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এ কেমন বাপ!!! Baper pera (বাপের প্যারা
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>> AMBER WEBB: Today's webinar is titled "Follow The Leader: An Evolution in Leadership Spaces."
Our presenter today is Lorraine Schunck, Strategic Account Manager for Steelcase Inc., the global
leader in the office furniture industry.
Steelcase delivers a better work experience to its customers by providing products, services
and insights into the ways people work and learn.
Its portfolio includes architecture, furniture and technology products.
Lorraine joined Steelcase in 2000 with a focus in the Central New York market area.
Shortly thereafter, she assumed responsibility for covering all of Upstate NY from Albany
to Buffalo.
Lorraine has extensive experience in both corporate and higher education accounts.
Lorraine has over 26 years of experience in the contract office furniture industry.
Prior to joining Steelcase, she was an account manager for A. Pomerantz & Co. and Sales Manager
for Stevens Office Interiors.
Lorraine resides in her hometown of Syracuse, New York.
We are thrilled to have you with us Lorraine.
Let's get started.
>> LORRAINE SCHUNCK: Thank you so much, Amber and thank you to Rochester Institute of Technology's
alumni and development office for inviting me to participate in your webinar series.
I'm excited about today's topic.
Because I believe it is of great interest, but even more so because it is one of the
core areas we explore and research often at Steelcase.
So let's get started into the meat.
Since someone first hung a sign outside of their door, leaders have been inside shaping
how work gets done.
As the business climate changed over time, so did the ways leaders needed to lead their
organization.
Today traditional hierarchy-based management practices that may have guaranteed success
in the past, may no longer work.
And that in turn, requires a different approach to the workplace.
From the industrial revolution to today's mobile and global economic climate, the place
leaders go to get their work done looks very different.
Steelcase has been at the forefront of this progression from the start.
So let's take a look at the chronology of leadership spaces.
I decided to go back to the early 1900s, an important time of industry and commerce and
agriculture.
The personality of the leader became the leadership style for the company.
And the executive desk was focused on information security and safety.
Some of you may recognize this piece of beautiful antique furniture.
They had cubbies that they could store things in and they were in reach in a simple manner,
as well as all the file drawers.
You could roll that roll-top down and lock it, so they felt secure when they left their
area.
As organizations grew, so did the front office.
Businesses transitioned from a craft economy to a capital economy and we began to see new
philosophies around organizational structure and leadership.
Leaders' desks which symbolized success and status, also allowed for a more efficient
work flow.
As organizations grew, they began to specialize, and we observed a shift to creative work.
Businesses were no longer just making things faster and cheaper, they were developing new
things and the next big idea.
Desks had to support this new creative process.
So here we are in the mid-1900s, and we need to move from efficiency to effectiveness.
Again, you've got to love these photos that I came up with.
This is how it was folks.
And it was clearly denoted when you stepped into an executive's office.
It was all about hierarchy.
It was all about the gatekeeper, the administrative assistant outside before you entered into
these very palatial-like offices.
The amount of filing space and the window views so dominant.
And in some cases, still today.
Typically, the large, corner office.
So Peter Drucker coined the term knowledge worker in 1959.
During the coming decade, his philosophy spoke to leaders in an increasingly complex world.
He identified a move from efficiency to effectiveness.
In other words, there was no point to being incredibly efficient in manufacturing a product
that was soon to be obsolete.
This put leaders on a path to foster creativity.
I picked an example just roughly.
And for those on the phone, think about the rotary phone for any of you that did that.
So AT&T developed a rotary phone which was revolutionary in its time.
They became so efficient in manufacturing and delivering that product, did they have
both feet on the brake or maybe one foot on the brake and maybe one foot on the gas?
Because time was changing.
Touchtone technology was coming out.
So were they paying enough attention to the innovation and demand that was happening in
the market to move forward.
So there's no point in being incredibly efficient if you're not paying attention to the future
and the demand and the change in technology.
We've got to move to effectiveness.
So work was no longer going to be done alone at one's desk.
It had to be done cross-functionally and on multidisciplinary teams to be creative and
innovative.
While for the most part direction came from the top, by the 1970s and 1980s, you would
find departmental units working together to solve big problems.
Leaders looked for ways to increase the speed of organizational change.
Top-down structure was inhibiting the ability to change direction fast enough.
