『Transforming Work with Sophie Wade』のカバーアート

Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

著者： Sophie Wade
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 Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.© 2021 Transforming Work マネジメント マネジメント・リーダーシップ 政治・政府 経済学
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  • 159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams

    159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams
    2026/01/16
    Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities. KEY TAKEAWAYS CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership [01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology. [02:49] For high performance and intense situations, military entities have psychology wired in. [03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness. [05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue. CHAPTER 2: Transitioning to Human-Centered Tech and Coaching [06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics. [07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept. [08:05] Early coaching efforts centred on behavior change, connection building and achievement orientation. [08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches. [09:12] Even early technologies held innovation possibilities to improve human connection. CHAPTER 3: Technology's Acceleration and Its Human Cost [10:22] Today's tech is powerful but also fuels disconnection and overwhelm. [11:24] Mismanaged tech rollouts create fear and resistance among employees. [13:26] Leaders often miss emotional cues and push productivity too fast. [15:28] Change without inclusion breaks trust and stifles performance. [17:30] Awareness of emotional responses is essential for tech integration. CHAPTER 4: Core Leadership Strategies for Unstable Times [19:33] Leaders must offer a clear, hopeful vision that includes everyone. [20:35] Mutual understanding between employers and employees is breaking down. [21:37] Misjudging each other's motives increases fear and reduces commitment. [23:39] Traditional career paths are outdated and block upward mobility. [25:41] Organizations must evolve structures and upskill workers for adaptability. [26:43] Commitment to shared goals builds cohesion and counters fragmentation. [28:45] Leadership training must emphasize empathy and collaboration skills. [30:47] Leaders who aren't supported must proactively learn and adapt. CHAPTER 5: Building Cohesive Teams in a Fragmented World [31:50] Synchrony—aligned workflows—strengthens team connection and performance. [32:52] Poor communication and decisions often isolate rather than unify [34:54] Redesigning how work gets done can restore belonging and efficiency. [35:56] Leaders must assess cohesion and identity to guide 2026 planning. [36:58] Focus on collective progress as the pace of change increases. [38:00] Strong teams come from intentional connection, not just output. IMMEDIATE ACTION TIP: "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together." RESOURCES Matt Poepsel on LinkedIn Matt Poepsel's website The Predictive Index website Matt's Book "Expand the Circle: Enlightened Leadership for Our New World of Work" QUOTES "We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience." "The only way out is through." "We have to take our people with us." "I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching." "Our human systems evolution is falling woefully behind our technology evolution." "Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result." "We have to check in with our teams and basically do that temperature check."
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    38 分
  • 158: Anthony Slumbers - From Buildings to Experiences: How AI is Powering Space as a Service

    158: Anthony Slumbers - From Buildings to Experiences: How AI is Powering Space as a Service
    2025/12/12
    Antony Slumbers is a global keynote speaker on AI in real estate and pioneering voice behind 'Space as a Service.' He explores how different tiers of office buildings are evolving to meet human- and task-centric work needs. Drawing on deep experience as a Proptech entrepreneur, Antony discusses how AI and digital tools are transforming static real estate assets into dynamic environments supporting workers cognitive capacity, productivity, and wellbeing. He shares how shifting real estate models—from bonds to service-based businesses—is essential to attract people back to the office, enhance productivity, and support hybrid and flexible work strategies. TAKEAWAYS Chapter 1 - From Art to Real Estate Innovation [01:26] Antony studies history and art history which sharpens his eye for aesthetics. [02:01] Antony starts work at an art gallery then enters real estate unexpectedly through an client. [03:27] An epiphany that the internet has great potential for real estate coordination. [03:57] Antony starts coding then build a web agency focused on serving commercial real estate. [04:56] A partnership with British Land to develop digital property management tools. Chapter 2 - Reframing Real Estate: Space as a Service [06:01] Antony coins "Space as a Service" to reframe office thinking and real estate mindsets. [06:56] Real estate starts shifting from bond-based investments to human experience businesses. [08:26] Buildings must support focus, collaboration, and task-based work types. [09:13] Pure Adam Smith - productivity depends on environments that support individual output. [10:30] Office buildings must attract people. They have purpose, but they're no longer needed. [12:30] Hybrid working existed pre-COVID, but the pandemic proved remote work works. [13:20] Most corporations continue to mismanage hybrid work having had years to improve. [13:51] Only top-tier offices and flex space providers now fit workers needs and desires. [14:40] A significant portion of office spaces today are functionally obsolete. [16:23] Flex offices fit needs well but are expensive to operate based on high expectations. Chapter 3 - Technology, AI, and Smart Environments [17:40] Predictive AI can be used at once but needs much data, now possible within building environments. [19:22] Generative AI is a thinking partner to enhance any language, code and audio task. [21:04] Antony's six PropTech pillars include sustainability, wellbeing, technology and flexibility. [24:45] Smart buildings must adjust to maintain cognitive performance levels. [25:40] Top tier offices will start guaranteeing environmental conditions to support performance. [27:16] AI enables mass personalization based on user behaviour patterns. [28:13] Next step: buildings respond to what users plan to do. [29:58] Trust is critical for personalized data-driven space services. [32:19] Personas help anonymise data for tailored building experiences. [32:36] Antony disagrees with surveillance and advocates for trust-based data sharing. Chapter 4 - Connection, Community, and Purposeful Space [34:09] Individual top-tier buildings will draw tenants by enabling industry-specific performance. [34:56] Buildings as a connector, matchmaking tenants for networking and collaboration. [36:19] AI can suggest connections through apps or curated events such as lunch and learns. [40:51] Construction City example shows design drives chance interactions and community. Chapter 5 - Workforce Strategy and AI Readiness [42:49] Many employers aren't honest about why they are using AI and the workforce impact. [43:42] Fewer people may be needed as each person become much more productive with AI. [44:10] Companies must redeploy talent instead of cutting staff. [45:45] Some use AI to grow; others shrink workforce. [48:11] Small firms can become agile with AI-powered super teams. [50:22] AI fluency matters—employees not engaging with AI risk falling behind. [52:01] Everyone must upskill individually to stay competitive. IMMEDIATE ACTION TIP: Gather data and talent inputs to analyse and discover how your offices can be designed to actively support your teams' office-based work. RESOURCES Antony Slumbers on LinkedIn Antony's website QUOTES "You've got to make a building that people really, really want to go to because they don't need it anymore." "Generative AI is really good for mass personalization because it can understand data and break it down at a very granular level." "Real estate was going to move from being about a bond to a business." "Health and wellbeing doesn't just happen in a building. You are controlling the environmental conditions in which someone works." "You are paying someone a hell of a lot of money to be there, so if their cognitive capabilities are downgraded ...
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    56 分
  • 157: Cali Williams Yost - Workplace Flexibility: Addressing Competitive & Talent Realities

