How Selling Can be Innovative, Without Being Dishonest

Posted on by Joel Malkoff

Salespeople have gotten a notorious reputation for being dishonest. Some sellers do bend the truth, and worse, to put their product in the best possible light. 

In sales, as in all aspects of life, many people fall victim to someone else’s inappropriate behavior. I recall the case of a worker in a bakery who was about to dispose of stale bread. The bakery owner stopped the worker, demanding, “No, sell it as fresh bread!” Should the worker have followed his boss’ dishonest instructions or disobeyed them, throwing away the stale bread?

What if the worker could not afford to lose his job by refusing his boss? And, once the worker dishonestly sold the stale bread as fresh for the first time, would subsequent times become easier? A person becomes desensitized when performing dishonest behavior repetitively. Unethical behavior becomes easier to do.

A Better Way: Creativity

If you are stuck between a rock and a hard place, it is not always an either/or choice. There are alternatives if you think creatively. For example, the worker could have suggested to his boss that the bakery repackage and sell the stale bread as crispy breadcrumbs.

This alternative would provide the boss with a profitable, creative idea without misleading buyers. Why not? It works for bagels in Brooklyn: I remember the day-old bagels transformed into gourmet chips sold in neighborhood shops.

One of the most ancient frauds was a seller diluting wine with water and selling it as pure wine. Some people said diluting wine with water was not a crime if it was the local custom to water down wine, which is to say if it was known and sold at an acceptable price. Others said it was not permitted since it was an easily tempting deception.

To make matters worse, often in ancient times, the wine was thick and required dilution before consumption. The marketplace was in turmoil, and all the wine labeling was in doubt.

An astute salesman, looking for an alternative solution, thought about mixing a weaker wine with a stronger wine and selling this ‘blended’ wine at a slightly lower price. After many attempts, he introduced the first wine blend, and it was an overwhelming market success!

Sage Advice Applies Today 

Some sages feel that the act of luring a buyer is not misrepresenting the product since the buyer knows what is being offered for sale before deciding to purchase it. But the majority of the sages disagree since the seller is advertising a fictitious deal that lures the customer into the store.

The seller is stealing a person’s mind and attracting the buyer under false pretenses. Even if the actual sale does not happen, the seller is still fooling the buyer, so the seller’s behavior is unethical. 

There are many ancient examples of stealing the mind of a buyer. For one, there’s the practice of sprinkling a wine shop with a superior-quality, fragrant wine in an attempt to fool customers into believing that all the wine sold in the store is of the same high quality.

People rely on their sense of smell when purchasing products such as wine and oil. The sprinkling of fine oil or expensive perfume and then selling a cheaper product can be misleading to buyers.

In today’s times, did you ever buy a product online and discover that the advertised product appeared larger and better made than the product that you received? The deception of the eye is even more predominant than the deception of smell.

A seller should compete fairly, and the market rules should apply equally to all sellers. Some sages state that a storekeeper should not distribute treats to children because it lures the parents into a buying situation. But the majority of the sages agree that there is nothing wrong with such inducements. The storekeeper can say, “I may give out parched corn (popcorn), while another storekeeper may give out nuts.”

Bait-and-switch is unethical. However, the transparent attraction of customers can be fair. In ancient times, sellers captured the attention of customers by enticing their children, and, today, restaurants give away toys and have special rides for children.

Here are two important points to keep in mind:

First, there is no need to slander the competitor. You can benefit your products’ features, and by doing so, you will imply what the competitor lacks. You should always take the higher road.

Second, you should never manipulate a buyer by their fears. It is unethical. An effective salesperson can be persuasive and even forceful but never manipulative.

A wise man once said, “When you sell, do not oppress your brother.” That means more than overcharging a buyer. The emphasis is not on money but the human side of oppression. When you take advantage of a buyer’s trust, you cause distress. But, as you might well ask, “What if I have knowledge that could help win the sale? Shouldn’t I say so?” Yes, but you need to be careful and absolutely honest.

A buyer knows a competitive seller cannot be completely objective; even if his or her statements are accurate, they will be one-sided and subjective. A seller cannot be an expert advisor since he or she will always be subjective.

Salespeople may offer recommendations but should avoid giving advice and also not apply high-pressure sales tactics. In fact, when you sell ethically, your sales territory will grow through customer referrals.

I continually teach ethical lessons to my salespeople, such as the importance of selling without manipulating buyers, especially by using fear and treating competitors fairly. I even teach the benefits of recommending competition for the right reasons. I explain how genuine and honest intent is essential. First, you make the right decision; then, you reap the rewards of earning a customer’s trust and respect.

People in the business of sales can be innovative without being dishonest. Ultimately, customers will appreciate alternative approaches as long as they’re delivered with transparency. 

Joel Malkoff’s new book is Selling Ethically: A Business Parable Connecting Integrity with Profits.

How Selling Can be Innovative, Without Being Dishonest

Posted on by Joel Malkoff

Salespeople have gotten a notorious reputation for being dishonest. Some sellers do bend the truth, and worse, to put their product in the best possible light. 

In sales, as in all aspects of life, many people fall victim to someone else’s inappropriate behavior. I recall the case of a worker in a bakery who was about to dispose of stale bread. The bakery owner stopped the worker, demanding, “No, sell it as fresh bread!” Should the worker have followed his boss’ dishonest instructions or disobeyed them, throwing away the stale bread?