Value and importance of the culture of an organization began to rise.
If companies had a better culture, they had a better chance at being agile.
The leadership environment adjusted by adding more shared spaces.
This view is just one wing of our Steelcase Global Business Center in grand rapids, Michigan.
There are four floors east and west with a fifth floor at the center of the building.
The fifth floor was the executive floor from 1983-1995.
The offices were palatial in nature.
Each with large private conference rooms and private bathrooms.
They were truly "at the top."
Not only on the organizational chart, but typical location as well.
So what do you imagine the feelings of the employees were on floors 1-4?
It certainly could lead to such thoughts of distance, disconnect, and maybe even potentially
fear from the fifth-floor executives.
So in the mid-1990s, Steelcase prototyped a new groundbreaking approach for creating
leadership spaces.
This was the brain child of then CEO James P. Hackett to relocate himself along with
his executive management team from the fifth floor to the third floor.
In the new leadership community with the small model version shown here on the slide, leaders
moved out of private offices and away from leadership silos.
Space changed from owned offices and conference room assigned by status and rank to a variety
of shared spaces designed to strengthen networks.
The purpose was to strengthen social capital as people would see each other more informally
over the course of the day.
At the center of the leadership community was a large, open café that served as the
hub.
Jim Hackett gave permission to design the layout to suit their style of working.
We kept those offices furnished for several years so we could demonstrate to clients the
cultural shift that took place within Steelcase.
As the phrase goes, seeing believing, and being able to show what was to what is during
this timeframe was a huge asset for us.
This particular design layout often referred to as nautilus or similar to how a conch shell
is formed was formed by a few senior executives in the leadership community.
The then senior vice president for our workspace futures group, a team of cultural anthropologists
and industrial psychologists who research and observe human behavior in the workplace,
preferred this lay out.
And he was one of the first executives to have a standing height desk at that time.
The thought behind this kind of layout was to be open and visible at the point of entry
with that area being the widest.
Then as you slowly come in further, you have a semi private collaborative lounge area.
And lastly, coming all the way in is now the smallest area and where focused work is done
by the individual.
For over 20 years our senior vice president and corporate general counsel has worked in
this type of open setting and really feels it offers her everything she needs to optimize
her performance.
So we're ready for our first polling question.
So be on the lookout on your computer to submit your answer.
Curious to see how many people are working in something similar to this or if you're
not, would you like to, and where are you in the process.
And maybe you haven't even thought of these things.
That's great too, because it's all about introspection and thinking about your organization.
Thinking about your own spaces and what you can achieve.
We have a good amount of people not quite sure.
I'm sure you probably need a lot more visuals.
We had all afternoon, then I could probably show you more examples than you could shake
a stick at.
But it's good to just get your thoughts moving forward in this type of avenue.
31% of you say yes.
I like that.
We're moving in the right direction.
This slide shows you the office of Jim Hackett who was our CEO at the time.
Jim too liked to stand at his desk from time to time.
And while this office was located in a corner of the building, the glass panels and desk
area was quite open and visible to the general floor.
However, he also had the secluded lounge space behind the wall where he could have private
conversations or perform focused work.
He was a leader and visionary and he loved to have many publications at his fingertips
and that is why the shelving is so dominant in his office.
What is not shown is the camera, or what was called the "worm hole."
David Kelly's office in Palo Alto, California, then CEO of one of the nation's leading industrial
design firms, IDEO.
Jim and David always had an understanding they were collaborating on many initiatives
together and that allowed them to talk at a moment's notice live.
Jim Hackett retired in 2013 at the age of 58 and since has been the interim athletic
director at the University of Michigan where he had played football.
He was also leading the Ford Motor Company's car of the future team when the Ford board
of directors named Jim as president and CEO just last May.
Leadership and vision together with passion can take leaders and directions sometimes
they might never imagine.
So we're getting ready for polling question No. 2.
How about this inspiring layout of the Woolworth building?
A U-shape of offices dominated by hard walls, all with a beautiful view to the outdoors.
The officers on left side of the U, much larger than the others.
Then as you come in, another step down in status.
And then as you go out towards the top, the offices get a little smaller.
Interestingly enough, even those offices on the inside of the U still have glass and visibility
to the outdoors.
I'm not here to say there's a wrong or a right.