    157: Cali Williams Yost - Workplace Flexibility: Addressing Competitive & Talent Realities
    2025/11/21
    Cali Williams Yost, CEO and Founder of Flex+Strategy Group, has pioneered workplace flexibility since 1995. Cali shares her journey from banking to becoming a flexibility strategist. She explains why flexible work is essential for business growth and attracting and retaining top talent. Cali explains the pitfalls of hybrid and flexible model policy-only approaches and the need for full operational system-wide integration. She urges leaders to rethink outdated work constructs and outlines practical steps for embedding flexibility into organizational culture for sustainable success. TAKEAWAYS Chapter 1: Origins of a Flexibility Strategist [01:19] Cali studies English and Economics appealing to her two contrasting interests. [02:08] Cali's first job at a bank gives her training and allows her to go to New York City! [02:43] Client relationships are key to success, but rigid systems cause Cali's colleagues to quit. [03:35] Cali sees flexible work as logical and proposes it, unsuccessfully to bank leadership. [04:30] A bank client CEO explains he offers flexible working to retain his employees long-term. [05:14] Urged by his business-driven reasoning, Cali leaves to become a flexibility strategist. [05:47] Cali gets an MBA to have credibility with business leaders about workplace innovation. [06:10] Cali joins Families and Work Institute, developing strategies to operationalize flexibility. [07:35] Workplace flexibility becomes an employee benefit part of policy, not operationalised. [08:45] Making policies operational, Cali develops 'work-life fit' and publishes her first book. Chapter 2: Workplace Flexibility Before & During COVID [10:13] Top down approaches are not effective so Cali dives deep into change management. [11:15] Cali starts her own firm to take an operational, integrated approach to flexible working. [12:26] Pre-2020, most companies had flexible work policies but they weren't operationalised. [13:50] Widespread flexibility was organic and inconsistent with more men working remotely. [13:55] When COVID hit, companies with operationalised flexibility policies adapted easily. [14:19] Executives must reassess foundational work constructs and beliefs to adapt effectively. [17:00] The work challenges presented by leaders and younger employees "clash of contexts". [18:55] The upcoming demographic cliff makes flexible work necessary to attract and retain talent. Chapter 3: Leading in the Modern Work Era [19:26] Finding those ready to lead the change, challenge their context and hold space. [19:48] Three change phases—assess, align, activate—are critical for embedding flexibility. [20:10] Leadership alignment is essential; one resistant leader can derail an entire initiative. [22:45] Employers investing in defining new working parameters unlock many benefits. [23:59] Leaders need to be aware of what is and isn't working with employees. [25:31] Critical willingness to hold space for change being messy and looking at work differently. [27:11] Mandating in-office days without data and strategic input erodes employee confidence. [27:52] Executives co-creating with employees to achieve aligned operational flexibility. [29:55] Trust increases when employees participate in experimenting and defining the process. Chapter 4: Intentional Future of Work Transformation [32:11] Senior leaders must be intentional about work transformation. [32:50] The sustainability of 5-day/week RTO policies especially for talent attraction/retention. [34:07] The significant, essential hurdle of stepping back and rethinking the old work model. [35:12] Younger employees successfully create an intern integration program when empowered. [37:45] Talent shortages by 2032 make flexible models essential to business continuity. [38:33] AI will supplement, not replace, human workers—talent attraction remains vital. [39:42] Rigid workspace metrics must evolve to support dynamic, flexible workforce needs. [42:16] Organizational transformation requires change management and relationships with systems thinking. IMMEDIATE ACTION TIP: Leaders need to assess their talent reality from now through 2030 – aligning the expectations of their workforce and the needs of the business. RESOURCES Cali Williams Yost on LinkedIn flex+strategy group website QUOTES Pre-pandemic "Flexibility was happening organically. It was happening inconsistently, and it was not optimized." "The consistent recognition is - I need to do this differently. So what does that look like?" "You have to be willing to hold the space because change is messy." "This [flexibility] isn't a policy. This is a way of operating." "We're getting ready to hit a historic labour cliff demographic cliff. There aren't gonna be people. The workers who are ...
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    48 分
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