What if the worker could not afford to lose his job by refusing his boss? And, once the worker dishonestly sold the stale bread as fresh for the first time, would subsequent times become easier? A person becomes desensitized when performing dishonest behavior repetitively. Unethical behavior becomes easier to do.

A Better Way: Creativity

If you are stuck between a rock and a hard place, it is not always an either/or choice. There are alternatives if you think creatively. For example, the worker could have suggested to his boss that the bakery repackage and sell the stale bread as crispy breadcrumbs.

This alternative would provide the boss with a profitable, creative idea without misleading buyers. Why not? It works for bagels in Brooklyn: I remember the day-old bagels transformed into gourmet chips sold in neighborhood shops.

One of the most ancient frauds was a seller diluting wine with water and selling it as pure wine. Some people said diluting wine with water was not a crime if it was the local custom to water down wine, which is to say if it was known and sold at an acceptable price. Others said it was not permitted since it was an easily tempting deception.

To make matters worse, often in ancient times, the wine was thick and required dilution before consumption. The marketplace was in turmoil, and all the wine labeling was in doubt.

An astute salesman, looking for an alternative solution, thought about mixing a weaker wine with a stronger wine and selling this ‘blended’ wine at a slightly lower price. After many attempts, he introduced the first wine blend, and it was an overwhelming market success!

Sage Advice Applies Today 

Some sages feel that the act of luring a buyer is not misrepresenting the product since the buyer knows what is being offered for sale before deciding to purchase it. But the majority of the sages disagree since the seller is advertising a fictitious deal that lures the customer into the store.

The seller is stealing a person’s mind and attracting the buyer under false pretenses. Even if the actual sale does not happen, the seller is still fooling the buyer, so the seller’s behavior is unethical. 

There are many ancient examples of stealing the mind of a buyer. For one, there’s the practice of sprinkling a wine shop with a superior-quality, fragrant wine in an attempt to fool customers into believing that all the wine sold in the store is of the same high quality.

People rely on their sense of smell when purchasing products such as wine and oil. The sprinkling of fine oil or expensive perfume and then selling a cheaper product can be misleading to buyers.

In today’s times, did you ever buy a product online and discover that the advertised product appeared larger and better made than the product that you received? The deception of the eye is even more predominant than the deception of smell.

A seller should compete fairly, and the market rules should apply equally to all sellers. Some sages state that a storekeeper should not distribute treats to children because it lures the parents into a buying situation. But the majority of the sages agree that there is nothing wrong with such inducements. The storekeeper can say, “I may give out parched corn (popcorn), while another storekeeper may give out nuts.”

Bait-and-switch is unethical. However, the transparent attraction of customers can be fair. In ancient times, sellers captured the attention of customers by enticing their children, and, today, restaurants give away toys and have special rides for children.

Here are two important points to keep in mind:

First, there is no need to slander the competitor. You can benefit your products’ features, and by doing so, you will imply what the competitor lacks. You should always take the higher road.

Second, you should never manipulate a buyer by their fears. It is unethical. An effective salesperson can be persuasive and even forceful but never manipulative.

A wise man once said, “When you sell, do not oppress your brother.” That means more than overcharging a buyer. The emphasis is not on money but the human side of oppression. When you take advantage of a buyer’s trust, you cause distress. But, as you might well ask, “What if I have knowledge that could help win the sale? Shouldn’t I say so?” Yes, but you need to be careful and absolutely honest.

A buyer knows a competitive seller cannot be completely objective; even if his or her statements are accurate, they will be one-sided and subjective. A seller cannot be an expert advisor since he or she will always be subjective.

Salespeople may offer recommendations but should avoid giving advice and also not apply high-pressure sales tactics. In fact, when you sell ethically, your sales territory will grow through customer referrals.

I continually teach ethical lessons to my salespeople, such as the importance of selling without manipulating buyers, especially by using fear and treating competitors fairly. I even teach the benefits of recommending competition for the right reasons. I explain how genuine and honest intent is essential. First, you make the right decision; then, you reap the rewards of earning a customer’s trust and respect.

People in the business of sales can be innovative without being dishonest. Ultimately, customers will appreciate alternative approaches as long as they’re delivered with transparency. 

Joel Malkoff’s new book is Selling Ethically: A Business Parable Connecting Integrity with Profits.

How to be an Inclusive Leader in 2021

Posted on by Jennifer Brown and Ed Frauenheim

To build on the promising momentum around inclusion last year, organizations should expect more from executives, tackle gender equality in broader ways, and continue to uncover the full humanity of their employees.

George Floyd’s murder, the subsequent global protests, and pandemic-related solidarity were explosive. They were powerful developments that could accelerate progress on inclusive workplaces in 2021, or simply be remembered as mere engine backfires, and become wasted opportunities that damage the long-term health of companies by stifling human potential.  

Much depends on how organizations embrace the Diversity, Equity and Inclusion Agenda (DEI) for 2021.

Many organizations responded to last year’s racial reckoning by pledging to renew their DEI efforts. But with so much work to do — and with much attention now focused on the very health of our democracy after the Capitol riot — it would be easy for the energy and goodwill around diverse workplaces to dissipate. It would also be easy for company leaders to revert to business-as-usual, avoiding the uncomfortable conversations and structural reforms needed.