It has to properly fit and support you as a leader in your organization's culture.
Row after row of hard-walled private offices may be the optimal solution for certain functions.
However, it could also be a tremendous barrier to agility and growth.
I must say in 27 years in this industry, I have been in and out of many corporate facilities.
And I have seen everything from something that resembles this type of layout to something
very different and open and alive.
What I want to point out is that I did visit on occasion a large Fortune 500 company that
is internationally based.
And the executive management has offices that range somewhere between 400 and 500 square
feet.
If they're on international assignment and they're gone for several weeks or even several
months, that office, that square footage sits there.
It's an asset.
It's costing the company money.
Is that the best use for that asset?
But it is the organization's culture that that office stays so when the executive returns
the office is there.
I just bring that up to get you to think about real estate, your assets in your organization,
and in particular, your space as a leader.
I have a brief two-minute video of Sara Armbruster, our Steelcase vice president for strategy,
research and new business innovations.
Sara in this video is speaking at the Drucker Forum in 2016 where the topic was "Time to
Change the Practice of Management."
Let's listen how she begins to shape the audience's thinking on leadership and leadership spaces.
>> So I'd like to take a few minutes this morning to share some thoughts on why I believe
that physical space plays a role in enabling leaders to lead in the way Tim was just talking
about.
And why it's time for our spaces to shift from symbols of leadership and being about
prestige and status to spaces that enable leaders to be present in their business in
new ways.
But before I do that, I just want to ask you for one second to close your eyes and think
for a minute about Sydney, Australia.
Just think.
Think about what comes to mind.
And I'm willing to bet that for many of you when I asked you to think of Sydney, what
came to mind was an image in your mind's eye of the Sydney Opera House.
And if I asked you to think about Paris, you might have envisioned the Eiffel tower.
Or San Francisco?
You might have thought about the golden gate bridge.
But why?
I think it's because these structures are iconic.
These are places that have become enduring in our minds.
And they have given their cities an identity.
So think for a minute about your identity.
And think about how your place, your office, actually shapes your identity as a leader.
How does your office help enable you to lead in the kinds of ways Tim was just describing?
It doesn't support your being present in your business in the right ways?
It's interesting to reflect on the fact that there is much conversation about how offices
in general are changing.
And that's why we don't see many more spaces like this one.
We all worry about how we can evolve the spaces that our employees use to help them be more
engaged, productive, how we can support their wellbeing.
But there's not nearly as much dialogue about how the leaders own space might need to evolve.
And I believe that as the practice of leadership shifts our leadership spaces have to change
as well from spaces that symbolize prestige to spaces that enable presence.
I believe that your office can make you a better leader.
>> LORRAINE SCHUNCK: I think Sara's summation there is really great.
And I love that video to really get you thinking about your space, your personal space, your
company's space and what does it say about your organization and about you as a leader.
Because today business is changing.
And today business must be agile, it must be innovative, and it must be growth oriented.
At Steelcase, we're tightly focused on these three attributes at Steelcase.
We are agile in the expansion of our product portfolio both within our brand and across
brands by establishing new partnerships with the likes of Flos Lighting from Italy.
Well known designers Mitchell gold plus Bob William and Blu Dot.
It's expanding the ancillary portfolio above and beyond and getting into this blend of
residential and commercial all together.
We're also laser focused on innovation as we had our first live product revealed just
yesterday for our brand-new chair called Silk.
Simple in design and operation, innovative in its materiality using carbon fiber.
There are no supports.
The only adjustment on this chair is feet height.
You are totally supported by the materiality of this chair.
Innovative in its artistry and its performance.
Lastly we are very focused on growth as well.
With a recent announcement of our acquisition of AMQ Solution.
A company that delivers quality product in very fast time at a value price point.
So how about this space.
Are any of you working in a space like this now?
Is it inspiring?
Would you like to work here?
I always say, you can't see what you can't hear.
Amber is with me today.
I was working in one cube and she was in the next.
I can't see her.
So what is my voice level?
What's my inflection going to be the I'm probably going to be loud, kind of like I am now.
Because I don't know if she's there.
But maybe if the panels were lower, maybe if the environment was more open and more
visible and I could see who is next to me right now, I would adjust my voice down and
it would be more appropriate.
And it would be great to know that Amber and Chris are in the office.
