The uncertainty of the past two years has created a clash of work cultures, but leaders can transform this rare moment into a profound opportunity. We surveyed 10,624 global employees to learn what’s working—and what's not—in their organizations. Some of what we discovered is on this page. All of what we learned is in the full report.
Employees are stuck. Work about work is still wasting the majority of their time, despite massive shocks to the core of the workplace. Teams get lost in the abyss of vague tasks and processes. What’s worse is that now they’re losing time on strategy, too. The good news? Companies can escape this void with clearer cross-team methods that keep organizations advancing with the ebbs and flows of change.
Challenges will inevitably surface, but they don't have to stay. To alleviate burnout and imposter syndrome, leaders can be transparent on organizational goals, give training, develop mentorship programs, and provide mental health resources. Managers need to model taking time off, stop working outside of business hours, and be honest about their own work burnout. Making these changes is key to attracting top talent, retaining employees, and emphasizing psychological safety at work. And it improves the well-being of both the employees and the business.
Dr. Sahar Yousef, Cognitive Neuroscientist and lecturer at Haas School of Business, UC Berkeley.
People are working from home some days and from the office on others. Flexibility with work hours and location is a net positive change, but too much flexibility creates confusion and workplace FOMO. Organizations and teams can benefit by aligning on a set weekly schedule that clearly defines quiet time to work alone at home and collaborative time to work in the office on shared projects.
Organizations rely on a multitude of disjointed apps. Workers constantly switch their attention to whatever notification pings next—causing inefficiency, missed action items, and longer hours. When teams reduce the number of apps they’re using and choose tools that streamline work, employees can easily find their center of gravity and focus on what matters most.
42% of workers experience burnout and imposter syndrome at the same time.
24% of workers believe too many meetings directly lead to missed deadlines.
33% of workers say their attention span is shorter than it was a year ago.
40% of workers think burnout is an inevitable part of success.
When leadership lights the way with dynamic and clear processes, workers can gain increased focus and teams can move together effortlessly. That means organizations become free to prioritize an essential characteristic of a scaling company: agility. And in this era of coordinated clarity and frequent flexibility, everything—and everyone—shines a little brighter.
Key research and takeaways for leaders, workers, and teams ready to explore the age of the agile workplace.