That’s why we suggest the DEI agenda for 2021 be narrowly focused. And why the three priorities we identify concentrate on senior executives and the straight white men who make up the bulk of their ranks.

1. Expect more from the powerful — in the professional, public, and personal realms

Advocates for greater diversity have known for years that their efforts aren’t likely to go far without the support of CEOs and other top executives. This is the year to double-down on that message and expand on it. COVID-19 and the racial protests showed us that conversations about equity and belonging could not be contained within a company’s four walls; they require engagement by executives in the wider culture and policy arenas. Even more importantly, senior leaders must wrestle with the profoundly personal dimensions of privilege and power. There’s no other way to arrive at a genuine commitment to an inclusive organization and world.

Pioneers are blazing brave trails here. They are saying, in effect: “I thought I was doing enough for others, and I now realize I’m not.” Among the standouts is Tim Ryan, senior partner, and US chairman at professional services giant PwC. He began his soul-searching around racial inequality several years ago, oversaw the publication last year of a “warts-and-all” report on PwC’s corporate diversity, and spearheaded a new business initiative to advocate for racial equality in public policy.

2. Advance gender equality — by tackling both sides of the equation

In December, women lost a total of 156,000 jobs, while men gained 16,000. That disparity builds on a broader 2020 trend of women leaving the workforce at a much greater rate than men. Principle reasons for the inequality are childcare duties and remote education support, which have been falling far more on the shoulders of women than men. We are losing an entire generation of female professionals. This is what happens when businesses fail to stimulate more fundamental, systemic culture changes. To be sure, organizations should bolster programs that help mothers and caretakers return to work.

But gender fairness work has to expand beyond the female part of the equation. Company leaders — most of them male — ought to shine a spotlight on outdated, unhealthy views of masculinity that perpetuate inequality at work and home. Leading organizations will advocate for a “liberating” masculinity — one that frees men and their partners to share in the burdens and joys of parenting, that encourages greater self-awareness of the advantages of their gender, and that promotes an inclusive approach to leadership.

3. Continue the “Great Uncovering” — even post-pandemic

COVID-19 changed our definition of performance and tore down the facades we’ve been conditioned to hide behind in the workplace. We’ve finally broken from the “worker as widget-maker” once and for all, and our lives have flooded onto the screen. If someone was closeted before the pandemic, perhaps they can’t be now because their same-sex partner is walking behind them on Zoom for all to see. In this “Great Uncovering,” our lives have been on display like never before: our mental health challenges, our family constellations, and our socioeconomic status as made visible by our work-from-home setups.

This is cause for celebration. It has prompted new levels of vulnerability, acceptance, and community. In many cases, it has enabled those historically marginalized in corporate settings to finally feel seen and welcome. But the forcing function for this intimacy and human connection — the pandemic — will not last forever. Overall, that’s great news, but it threatens to return our workplaces to less warm, less holistically human, less inclusive cultures. We ought to work hard to preserve our newfound authenticity as we evolve from virtual operations to more traditional office arrangements.

In outlining the agenda above, we didn’t even touch on the business case for DEI. But make no mistake: the organizations that fail to accelerate their inclusion efforts risk falling far behind competitors. 

As DEI advocates accustomed to slow progress, we know the dramatic momentum of last year could well sputter and die. But in the wake of great sacrifices and authentic awakenings in 2020, we dare to dream. With a focused agenda that asks for a genuine commitment by male executives especially, we can speed ahead this year toward diverse workplaces that work for all.

How to be an Inclusive Leader in 2021

Posted on by Jennifer Brown and Ed Frauenheim

To build on the promising momentum around inclusion last year, organizations should expect more from executives, tackle gender equality in broader ways, and continue to uncover the full humanity of their employees.

George Floyd’s murder, the subsequent global protests, and pandemic-related solidarity were explosive. They were powerful developments that could accelerate progress on inclusive workplaces in 2021, or simply be remembered as mere engine backfires, and become wasted opportunities that damage the long-term health of companies by stifling human potential.  

Much depends on how organizations embrace the Diversity, Equity and Inclusion Agenda (DEI) for 2021.

Many organizations responded to last year’s racial reckoning by pledging to renew their DEI efforts. But with so much work to do — and with much attention now focused on the very health of our democracy after the Capitol riot — it would be easy for the energy and goodwill around diverse workplaces to dissipate. It would also be easy for company leaders to revert to business-as-usual, avoiding the uncomfortable conversations and structural reforms needed.

That’s why we suggest the DEI agenda for 2021 be narrowly focused. And why the three priorities we identify concentrate on senior executives and the straight white men who make up the bulk of their ranks.

1. Expect more from the powerful — in the professional, public, and personal realms

Advocates for greater diversity have known for years that their efforts aren’t likely to go far without the support of CEOs and other top executives. This is the year to double-down on that message and expand on it. COVID-19 and the racial protests showed us that conversations about equity and belonging could not be contained within a company’s four walls; they require engagement by executives in the wider culture and policy arenas. Even more importantly, senior leaders must wrestle with the profoundly personal dimensions of privilege and power. There’s no other way to arrive at a genuine commitment to an inclusive organization and world.