How about this?
While the desktop computers in this photo are out dated you might think this bullpen
design is advanced and might be a great place for leaders to be.
I give this credit over the slide I showed you, because yes, you do have great visibility
and it does create a team atmosphere.
But I still think it can be improved upon.
So as business changes, leadership changes.
And today leaders must build connections within and across their organization rather than
leveraging hierarchy to get things done.
They must roll up their sleeves in collaboration creatively in a hands-on fashion to generate
ideas rather than telling or directing and providing answers.
And they must offer transparency to employees into strategy, work and process, instead of
leading behind closed doors.
Ironically, the most often overlooked tool is the leader office.
I can't emphasize this enough.
I know that the biggest cost to any organization is its people.
Following close behind, technology.
Process.
Product.
What about that real estate?
I'm going to keep coming back to that.
I'm going to keep talking about the power of the office and using it as a management
tool.
Anybody care to dance?
I mean really.
Take a look at this office.
I think you could hold a high school dance in here with room to spare.
Again, don't get me wrong.
There may still be instances where something like this is appropriate.
But I would certainly say it should be in the vast minority.
Do you have one of these rooms at your office?
You like attending meetings there?
Are the meetings productive?
And if they're not, why do you think that is?
Again, I put these slides in to be thought-provoking, to really get at the core of the type of business
that you're in and how to help increase your effectiveness in your organization and make
it fun and engaging for your employees.
What are the feelings you get when you look at this office?
Is it inviting?
Is it collaborative?
What's going on behind that wall?
Don't you want to go down that right or left hallway?
I know I do.
Who's down there?
What's going on?
Really, what is the point of this particular office setting?
In 2016 Steelcase released a global engagement report.
While employee engagement is one of the top issues keeping CEOs up at night, they still
are keeping their private office structure.
Would employee engage change for the better if the leadership spaces changed to something
more visible?
So your office can be a powerful, positive leadership tool.
So here comes the third polling question.
And I'm extremely curious to know if any of you have ever thought of your workspace as
a company asset.
Leaders are changing and they're using new tools.
This is just a different way of thinking about your office and how it could shape the culture
of your organization.
And giving them opportunity to even think about it.
And what kind of changes might it be?
Would you keep the current physical location?
If you might change that.
Does it still need to be behind walls?
Could it be more open or maybe shaped with spaces nearby that could support your needs
for private conversation or focus work.
These are all the types of things we like to talk to clients about, really getting them
to dive deep and really take an introspective look into their spaces.
This is great.
So far we have a great majority of you that have thought of your workspace as a company
asset.
So you are ahead of the game.
I just encourage you to continue to take that one step further.
Go farther.
Go deeper into your organization and think about how you can continue to improve and
make it even more powerful than what you thought so far.
So why does physical space matter as a leadership tool?
All right, everyone.
This is the golden nugget, about to be revealed for this presentation.
I always appreciate when the speaker tells me, if you remember nothing else, you should
remember this.
So here we go.
Your space is the body language of your organization.
It communicates your beliefs on your leadership, your culture, your goals, and your company's
goals.
Your space amplifies your behavior as a leader.
I'm going to repeat that one more time.
Your space is the body language of your organization.
It communicates your beliefs, your leadership, your culture, your goals and your company's
goals.
Your space amplifies your behavior as a leader.
In 2016 Steelcase researchers and designers began working on the next evolution of leadership
spaces.
The new leadership environment is an iconic symbol of the cultural change happening in
leadership today.
This new space relocated the entire management team from the third floor of the global business
center, to the first floor of the building next door that connects our learning center
to our new innovation center.
Unlike the previous leadership community which truly was a destination, this new space is
on the traffic path of the company, making senior leadership more accessible and more
visible while still able to access private areas when needed.
I can tell you from personal experience, when I'm hosting a client to grand rapids and I'm
taking them through the space, it is not uncommon to see our vice president of global design,
our CEO.
They are out and open.
Their offices are out in the open, and they have some private spaces along the wall to
go.
But this is definitely, constant, constant traffic down the center pathway where you
see that gentleman walking with his bag over his shoulder.
This is a dramatic shift for us at Steelcase.
And the invitation to the rest of the organization is clear.
Anyone can work anywhere no matter what their title or status may be.
