First of all, in order to understand the reference I’m making, you’ll need to have read a famous speech from Shakespeare’s Henry V, which I’ll link here via Poetry Foundation. Now that we’ve crossed that item off our collective to-do lists, and potentially had flashbacks to high school English exams *shudder*, we can get right to the point — which, as any “good” businessperson will tell you, is “good.”
Long before the age of COVID-19, but long after the age of King Henry V, and later, Ferris’ setting of the dot-com bust, the American workplace began a-changin’. A catalyst? The “open office.” Contrary to its name, this structured work environment has in fact led to very expensive closures. Closures of minds, of jobs, of work in general. Here’s why: it’s a carefully orchestrated mirage, an unhealthy illusion of progress that takes time, energy, and resources away from making meaningful change where it actually matters, which is to say, in the workplace itself.
If you’ve worked in an “open office” for any length of time, you already know. Capital K, know. You know that removing walls doesn’t encourage collaboration. It takes people to do that. You know that removing cubicles doesn’t suddenly un-silo entire business lines. It takes people to do that. You know that creating shared work/play spaces doesn’t lead to greater inclusion, better job performance, or even bolstered company morale, because yep, you guessed it, it takes people to do that. And more often than not, if the places you work for struggle with these issues, it’s people who are the problem, not walls or rooms or any other architectural or design element. Hiding behind expensive space or hierarchy retrofits is like sooooo two decades ago. Now it’s twenty-freaking-twenty and “the office,” however closed or open, has never been a more fluid concept. It’s high time we spoke clearly about what we’ve seen clearly for a long, long time.
BUT WHOA THERE, WAIT A MINUTE!
I see your passion, it’s just that we’ve got to get ready before we rally the troops! And a significant part of those preparations is being able to honestly evaluate ourselves FULLY, FIRST. Why? Because as any real leader will tell you, NO ONE WHO REFUSES TO DO THEMSELVES WHAT THEY ASK OTHERS TO DO AS WELL IS WORTHY OF LEADING, EVER, ANYWHERE. If someone around you in a “leadership position” isn’t a leader, then welcome to the American workplace. And also, you can still show them how it’s done, but that brings me back to my earlier point. We’ve got work to do first.
STILL WITH ME? Good. But hold on real tight because this partnership’s gonna get much
worse MORE VULNERABLE before it gets any better CLOSER TO COMFORTABLE. And we’re gonna start by answering some questions. Both of us, believe me.
With the lens of your own experience and after reading Joshua Ferris’ Then We Came to the End:
- How would you describe your pre-COVID role in the American workplace? I don’t mean your job title or accomplishments. When I say “role,” I mean your over-arching contribution to the culture of work in America. Great if you come up with a few positive “marks,” but you’re doing it wrong if you can’t also come up with at least one devastating moment of oppression. That’s step one. Step two is to make both things right. Relative to the successes you claimed, turn around and directly thank the person or people who helped you achieve them. Meaningfully. And relative to your lapses in judgment, carry out an appropriate atonement, recognizing that the person/people/places you’ve hurt owe you exactly nothing, and may actually prefer that you make amends by doing work on yourself to avoid becoming or remaining a repeat oppressor.
- How would you describe your during-COVID role in the American workplace? Same parameters as above, but pay attention to where your answer shifted and/or stayed the same in this new time and set of social norms.
- What do you desire for your post-COVID role in the American workplace? Understand, of course, that if we weren’t in control of our destinies before this year, we are even less so now, which is why I asked about your desires instead of your expectations.
- Spend some additional time unpacking your reaction to that last statement, however you might have reacted to it. No, seriously. Spend some time thinking about the fact that you are most definitely not in complete control. How does that change the nature of what you expect to happen for/to/around you?
- Relatedly, what are you prepared to lose, and what are you unwilling to accept losing, in the future of the American workplace? How have your changing (or unchanging) roles affected or inspired those things? Would anything be different if your roles were?
- And finally, having now owned more of your personal impact on the past, present, and future of others around you, what would you like to see change in the American workplace moving forward? Dream as big as you can, for as long as you can. That’s YOUR list and that’s great. Here’s the deal though. You’re just one person. There are LOTS of other people out there with lists of mountains they’d like to see moved. Choose one person, choose an area of need that they’ve shared with you, and bless them by fulfilling that need where/when you are able. Don’t presume you know these needs or solutions, and don’t solicit them, either. Just listen. Close your mouth, open your mind and heart, and listen. That’s where the true work starts, no matter what the office of tomorrow looks like.
North by North Carolinian
Full content and concept by Ryan Vale McGonigle