Pioneers are blazing brave trails here. They are saying, in effect: “I thought I was doing enough for others, and I now realize I’m not.” Among the standouts is Tim Ryan, senior partner, and US chairman at professional services giant PwC. He began his soul-searching around racial inequality several years ago, oversaw the publication last year of a “warts-and-all” report on PwC’s corporate diversity, and spearheaded a new business initiative to advocate for racial equality in public policy.

2. Advance gender equality — by tackling both sides of the equation

In December, women lost a total of 156,000 jobs, while men gained 16,000. That disparity builds on a broader 2020 trend of women leaving the workforce at a much greater rate than men. Principle reasons for the inequality are childcare duties and remote education support, which have been falling far more on the shoulders of women than men. We are losing an entire generation of female professionals. This is what happens when businesses fail to stimulate more fundamental, systemic culture changes. To be sure, organizations should bolster programs that help mothers and caretakers return to work.

But gender fairness work has to expand beyond the female part of the equation. Company leaders — most of them male — ought to shine a spotlight on outdated, unhealthy views of masculinity that perpetuate inequality at work and home. Leading organizations will advocate for a “liberating” masculinity — one that frees men and their partners to share in the burdens and joys of parenting, that encourages greater self-awareness of the advantages of their gender, and that promotes an inclusive approach to leadership.

3. Continue the “Great Uncovering” — even post-pandemic

COVID-19 changed our definition of performance and tore down the facades we’ve been conditioned to hide behind in the workplace. We’ve finally broken from the “worker as widget-maker” once and for all, and our lives have flooded onto the screen. If someone was closeted before the pandemic, perhaps they can’t be now because their same-sex partner is walking behind them on Zoom for all to see. In this “Great Uncovering,” our lives have been on display like never before: our mental health challenges, our family constellations, and our socioeconomic status as made visible by our work-from-home setups.

This is cause for celebration. It has prompted new levels of vulnerability, acceptance, and community. In many cases, it has enabled those historically marginalized in corporate settings to finally feel seen and welcome. But the forcing function for this intimacy and human connection — the pandemic — will not last forever. Overall, that’s great news, but it threatens to return our workplaces to less warm, less holistically human, less inclusive cultures. We ought to work hard to preserve our newfound authenticity as we evolve from virtual operations to more traditional office arrangements.

In outlining the agenda above, we didn’t even touch on the business case for DEI. But make no mistake: the organizations that fail to accelerate their inclusion efforts risk falling far behind competitors. 

As DEI advocates accustomed to slow progress, we know the dramatic momentum of last year could well sputter and die. But in the wake of great sacrifices and authentic awakenings in 2020, we dare to dream. With a focused agenda that asks for a genuine commitment by male executives especially, we can speed ahead this year toward diverse workplaces that work for all.

Ask These 5 Critical Questions Before Committing to Lean Thinking

Posted on by Sean Fields and Michael Sanders

Here’s how to avoid the most common mistakes and stack the deck in your favor.

Many companies turn to lean thinking and practices in hopes of achieving breakthroughs in efficiency, profitability, and customer satisfaction. Too many, however, fail in their attempts. What began with a bang ends in a whimper, leaving executives and business owners feeling frustrated and disappointed.

Moreover, such failures dissuade other leaders from even considering lean in their own companies. If you’re one of them, we have good news: With the right preparation, you can avoid the most common mistakes and stack the deck in your favor.

To begin, work with your leadership team or closest advisers to ask five critical questions.

1. Is lean right for us right now?

While lean can undoubtedly help a company, it isn’t right for every business, every time. For instance, if your business is losing ground due to outdated or second-rate products, start improving your product line first. Or if market demand is declining — as it may be now, for example, amid the current COVID-19 pandemic — think about a diversification or marketing initiative instead.

By contrast, lean might be a great fit if your business has significant efficiency or effectiveness issues. Perhaps customer demand exceeds capacity, lead times are lagging behind the competition, or costs exceed what the market will bear.

Takeaway: Fit and timing are essential to lean success.

2. Are we up to adhering to lean’s core conditions?

Lean can work with almost any leadership style and work culture if — and it’s a big if — two core conditions are consistently met: 1) leaders maintain consistency, with no wavering or walking back; and 2) leaders walk their talk with regular and frequent follow-up.

Takeaway: Lean requires a commitment to consistency and support.

3. Are we willing to align our business practices with lean principles?

Like it or not, many of your company’s existing business practices — incentives, metrics, SOPs, and the like — stand an excellent chance of colliding with lean principles. For instance, a lean goal like minimizing work in process inventory can conflict with standard cost accounting. How sales commissions or performance bonuses are structured can be at odds with crucial lean behaviors. The key is to be flexible and reconcile what is currently in place with lean principles, not vice-versa. Otherwise, lean will lose every time.

Takeaway: Lean requires incentives that are consistent with lean principles.

4. Are our expectations about lean and our company’s maturity in sync?

A lean initiative can’t, and won’t, go the distance without managing expectations, especially concerning speed and success versus your company’s overall maturity. For example, if your business is more accustomed to putting out fires than operating smoothly and functionally, be sure to adjust your objectives and timelines with room to spare — thereby allowing for any fits and starts — and fully communicate them with everyone involved. This way, you can head off any angst or uncertainty at the pass.