This shift from the isolation of the fifth floor, then to the third floor has now transcended
to this first floor.
And this represents two major changes for Steelcase leadership in a span of just 20
years.
You may say, so that's one change every decade.
OK.
Maybe it's not so rapid.
Maybe you think we're always prototyping.
We study this because this is our job, this is our culture, this is what we do for a living.
We're always prototyping and trying new things.
But when you're doing it on a large scale like this, this is a dramatic shift.
So think of your own organization.
How often have you assessed your leadership spaces and the way you're working to make
any dramatic changes.
So our fourth polling question is on its way.
I'll be interested to see the results.
This is a little bit difficult to measure.
So have you had the opportunity to leverage your workspace to deliver and enhance company
result.
We have a yes and a no and a not sure.
For any of you that say yes, my hat's off to you.
That's great.
And for those of you who are no, or not sure, again, I'm just bringing it up, bringing it
to your attention to think about it.
It has been proven that space together with culture and delivering on employee engagement
is critically important to those needs that leaders are following in those three areas
of agility, innovation, and being growth-oriented.
So we're about 50/50 for those of you that have responded.
That's pretty good.
We're going to move into three design aspects that should help you think about your spaces
or design with leadership and for your employees.
The first one is around designing for spontaneous interaction.
This slide is actually shown from our Toronto showroom in downtown Toronto.
It is a beautiful space.
We're about 20 floors high with a look out to the lake.
Take a look at this particular setting.
We have multiple postures.
In the center where the purple chairs are, it's more of a nomad area.
Again, people touching down, working independently, but maybe they do know the person across from
them and might strike up a conversation.
In the forefront here, we have two people in a lounge-type setting with the ability
to have tools available close by for writing, which is important.
And just again, access to daylight and views also helps to create that spontaneous interaction.
So think about moving your office location to a more centralized area.
Be at the hub of your organization.
Create open spaces for collaborations and chance meetings near your leadership spaces.
Next, design for creative collaboration.
This is critically important and integrating technology is paramount.
It must be both analog and digital for content sharing and generation.
Yes, I know we're in 2018 now, but I cannot emphasize enough the power of analog communication.
Have whiteboards available.
Have flip charts available.
So people can sketch, draw, talk to what is going on in their brain.
Because sometimes, and I know myself as a learner, I like to write a lot of notes.
That was my way of memorizing.
The way my brain works is from the brain to the hand.
Sometimes in this wonderful world of technology, being able to transfer that type of learning
from your brain to technology is not as seamless.
It's not as easy.
So being able to pair the two together from both a digital perspective and analog perspective
is extremely important.
The next piece of this is to democratize interaction at all levels within the organization.
To feel comfortable.
Pay particular attention to posture height and sight line.
They're the opportunity for two people to sit eye to eye or to stand shoulder to shoulder
as equals.
So even in this slide alone, if you look, these are standing height tables inasmuch
some people are seated.
Some are standing.
And they're at the same height, providing equality.
If we went back to the slide of the conference table where everyone is sitting, one person
is standing.
The person standing owns that meeting.
It's all about equality and providing postures so that everybody can feel a part of the meeting
and contribute.
So again, posture, height and sight line are critical to the spaces for creative collaboration.
And lastly, be sure to engage remote participants.
I don't know how far away you are if you're in a different country.
But they think for joining us.
You have to use technology to foster collaboration.
So our RIT alumni, I praise you for staying connected to your Alma Mater.
You should be proud of it.
It's a wonderful institution.
So keep that in mind to always keep those remote locations and those remote people connected
to the main organization.
And the third, design for transparency.
In this slide, you actually get a better view of that connective corridor between our innovation
center and our learning center.
So towards the back where the colors are real prevalent, that's the administrative staff
for our CEO, our CIO, our design director, our HR director.
And Elizabeth, our general corporate counsel, she's actually up on that catwalk, if you
will, above in the back.
So she is a little secluded, yet again, very open in that nautilus design.
All of the glass spaces on the left are various settings for soft lounge settings for casual
conversations for anywhere from two to four or five people.
Some have desks.
So if our CEO needs to go in and have a conversation or do focus work, he's likely in there.
But think about it.
You can see him in there.
It's glass.
It's not like what I showed you before, the '70s and '80s when the doors were closed,
you had no idea.
Very, very different.
