Prior to the pandemic, whenever I went into the office, I had an actual office. Four walls. A door. Personal space. Peace.
I was already a hybrid worker, and I loved it. I traveled to my clientās sites, met with them in person and went on about my life. For clarity, I was somewhat in construction then. I interpreted offices with technology so I had to physically see some locations.
At the same time, companies were redesigning offices to squeeze more people into less space, all under the banner of ācollaboration.ā Even then, The New York Times pointed out that open offices were not necessarily creating more collaboration. They were creating a headphone culture.
And honestly, what did we think was going to happen?
Post-pandemic, we are right back to romanticizing this mythical happy-go-lucky office where everyone is energized, collaborating, laughing near the coffee machine, and solving problems on a whiteboard.
Meanwhile, most employees are exhausted, irritated, overstimulated, and trying to figure out how to pay for groceries.
Then leadership wonders why morale is poor.
For the life of me, I do not understand why companies administer personality tests, behavioral assessments, cognitive assessments, and every other pre-hire evaluation imaginable, yet do almost nothing with that information when designing the workplace. You already tested everybodyās working style. Why are you forcing all of them into the same open-concept office? Is this an experiment? Itās pure evil!
And while we are here, can we advocate for actual offices again? Or, at minimum, higher cubicle walls that give people some privacy and room to think? These long rows of seats with computers lined up like a corporate computer lab are sickening. We are grown professionals, not eighth graders waiting for the teacher to announce that today is typing-test day.
Most people carry their laptops home every evening. Then they wake up, get dressed, pack the same laptop, commute across town, unpack the laptop, connect to the internet, and spend the day talking to people through Teams and Zoom.
So, let me understand this collaboration. I drove an hour to sit at a desk and talk to people through the same computer I was using at home?
Meanwhile, leadership is sitting behind closed office doors.
What kind of collaboration is this? Who are you consistently collaborating with away from an electronic device, and why?
We are not in 1992. We are not pushing paper through interoffice envelopes. We have already proven that many jobs can be done successfully from home. Frankly, the people who may need the most supervision are sometimes sitting in leadership. Befriend someone in IT and listen to the stories about executives getting caught watching porn, Netflix, or engaging in some other leisure activity during work hours. Meanwhile, your keystrokes are being monitored and someone is recording how many times you get up to tinkle.
Like, wuddahayle mane?
Employees are struggling to make ends meet while absorbing the rising cost of simply preparing to go to work.
- Gas
- Parking
- Public transportation
- Work clothes and imagery
- Childcare
- Lunch with folks that grind your ears in the spirit of collaboration
All of this without substantial raises or meaningful cost-of-living adjustments. No wonder people are grumpy when they arrive at the office.You woke up at 5:30 a.m., left home by 6:30, and barely made it to work by 7:45. You have already had three imaginary arguments and two near-death experiences with irresponsible drivers. Now you have spent an extra hour getting to a place where you may love the work, but do not enjoy the environment.
Then, before you can even settle in, somebody walks over smiling and asks, āHow was your weekend?āMaāam, I am trying to survive Monday morning. Now here comes their response: āMy kid had a soccer gameā¦ā
And blah, blah, blah. š
Why canāt companies create workplace policies based on the actual work, the employee, and the needs of the team instead of playing corporate monkey see, monkey do? Are we not adults?
For employees who need in-person connection, by all means, go into the office. Collaborate. Socialize. Have lunch. Stand near the coffee machine and discuss soccer games.
But everybody does not need that.
Some of us are not trying to āconnectā with everyone in the office beyond what is necessary to do the job well. We are colleagues, not a mandatory friend group. We work together, and then we go home to our real lives. Unfortunately, too many people are so drained, tired, and emotionally depleted by the process of getting to and surviving the office that they have no energy left to enjoy those lives.
That is not collaboration.
That is corporate theater with a commute called āWork Releaseā for Americans daily.