Takeaway: Be realistic about your company’s maturity and manage people’s expectations about lean accordingly.

5. Which approach to lean would be most compatible with our company?

There’s no one-size-fits-all when it comes to lean. To be successful, it’s incumbent to adopt a lean approach compatible with your business. Each approach — and there are many — offers differing levels of complexity and versatility, making researching and understanding those differences imperative. Besides traditional lean, you’ll find everything from Six Sigma, which emphasizes the use of statistical techniques, to Paul Akers’ “2 Second Lean.”

Takeaway: Do your homework and find a lean approach that fits your company.

Ready? There’s more to lean than asking these five questions, but you can avoid the most common mistakes by addressing them first and thoroughly and stack the deck in your favor.

Ask These 5 Critical Questions Before Committing to Lean Thinking

Posted on by Sean Fields and Michael Sanders

Here’s how to avoid the most common mistakes and stack the deck in your favor.

Many companies turn to lean thinking and practices in hopes of achieving breakthroughs in efficiency, profitability, and customer satisfaction. Too many, however, fail in their attempts. What began with a bang ends in a whimper, leaving executives and business owners feeling frustrated and disappointed.

Moreover, such failures dissuade other leaders from even considering lean in their own companies. If you’re one of them, we have good news: With the right preparation, you can avoid the most common mistakes and stack the deck in your favor.

To begin, work with your leadership team or closest advisers to ask five critical questions.

1. Is lean right for us right now?

While lean can undoubtedly help a company, it isn’t right for every business, every time. For instance, if your business is losing ground due to outdated or second-rate products, start improving your product line first. Or if market demand is declining — as it may be now, for example, amid the current COVID-19 pandemic — think about a diversification or marketing initiative instead.

By contrast, lean might be a great fit if your business has significant efficiency or effectiveness issues. Perhaps customer demand exceeds capacity, lead times are lagging behind the competition, or costs exceed what the market will bear.

Takeaway: Fit and timing are essential to lean success.

2. Are we up to adhering to lean’s core conditions?

Lean can work with almost any leadership style and work culture if — and it’s a big if — two core conditions are consistently met: 1) leaders maintain consistency, with no wavering or walking back; and 2) leaders walk their talk with regular and frequent follow-up.

Takeaway: Lean requires a commitment to consistency and support.

3. Are we willing to align our business practices with lean principles?

Like it or not, many of your company’s existing business practices — incentives, metrics, SOPs, and the like — stand an excellent chance of colliding with lean principles. For instance, a lean goal like minimizing work in process inventory can conflict with standard cost accounting. How sales commissions or performance bonuses are structured can be at odds with crucial lean behaviors. The key is to be flexible and reconcile what is currently in place with lean principles, not vice-versa. Otherwise, lean will lose every time.

Takeaway: Lean requires incentives that are consistent with lean principles.

4. Are our expectations about lean and our company’s maturity in sync?

A lean initiative can’t, and won’t, go the distance without managing expectations, especially concerning speed and success versus your company’s overall maturity. For example, if your business is more accustomed to putting out fires than operating smoothly and functionally, be sure to adjust your objectives and timelines with room to spare — thereby allowing for any fits and starts — and fully communicate them with everyone involved. This way, you can head off any angst or uncertainty at the pass.

Takeaway: Be realistic about your company’s maturity and manage people’s expectations about lean accordingly.

5. Which approach to lean would be most compatible with our company?

There’s no one-size-fits-all when it comes to lean. To be successful, it’s incumbent to adopt a lean approach compatible with your business. Each approach — and there are many — offers differing levels of complexity and versatility, making researching and understanding those differences imperative. Besides traditional lean, you’ll find everything from Six Sigma, which emphasizes the use of statistical techniques, to Paul Akers’ “2 Second Lean.”

Takeaway: Do your homework and find a lean approach that fits your company.

Ready? There’s more to lean than asking these five questions, but you can avoid the most common mistakes by addressing them first and thoroughly and stack the deck in your favor.

Reimagining the Workplace for the Post-COVID Era

Posted on by Chris Kane

The COVID-19 pandemic has dramatically changed where, when, and how people work. Most who have now experienced remote working are questioning the ways we used to work and the purpose of the office. Answers to these questions will have repercussions for the future of our cities. 

Even before the pandemic, the traditional meanings of the workplace and the office had been reshaped by technology. With good connectivity widely available, easy access to the internet, and effective cloud computing, any space could become a workplace. Once the pandemic forced a work-from-home requirement, employees proved to holdout employers that they could meet their deadlines and work obligations while working remotely.  

As a result, the pandemic is disrupting the commercial real estate industry that has long rested on its laurels, believing that businesses required roofs over their heads to carry out their operations. Just as other companies have had to grapple with changing customer needs, commercial office space providers have now been hit in a momentous fashion by the need to become customer-focused.  

These days, consumers are less likely to take on long-term lease commitments and demand greater operational-type services based on user experience and well-being. For commercial real estate companies and corporate real estate departments, this will require a shift away from the long-running business model of “build it, and they will come” to taking on more responsibility for workplace effectiveness.  

