implement what you’ve learnt. There’s so much you can learn from the people around you too — ask questions, join networks and find a mentor.

5. Raise leaders, not followers

This is crucial. You need to find the right people, and then empower them to lead. I realised this a few years ago — if I really wanted to scale the business I needed to raise people who were leaders and wouldn’t just follow me. The top level of leadership is the ability to raise other leaders up, and that’s where we should all aspire to be. 

Related: 5 Inexpensive Ways to Create a Company Culture Like Google’s

6. Focus

This is a big one for me, and we learnt it the hard way. We were doing too much, we lacked focus and clarity. These are such powerful tools. If you can bring clarity to teams, you create a clear picture that everyone can follow. Delve into the details — what are you doing, why are you doing it, what does good and great look like, what are your timelines?

The clearer the picture, the exponentially higher the chances are of a team being successful. This includes targets. These shouldn’t be a shot in the dark — they should be unpacked, examined and clarified.

7. The best defense is a strong offence

Worrying about competitors serves no-one — it just keeps you up at night. Instead, you should be pushing yourself — how can we do this better? Keep looking for the next thing to do and improve, and then execute it properly. If someone disrupts us and I know we did the best we could and gave everything — I’ll sleep well at night. But if it’s because we became complacent and rested on our laurels? Well then, we deserved it.

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