WHATS HAPPENING THIS WEEK IN THE OFFICEVERSE?

Seven Questions Every Leader Should Ask About Their Officeverse.

The emergence of the "officeverse" enables you as a leader to challenge your long-held assumptions about the workplace. To capitalise on new opportunities, here are seven critical questions for you to examine:

1. What is the purpose of your office and officing? Leaders should balance enabling individual growth and fueling organisational capability when defining the purpose of maintaining offices.
2. What would you like to achieve with your office and by your office activities? Set clear objectives and key results aligned to corporate goals. How can offices drive productivity, innovation, and other concrete results?
3. What will be the climate impact of your office buildings and how you work? To mitigate environmental impact, achieving net-zero emissions is an imperative goal. What is the carbon footprint of facilities and commuting?
4. With whom do you want to office? Heterogeneous workforces breed innovation through diversity. Foster radical inclusion. Does our workforce reflect society's diversity?
5. How will you amplify the intelligence of your office? Could you assess where integrating human and machine capabilities can optimise performance? How can AI and other technologies augment human skills?
6. Where and when will you office? Support flexible hybrid models that provide work-life balance by rethinking when and where work occurs. Can we unlock new potential through flexibility?
7. How will you design an agile, resilient office? Empower teams to respond to shifting needs and nurture organisational resilience rapidly. Can we build adaptive capacity in a dynamic environment?

As a leader you can intentionally address these seven dimensions to unlock your organisation's full potential within the emerging Officeverse.

The future rewards those ready to evolve.

LEAVING CAN BE HARD TO DO

Leaving a bad job is tough. Nearly every client describes workplace trauma - an unsupportive manager, stressful policies, endless layoffs. Still, they stay for years, even though the environment is unhealthy.

What makes it so hard to leave?

Loyalty to your 'work family'

Long tenure can breed loyalty to your team. After eight years, my client Sam expected a partnership at his law firm. When rejected, on reflection, he realised, "I will never belong at this firm." Sam felt tremendous guilt even with an offer in hand from another firm.

Could you weigh your loyalty against the company's? Are you getting development opportunities and policies that meet your needs? Do you feel valued through pay and promotions? The relationship requires commitment on both sides.

A cult-like atmosphere

Working toward a goal bonds teams. If the mission benefits humanity, leaving seems selfish. Even without a higher purpose, collaborating makes you feel critical and strong enough to withstand challenges.

Could you define what matters to you, apart from company needs? Are your values fulfilled? If respect means your ideas are heard, but your manager ignores you, your value is violated. You must decide whether the mission trumps your values.

Nostalgia for the past

Change brings shock and frustration. You may think, "I don't want to leave because I love the company", not "I love my job." You're stuck in the past, hoping things revert.

Give yourself time to process the change. Ask yourself: What was the company like before versus now? What would make it better? Can I ask for changes to restore unmet values? The past is gone - choose whether to live the present reality.

Equity handcuffs

Waiting for stock to vest seems worthwhile after suffering. But how much trauma will you accept for money? Equity keeps you in a job - there's never a "final" vesting date. Have an exit plan based on the value you want vested before departing.

Fear

Fear you'll jump into a bad situation again or lose money binds you. Feeling worn down obliterates confidence that changing jobs will improve things.

Visualise life without fear. What would be possible? Envision your ideal workplace. Seek support to build confidence. Think what advice you would give a friend in your shoes.

Leaving is hard. I'd like you to learn from each experience to make changes earlier if you are in a similar situation again.

TIP OF THE WEEK

Don't Just Stay Busy - Prioritize Deep Work

It's easy for teams to get caught up in the busyness trap - spending long hours in meetings, endlessly multitasking, and chasing the illusion of productivity through activity. But real progress comes from deep focus. This week, could you take time to look over your team's culture? Are you rewarding activity over output? Eliminate low-value work and foster periods of deep concentration on your most vital projects. Model this behaviour yourself by signing off on time, discouraging weekend work, and taking your own vacations. Show your team that productivity doesn't always align with busyness. With intention and focus, you can all work smarter, not just harder.