The emerging landscape of a “liquid workforce,” with companies becoming more reliant on talent who work on contract, has already reshaped how businesses consume office space and led to a burgeoning alternative office market. Witness the influx of flexible workspace providers, including WeWork (with 625 locations in more than 127 cities in 33 countries), Convene, LiquidSpace, Knotel, and The Office Group — all jostling to get a piece of the flexible space action. This trend opens up a completely different range of possibilities. For example, flex-space product offerings could run alongside traditional leasing models. 

Commercial office space suppliers must now work in new ways with consumers to provide product offerings better suited to delivering tangible business value. This also means that, on the demand side, business leaders must focus on the actual needs of their enterprises — as opposed to simple headcounts. This will require reviewing how their internal support functions enable work and productivity. The status quo of static office buildings where workers are confined in a sea of cubicles needs to be reimagined with a people-centric focus that offers smart and agile alternatives. 

In reimagining the post-COVID-19 workplace, characteristics of a new, responsive supply model can include: 

1. Inviting input from a broad spectrum of stakeholders. A new office supply model that allows input from multiple perspectives can replace the outdated and one-sided landlord-tenant relationship. Instead of a linear process, it will enable a fluid and flexible system for the provision of offices that meets the demands of a distributed and engaged workforce. This will shift the paradigm to a more customer-focused relationship, and clients will receive real value-added services. 

2. Creating alternatives to traditional leasing. While the conventional vanilla leasing system will continue, it likely won’t remain the market’s dominant component. Property owners could develop portfolio-wide propositions for customers as an alternative, or extension, to the long-term lease offer. 

3. Looking beyond the building. Landlords tend to focus only on construction, build-out, and leasing of their office spaces. On the other hand, tenants need to understand better how a building enables employees to perform their best work. By closing this gap and shifting the thinking beyond a traditional deal-oriented mindset, landlords can offer space as a service that helps enable their tenants to work efficiently and effectively. 

4. Upgrading property management services. Customers now expect a consumer-friendly digital presence to facilitate service delivery. International property databases such as Proptech are driving the availability of accessible information, including providing a reliable and accurate picture of the value of real estate. They have accelerated property transactions considerably, and expectations for digitalized services now need to be met.  

5. Upholding corporate values. User experience and well-being and sustainability concerns — such as transforming buildings to reduce emissions or limiting the use of harmful materials — have become critical corporate responsibility considerations. The global community is increasingly discerning about the environmental and ethical practices of employers and auxiliary service providers, which extends to the real estate management industry. 

Employees’ ability to work remotely during the pandemic signals that it’s now possible to consider various operating modes. Suppliers of office space, to remain relevant, must move from a building-centric mindset and come to terms with changes in customer needs. Reimagining the workplace in the post-COVID era will require applying a holistic perspective and providing choices for more agile 21st Century enterprises. 

WhereIsMyOffice.com / Where is My Office?: Reimagining the Workplace for the 21st Century

Reimagining the Workplace for the Post-COVID Era

Posted on by Chris Kane

The COVID-19 pandemic has dramatically changed where, when, and how people work. Most who have now experienced remote working are questioning the ways we used to work and the purpose of the office. Answers to these questions will have repercussions for the future of our cities. 

Even before the pandemic, the traditional meanings of the workplace and the office had been reshaped by technology. With good connectivity widely available, easy access to the internet, and effective cloud computing, any space could become a workplace. Once the pandemic forced a work-from-home requirement, employees proved to holdout employers that they could meet their deadlines and work obligations while working remotely.  

As a result, the pandemic is disrupting the commercial real estate industry that has long rested on its laurels, believing that businesses required roofs over their heads to carry out their operations. Just as other companies have had to grapple with changing customer needs, commercial office space providers have now been hit in a momentous fashion by the need to become customer-focused.  

These days, consumers are less likely to take on long-term lease commitments and demand greater operational-type services based on user experience and well-being. For commercial real estate companies and corporate real estate departments, this will require a shift away from the long-running business model of “build it, and they will come” to taking on more responsibility for workplace effectiveness.  

The emerging landscape of a “liquid workforce,” with companies becoming more reliant on talent who work on contract, has already reshaped how businesses consume office space and led to a burgeoning alternative office market. Witness the influx of flexible workspace providers, including WeWork (with 625 locations in more than 127 cities in 33 countries), Convene, LiquidSpace, Knotel, and The Office Group — all jostling to get a piece of the flexible space action. This trend opens up a completely different range of possibilities. For example, flex-space product offerings could run alongside traditional leasing models. 

Commercial office space suppliers must now work in new ways with consumers to provide product offerings better suited to delivering tangible business value. This also means that, on the demand side, business leaders must focus on the actual needs of their enterprises — as opposed to simple headcounts. This will require reviewing how their internal support functions enable work and productivity. The status quo of static office buildings where workers are confined in a sea of cubicles needs to be reimagined with a people-centric focus that offers smart and agile alternatives. 

In reimagining the post-COVID-19 workplace, characteristics of a new, responsive supply model can include: 

1. Inviting input from a broad spectrum of stakeholders. A new office supply model that allows input from multiple perspectives can replace the outdated and one-sided landlord-tenant relationship. Instead of a linear process, it will enable a fluid and flexible system for the provision of offices that meets the demands of a distributed and engaged workforce. This will shift the paradigm to a more customer-focused relationship, and clients will receive real value-added services. 

