{"id":91196,"date":"2023-01-10T18:17:10","date_gmt":"2023-01-10T07:17:10","guid":{"rendered":"https:\/\/www.steelcase.com\/asia-en\/?p=91196"},"modified":"2023-02-08T20:44:42","modified_gmt":"2023-02-08T09:44:42","slug":"leadership-by-design","status":"publish","type":"post","link":"https:\/\/www.steelcase.com\/asia-en\/research\/articles\/topics\/culture-talent\/leadership-by-design\/","title":{"rendered":"Leadership by Design"},"content":{"rendered":"

It used to be an experiment on the fringes, but hybrid work has gone mainstream and it\u2019s one of the biggest economic and cultural changes facing leaders today. Most organizations who choose hybrid work are trying to offer a balance between the flexibility people want and the need to bring employees together to create greater cohesion and build a sense of community. Some leaders worry their corporate culture is slowly dissolving and talk of \u201cquiet quitting\u201d \u2013 pulling back from work while staying in the job (or, as some would say, a Tik Tok term for disengagement) \u2013 is making them think it\u2019s time to make sure they\u2019re leading by example.<\/p>\n

\"\"<\/p>\n

Hybrid work policies can be a struggle for companies when people come into offices that still look like ghost towns. There\u2019s a critical mass that\u2019s needed to gain momentum and leaders play a critical role \u2013 they need to be accessible in ways they may not have considered in the past and to set the tone for the adoption of hybrid work. \u201c\u2018Congratulations. You are the new amenity,\u2019\u201d McKinsey\u2019s Workplace Strategy and Change Leader Phil Kirschner tells leaders. \u201cIt used to be the gym, the cafeteria, being able to bring puppies to work, whatever it is, but the executives are the new amenity.\u201d<\/p>\n

\u201c\u2018Congratulations. You are the new amenity. It used to be the gym, the cafeteria, being able to bring puppies to work, whatever it is, but the executives are the new amenity.\u201d <\/p>Phil KirschnerMcKinsey Workplace Strategy and Change Leader<\/span><\/cite><\/blockquote>\n

But the current office might be a barrier to leaders who want to be accessible and role models for hybrid. Workplace design traditionally focused on leaders’ needs by creating executive floors or suites that were set apart from the rest of the organization. It became a constraint to building transparency and made it harder for leaders to have serendipitous connections with employees. A fundamentally different approach to leadership spaces can be an important tool for building the kind of culture and fostering the kind of behaviors leaders want to see.<\/p>\n

Accessible. Approachable. Functional.<\/h2>\n

One of the things we know from our research is that employees want their leaders to be visible, accessible and transparent in how they run the business. For many leaders this requires new behaviors and practices, which can be a challenge because they also need to get their jobs done.<\/p>\n

So how can leaders balance the need to be more approachable to employees yet still have space to handle the moments of crisis they\u2019re dealing with more frequently, as well as the day-to-day needs of the organization? How can they collaborate as a leadership team and share quickly with each other as well as the larger organization. And how do they do all this in a hybrid work environment when they need to interact with people in-room and remote participants?<\/p>\n

\u201cOur clients are telling us they are struggling with these issues and looking to us to help them,\u201d says Steelcase CEO Sara Armbruster. \u201cThis is a time of seismic change and we believe space can help shape new leadership behaviors. We have a history of prototyping and testing progressive new ways for leaders to work. Our new leadership space applies our research and insights to create an innovative approach for leaders in a hybrid world.\u201d<\/p>\n

The new space, called the \u201cLeader Commons\u201d and located within the Steelcase Learning and Innovation Center in Grand Rapids, Michigan is a behavioral prototype \u2013 a fully-built-out environment where concepts are tested and evaluated in real time. Like its name implies, this space is designed to be highly accessible and approachable for employees, yet functional for the demands of leadership roles. It offers spaces where they can focus and collaborate, both in- person and remotely.<\/p>\n

\u201cWe know organizations need to rebuild the social capital that was lost while everyone worked from home, \u201csays Cherie Johnson, global design director. \u201cTraditional leadership spaces don\u2019t offer the transparency and accessibility people want today.”<\/p>\n

The design was inspired by dynamic neighborhoods that have a range of diverse public and private spaces which encourages equity, engagement and ease of use to address the needs of hybrid work.<\/p>\n

Designing a Leadership Neighborhood<\/h2>\n

The design concept of creating spaces that are more like a vibrant neighborhood is based on our belief that the workplace needs to be more inclusive and create the sense of community that people and organizations need to thrive. Neighborhoods are a tangible way for organizations to communicate their values and shift their culture.<\/p>\n

Every neighborhood has its own distinctive character and four key design principles guide their creation.<\/p>\n