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Here’s the 97,121st article about hybrid work released in the past 36 hours. This one is actually pretty good and breaks down the different decisions that leaders will need to make, but ultimately the “solution sets” part of the article is hideously flawed. It encourages leaders to think deeply, visualize, rank things, talk to people, etc. Senior leaders don’t do those things. If you’re talking about a man with 30 years in a vertical and you tell him to slow down and think and visualize, you basically just told him he’s not decisive and action-oriented. If you tell a man that, you might as well have just told him that his dick is below par. Guys want to barrel into action; in their minds, that’s what made them senior leaders. That’s why so much of work is ultimately a bunch of meaningless fire drills — that’s the only place that the decision-makers truly feel comfortable, EOD.
Anyway.
This part of the article is good:
Just as we saw the proliferation of foosball tables, baristas, and other on-site amenities (gyms, dry cleaning, acupuncture, etc.) among tech companies competing to be the hippest place to work, many argue that flexibility is becoming a new battle ground in the war for talent. This conversation looks to ensure that your company’s approach to hybrid and remote work allows it to succeed in a talent market that’s increasingly virtual and…
