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Transitioning to a new workplace model has its challenges, but there are ways to make this process as smooth as possible. We’re sharing #3FastFacts on how to provide flexibility, build trust, and put your people and culture first. Watch here:


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After a year and a half of working from home. For many employees, working from anywhere is appealing. But what about the thrill of finally getting out of the house again and catching up or brainstorming with a colleague in person? Many employees are carrying the rumblings of returning to the office and imagining or fearing what that could look like.

00:00:23:21 – 00:00:50:21

A staggering group. We’re helping clients create workplace philosophies that not only drive their businesses forward, but also activate cultures that truly work for their people. So here are three fast facts to successfully transition into your workplace model of the future. First, flexibility is everything. An organization’s future strategy needs to meet people where they are and the stats are there to prove that.

00:00:50:21 – 00:01:20:02

81% of employees who have been working from home during the pandemic want to keep some version of a remote option, which is why making employees feel forced back into the office may erode trust and have a negative impact on morale, engagement and overall job satisfaction. If you want to keep your best people and see your business grow, your model should be flexible enough to allow your employees to do their best work and be the most productive.

00:01:20:04 – 00:01:48:00

Articulate that there is no one size fits all approach to getting this right and that it won’t be perfect on day one. Take small steps to ease into the model. Consider a pilot program so that there is room to pivot and continue to gather feedback so you can adjust as needs and preferences change across the business. Next, building trust starts with leaders, no matter the type of working model.

00:01:48:01 – 00:02:14:00

Leaders need to walk the walk and with enthusiasm, expecting employees to come in solely because their boss is now in the office and not because of a business. Need is going to erode trust fast. Leaders also need to check their own biases and the subconscious cues they may be sending to their team. Encourage leaders to ask themselves questions like Are you showing favoritism with the big projects?

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Are you giving better treatment to employees who are showing up in office every day? Even when policies don’t require it? That’s a behavior to change. Or on the flip side, are leaders coming into the office to provide face to face support to new hires or employees who felt isolated, distracted or less creative while working from home? That’s a helpful behavior.

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It’s up to leaders to define what flexibility means, what behaviors they expect, and what they will do to both earn and keep employees trust. And lastly, put your people and culture at the forefront. Now is a great time to think about resetting your culture. How are you engaging people in new ways and fostering inclusion and psychological safety, both in-person and remotely?

00:03:05:18 – 00:03:35:14

How are you showing empathy, mitigating burnout, and focusing on well-being to help your people recharge? Do employees feel like their growth and development is important? Don’t wait to hear employees are dissatisfied or worse yet, wait for them to notice before you start asking yourself these critical questions. Then they need to recreate a culture that builds connection and belonging, provides work life balance, offers development opportunities, and empowers people to innovate.

00:03:35:21 – 00:04:12:03

Most of all, make sure your employees know you are working on meeting their needs. That’s critical because 92% of employees stated that they would stay with their current employer if they empathized with their needs. Turnover and job hopping are predicted to skyrocket this year, and we’re already seeing it. So the competition to recruit and retain top talent is certainly on.

Imogen Yates is an Associate Principal at Daggerwing Group. With a background in Human & Organizational Development and Corporate Strategy, Imogen is passionate about marrying the people side of change with business strategy. She works to bring both leaders and employees on board to make change happen and make it last. ​Imogen’s experience includes using practical and human-centered strategies to drive tangible results for clients. She specializes in transforming company cultures and the employee experience, as well as driving both leadership alignment and team effectiveness.
Jordan O'Connor is a Managing Consultant at Daggerwing Group. She has a passion for partnering with clients to successfully navigate change and culture transformation. Jordan has supported clients across a variety of industries in aligning leaders and their key leadership behaviors, bringing company culture to life, and engaging employees in innovative new ways. Jordan is an avid skier and lover of Neapolitan pizza.