You can see people working in these settings.
So again, five, ten, 20 years ago, this was unheard of.
At Steelcase or any organization.
I could walk in tomorrow and sit among our highest leaders in our organization and be
working.
When you think about designing for transparency, be sure to adopt a design with a range of
designs into and across spaces.
Having daylight is paramount to that employee engagement and just feeling good and having
access to that natural daylight.
Expose as much of that as you possibly can.
Be sure to have a balance of private spaces offering solutions for privacy, focused work
and actually a bit of respite.
Our final polling question is arriving.
And for those participating in the webinar today in a leadership role, have you made
any changes to your space or location within the last 1-3 years.
And I'm going to be really curious to see how this comes through.
The yeses are coming through.
Nice.
This is great to see.
I love it.
I was telling Amber and Chris here today that this is all new, being on a webinar.
I really prefer the live audience, so I could see you and engage with you and ask you more
and more questions about what did you do and is it working?
And that's one thing I definitely recommend.
Make sure you're doing measurements.
Know if it's working.
And if not, what pieces are and what pieces aren't.
And what about your employee engagement?
Have the changes you have made really affected an increased employee engagement.
And are you recruiting?
I haven't touched on that as a recruiting tool.
That could be a whole other webinar.
I talked about the real estate and your leadership space as an asset.
It amplifies who you are.
It's totally who you are and the culture in your organization.
So that's just -- it's great to see so many of you that have already made some changes
to your space or location.
So in summary, your space can help you move from hierarchy to connectedness, from giving
directives to engaging your organization.
To being in a private refuge to being in total transparency.
And from one of prestige to enabling your presence in a new way.
So at this time, I'd be happy to field any questions that you might have.
>> AMBER WEBB: Thank you, Lorraine.
That was fantastic, and I think we are going to take you up on your offer to continue your
series.
Because this was fascinating.
We do have a few questions that came in.
So thank you all for sending those our way.
I'm going to start with one.
You mentioned the idle office problem.
This is a question from Michael about the executive running off and is away for a few
weeks, but that square footage just lays dormant?
How would you address this inefficiency?
>> LORRAINE SCHUNCK: I would say -- I would take it down two paths.
The first path would be does it have to stay in this manner.
Think about the status and the culture of the organization.
Because if the culture and the status cannot be changed, then it will have do remain as-is.
And status and culture change must come from the leader.
That is critical.
If the leader is willing to make changes or adjustments and says, hey, when I'm out of
the country or I'm going to be gone for several weeks or several months, I do want my office
to be used, and I want it to be used in this way.
I want it to be given to X, Y, Z project team.
I want it to be used as an extra conference room setting.
There are ways to gradually introduce that culture change to get that idle office away
from being an expensive piece of real estate.
The best way in going full in one direction would be for that leader to say, I'm going
to give up that office.
I'm going to go to a much smaller space, because I'm really only here 20% of my time.
And this is totally inefficient and it's a waste of company dollars.
So those are actually, I think I gave you three ways to think about it.
>> AMBER WEBB: Perfect.
Three for the price of one.
So you also mentioned within the office, welcoming in the virtual collaborators.
One of our participants, John, on the other end.
He's wondering, how does your presentation, what you have laid out here apply to home
environments with videoconferencing as the primary mode of collaboration.
And he also asks are virtual backgrounds on video calls are good idea for improving collaboration.
>> LORRAINE SCHUNCK: I'll address the home office first.
My home office primarily is on four wheels.
I live out of my car.
But when I do get home, I do have a home office.
And I'm going to say that as unique as every individual is, I believe that they understand
how best they work at home.
And many of us do.
We may leave a physical location at 5:00, 6:00, 7:00, 8:00 at night.
Whatever it is.
You go home and it's this culture of always on.
So when you get home, where is your always on?
After dinner, after you get the kids to bed?
Is it your couch?
Do you have a separate room?
Myself, I have a separate room.
And it is upstairs and it's away from anything else, because I do need that concentration.
But there are people out there that like to be in the living room and like to have their
family members nearby.
They can still concentrate.
I don't know how they do that.
So that's kind of my take on the home office side.
On the remote virtual, I would say anything you can do to enhance the experience, I am
all for it.
If there's visual imagery that helps you see the participants better or better replicates
the setting that you're trying to achieve, I definitely would believe that's a good direction
to pursue.