2. Creating alternatives to traditional leasing. While the conventional vanilla leasing system will continue, it likely won’t remain the market’s dominant component. Property owners could develop portfolio-wide propositions for customers as an alternative, or extension, to the long-term lease offer. 

3. Looking beyond the building. Landlords tend to focus only on construction, build-out, and leasing of their office spaces. On the other hand, tenants need to understand better how a building enables employees to perform their best work. By closing this gap and shifting the thinking beyond a traditional deal-oriented mindset, landlords can offer space as a service that helps enable their tenants to work efficiently and effectively. 

4. Upgrading property management services. Customers now expect a consumer-friendly digital presence to facilitate service delivery. International property databases such as Proptech are driving the availability of accessible information, including providing a reliable and accurate picture of the value of real estate. They have accelerated property transactions considerably, and expectations for digitalized services now need to be met.  

5. Upholding corporate values. User experience and well-being and sustainability concerns — such as transforming buildings to reduce emissions or limiting the use of harmful materials — have become critical corporate responsibility considerations. The global community is increasingly discerning about the environmental and ethical practices of employers and auxiliary service providers, which extends to the real estate management industry. 

Employees’ ability to work remotely during the pandemic signals that it’s now possible to consider various operating modes. Suppliers of office space, to remain relevant, must move from a building-centric mindset and come to terms with changes in customer needs. Reimagining the workplace in the post-COVID era will require applying a holistic perspective and providing choices for more agile 21st Century enterprises. 

WhereIsMyOffice.com / Where is My Office?: Reimagining the Workplace for the 21st Century

With the Pandemic Savaging Jobs, Could Your Future Lie in Artificial Intelligence?

Posted on by Ed Sappin

What can you do when a global pandemic cuts your best-laid career plans short? 

An August report in Time Magazine indicated that 40 million jobs were lost at the height of the Covid-19 pandemic, and 42 percent of them are likely gone forever. If yours counts among the lost, your best bet for finding a replacement might be to aim your career trajectory towards one of the sectors that are growing exponentially, such as artificial intelligence. 

AI has increasingly made its mark on business over the last few decades. One recent report listed nine different industries that have already been, or soon will be, majorly impacted by AI — from manufacturing and transportation to education and retail. By 2022, one in five employees can expect to be partnered with AI; studies estimate that as many as 65 percent of the students currently in school will wind up taking jobs that do not exist at present.

With jobs disappearing and technological disruption steamrolling in from the horizon, companies and workers alike have been forced to ask themselves — how can they reorganize their old skillsets for an AI-savvy job market? 

Upskilling is the most obvious and promising method at hand. By retraining workers for the future economy, employers ensure their employees stay ahead of the curve and maintain relevance amid the widespread disruption. If you have been furloughed, you may be able to take advantage of company-provided learning opportunities as part of your return to the office. 

Amazon and AT&T, for instance, have made sizable commitments to retraining initiatives. The latter company discovered that half its 250,000 employees required STEM training before shifting to new positions. 

Other companies offer education as a benefit, where they agree to pay for employees’ schooling. Amazon, for example, provides education opportunities and certification programs for employees transitioning out of the company through its Machine Learning University and further enables current workers to hone their software-development talents at Amazon Technical Academy.

Of course, many workers who have lost their jobs to the pandemic likely will not have access to corporate upskilling initiatives, nor the time and resources to go (back) to college — but that lack doesn’t leave them bereft of options.

Today, intensive academic boot camps offer working professionals the opportunity to gain marketable tech skills at a low cost within three to six months. While this type of program is best known for teaching software development, boot camps for AI adjacent sectors such as digital marketing, UX, and cybersecurity are also available. 

According to recent market reports, boot camps graduated 33,959 learners in 2019 and, as of the summer of 2019, were available in no less than 71 US cities and 38 states. 

Such programs are often well-regarded by employers. Seventy-two percent of hiring managers surveyed by HackerRank say that Bootcamp-trained professionals are “equally or better equipped for the job than other hires” and often have other desirable traits, such as a penchant for learning new skills quickly and an eagerness to take on new responsibilities. 

While it would be overly optimistic to say that a tech boot camp could fully prepare laid-off workers for a job in AI, upskilling programs may help them reframe their skills within a more tech-friendly context. 

“One of the big obstacles in a job interview, when you’re older, is that people think you’re inflexible and can’t learn new things,” Liz Beagle-Bryant, a former administrative assistant who was laid off from her job at Microsoft in 2011, told reporters for The New York Times. 

While Beagle-Bryant struggled to find a new job, she eventually landed her dream role as a document control coordinator at the public transit agency Sound Transit. The key to her success? Learning to code. 

“Coding gave me an edge. I developed a confidence I didn’t have before,” Beagle-Bryant explained. 

As Beagle-Bryant’s experience demonstrates, not all professionals need to pivot their careers to suit a highly technical, AI-focused role. Instead, they need to obtain a sturdy foundation of technical skills and recontextualize their existing experience to do jobs that would require them to interface with AI and other highly-technical platforms. 

While those entering the AI field for the first time would do well to have earned a degree in computer science or mathematics, tech giants like Apple and Google no longer see college degrees as being essential. Instead, it is a matter of having “curiosity, confidence and perseverance,” as Microsoft executive Dan Ayoub told Best Colleges, as well as adaptability to the ever-evolving field.