>> AMBER WEBB: Great.
Then John also had a question about when you were discussing Jim Hackett's office.
In the forefront there was a small booth there.
He was wondering what was the purpose of that booth.
>> LORRAINE SCHUNCK: So that particular area is the area that was surrounded by glass panels.
There was actually a height adjustable desk and then a stationary work surface to its
right.
When he was actually working on his computer or laptop, he was standing or sitting there,
and he was completely visible to the open floor.
So it was very different at that time.
You knew if he was standing there that he was in.
The only time you didn't know whether he was in or not was when he was behind the corner
around that wall.
In the seated lounge area.
>> AMBER WEBB: Karen asks with the line between the work-life balance becoming more blurred,
how do you balance on open collaborative environment with an employee's expectations of some privacy?
>> LORRAINE SCHUNCK: That is a great question.
I love it.
And boy, if we could figure this out, everyone could retire.
Totally understand your question.
We hear about it every day.
It's probably one of the most challenging issues in the world of work today and in our
industry.
You're totally right.
The blur between work and personal life is more blurry.
We're actually kind of coining a phrase, and I'm sure it's been around.
But something like "resimercial."
So kind of in between residence and commercial.
So you hear about this resimercial life.
At Steelcase we firmly believe and we dig deep.
That's why we have the researchers on our staff who know nothing about furniture.
They're there to study people and human behaviors and what people need today to work and learn
and what are the trends.
And then out of that research comes the development of the products to help enhance today's work
environment.
A lot of what we've developed recently is in support of just what you're asking.
And again, back to leadership.
Culture of the organization, the leadership of the organization.
That's that from the top.
And the expectations of the employee must follow that lead.
So we often talk about office protocols.
Can you eat lunch at your desk or not?
Can you take a personal phone call at your desk or not?
So when you set these protocols, you have to be able to have supporting spaces for your
people to go for the lunch, for a conversation, for private conversations.
So I think if we can support spaces enough, and we believe strongly in a range of spaces.
That it can be a very successful environment.
>> AMBER WEBB: Great.
Stacy asks what steps do you recommend a company take to make sure changes they plan to make
in their workspaces match their culture?
>> LORRAINE SCHUNCK: Stacy, I would definitely recommend that you get employees involved.
The leadership has to be on the same page in thinking about the space.
And you have to think about your work process.
I'm not sure what kind of business you're in, but that definitely drives what the space
needs are and what it might look like.
And also for the different environments.
So that's really a lot of where we're at.
Certainly, I'm going to do a self-plug promotion here.
All of our Steelcase -- all of my field counterparts around North America and around the U.S.,
if you engaged with one of them on your local behalf, or reached out to your local Steelcase
dealer, they will be able to help you, guide you, through the various options.
And we do that really through asking an awful lot of questions and gaining insight into
your organization.
So we can make some suggestions and you will get a sense if that's really in support of
your company's goals.
I hope that's not too long-winded answer.
>> AMBER WEBB: One question too to piggyback on that.
Let's say you're working in some of those cube environments that the pictures that you
showed earlier in your presentation.
What's one thing that maybe an employee that's not on the leadership level could do to enhance
their own personal cube environment to make a more conducive and collaborative work environment
with their fellow colleagues?
>> LORRAINE SCHUNCK: That's a good question, Amber.
I'm looking here and I looked at the one photo I included where the panels are at least 65,
maybe 70 inches high.
Yeah, we have the cube farm.
I don't know.
I might suggest bringing a saw in and cutting hole in the panel between you and your neighbor.
(Laughter) That could be something.
Because again, you don't know what you can't see.
And I'm not quite sure how you could take an environment that's so visually creating
barriers to improve that.
It's hard.
It's hard to do that.
>> AMBER WEBB: Well, again thank you, Lorraine.
This has been great, and we have a lot of questions from folks.
So if we didn't answer your question or you have additional questions for Lorraine, all
your questions can be e-mailed to us at ritalum@rit.edu or tweeted to @RIT_Alumni with the hashtag
#meRITwebinars and we will direct your questions to the Lorraine.
Note that all participants will receive an email from us in the next few days with a
link to today's webinar recording.
Lorraine, thanks again for being our presenter today.
And thanks to all of our listeners for participating in today's webinar.
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