In other words, soft skills still matter at least as much as hard skills. The professional talents you’ve gained over a lifetime of working still have tangible value — you just need to reorganize them within a more tech-savvy skill set. Abilities like creativity, the ability to solve complex problems, and the ability to think critically will continue to be valued. Workers can gain the necessary technical skills by leveraging corporate upskilling programs, independently earning certifications, or enrolling in Bootcamp-style educations. 

As significant an impact as AI is having at present, it will only grow over time. Those who grasp that — who show curiosity, confidence, and perseverance — stand to put themselves in the best possible position to work with AI in their professional careers, rather than against it. Opportunities come through change, whether we want that change or not. AI-related careers can be a strong option for those affected by Covid-19, potentially opening up even better careers in the future. 

With the Pandemic Savaging Jobs, Could Your Future Lie in Artificial Intelligence?

Posted on by Ed Sappin

What can you do when a global pandemic cuts your best-laid career plans short? 

An August report in Time Magazine indicated that 40 million jobs were lost at the height of the Covid-19 pandemic, and 42 percent of them are likely gone forever. If yours counts among the lost, your best bet for finding a replacement might be to aim your career trajectory towards one of the sectors that are growing exponentially, such as artificial intelligence. 

AI has increasingly made its mark on business over the last few decades. One recent report listed nine different industries that have already been, or soon will be, majorly impacted by AI — from manufacturing and transportation to education and retail. By 2022, one in five employees can expect to be partnered with AI; studies estimate that as many as 65 percent of the students currently in school will wind up taking jobs that do not exist at present.

With jobs disappearing and technological disruption steamrolling in from the horizon, companies and workers alike have been forced to ask themselves — how can they reorganize their old skillsets for an AI-savvy job market? 

Upskilling is the most obvious and promising method at hand. By retraining workers for the future economy, employers ensure their employees stay ahead of the curve and maintain relevance amid the widespread disruption. If you have been furloughed, you may be able to take advantage of company-provided learning opportunities as part of your return to the office. 

Amazon and AT&T, for instance, have made sizable commitments to retraining initiatives. The latter company discovered that half its 250,000 employees required STEM training before shifting to new positions. 

Other companies offer education as a benefit, where they agree to pay for employees’ schooling. Amazon, for example, provides education opportunities and certification programs for employees transitioning out of the company through its Machine Learning University and further enables current workers to hone their software-development talents at Amazon Technical Academy.

Of course, many workers who have lost their jobs to the pandemic likely will not have access to corporate upskilling initiatives, nor the time and resources to go (back) to college — but that lack doesn’t leave them bereft of options.

Today, intensive academic boot camps offer working professionals the opportunity to gain marketable tech skills at a low cost within three to six months. While this type of program is best known for teaching software development, boot camps for AI adjacent sectors such as digital marketing, UX, and cybersecurity are also available. 

According to recent market reports, boot camps graduated 33,959 learners in 2019 and, as of the summer of 2019, were available in no less than 71 US cities and 38 states. 

Such programs are often well-regarded by employers. Seventy-two percent of hiring managers surveyed by HackerRank say that Bootcamp-trained professionals are “equally or better equipped for the job than other hires” and often have other desirable traits, such as a penchant for learning new skills quickly and an eagerness to take on new responsibilities. 

While it would be overly optimistic to say that a tech boot camp could fully prepare laid-off workers for a job in AI, upskilling programs may help them reframe their skills within a more tech-friendly context. 

“One of the big obstacles in a job interview, when you’re older, is that people think you’re inflexible and can’t learn new things,” Liz Beagle-Bryant, a former administrative assistant who was laid off from her job at Microsoft in 2011, told reporters for The New York Times. 

While Beagle-Bryant struggled to find a new job, she eventually landed her dream role as a document control coordinator at the public transit agency Sound Transit. The key to her success? Learning to code. 

“Coding gave me an edge. I developed a confidence I didn’t have before,” Beagle-Bryant explained. 

As Beagle-Bryant’s experience demonstrates, not all professionals need to pivot their careers to suit a highly technical, AI-focused role. Instead, they need to obtain a sturdy foundation of technical skills and recontextualize their existing experience to do jobs that would require them to interface with AI and other highly-technical platforms. 

While those entering the AI field for the first time would do well to have earned a degree in computer science or mathematics, tech giants like Apple and Google no longer see college degrees as being essential. Instead, it is a matter of having “curiosity, confidence and perseverance,” as Microsoft executive Dan Ayoub told Best Colleges, as well as adaptability to the ever-evolving field.

In other words, soft skills still matter at least as much as hard skills. The professional talents you’ve gained over a lifetime of working still have tangible value — you just need to reorganize them within a more tech-savvy skill set. Abilities like creativity, the ability to solve complex problems, and the ability to think critically will continue to be valued. Workers can gain the necessary technical skills by leveraging corporate upskilling programs, independently earning certifications, or enrolling in Bootcamp-style educations. 

As significant an impact as AI is having at present, it will only grow over time. Those who grasp that — who show curiosity, confidence, and perseverance — stand to put themselves in the best possible position to work with AI in their professional careers, rather than against it. Opportunities come through change, whether we want that change or not. AI-related careers can be a strong option for those affected by Covid-19, potentially opening up even better careers in the future. 

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