"We will avoid something in proportion to how much it can affect our identity."

The Law of Avoidance

So says Mark Manson, best-selling author of "The Subtle Art of Not Giving a ****." It's an anti-self-help self-help book that's sold millions of copies, earning Manson legions of adoring fans and a new movie on Netflix.

In the book, Manson tells you that you are not special, chasing a positive mindset is dangerous, and that we should embrace negative emotions and take responsibility for our actions and feelings. These ideas may go against the grain of current trends in self-improvement, but Manson has found a very receptive audience.

The book provides a powerful lesson in resilience, but what does it have to do with identity, exactly?

Manson's Law of Avoidance

Manson describes the above quote as his "Law of Avoidance." Essentially, the idea is that we'll avoid something equal to how it can affect our identity; we are so wedded to our sense of self that we won't step outside that comfort zone.

And it kind of rings true, doesn't it? When I'm faced with anything involving numbers (like dividing up a restaurant check), I freeze up. I work with words; I can't do numbers! I'm likely to say, "Numbers aren't my strong suit – someone else figure it out!" On the more extreme end, I'm unlikely to go skydiving. That's just not me. I don't do that kind of thing.

And Manson's law doesn't just apply to bad, scary or unpleasant things. "You will avoid negative things that threaten your identity like failure, loss, and rejection. But you will also avoid positive things that threaten your identity – even things like success, love, and happiness," says Manson.

I initially struggled to reconcile this idea. Why on earth would we avoid something we enjoy? But then it struck me that it applies to something I'm going through right now.

Avoiding Good Things

I love music. And recently I was invited to go to a festival. The problem was that of the large group of friends going, I only knew one person. The rest of them I'd never even met. So when I was proposed this idea, my instant reaction was, "No way!"

My internal monologue was yelling that I'm a shy introvert. Big groups feel intimidating. What if I don't fit in? What if I feel trapped and like I'm ruining other people's time? I'd much rather stay at home and not go through the hassle.

Fortunately, my inner Mark Manson kicked in and I agreed to go and secured a ticket.

Now, when I really think about it, I know I'm going to have a great time. I love seeing live music, I like meeting people (even if it can be tiring), and I'm excited. And Manson would also remind me that I'm not special – no one else will really care much about me!

How I conceive of my identity (introvert, don't like going out of my comfort zone) can stop me from doing things I enjoy. Manson says, "The more something scares you, the more you should just do it." Instead of being boxed in by your identity, take a step out of your comfort zone and dive in. Let's hope he's right. I'm going this week.

Resilience and Identity

The more I think about it, the more resilience and identity seem to live hand in hand.

Consider the idea of "impostor syndrome," which has struck a chord in recent years. That sense that you've overreached, that you don't deserve to be where you are, and the fear that you'll be "found out." Ironically, this often afflicts the most objectively competent people: it has nothing to do with real ability, just how we see ourselves.

Similarly, fear of failure and fear of success also plague workers worldwide. You might be so afraid of "failing" that you don't ever take a risk or try something new. Or you might be anxious about the increased responsibility of success and feel like you'll never be able to live up to expectations.

When something threatens our identity we avoid it. And so when we're forced into that situation we don't know how to respond. With his law of avoidance, Manson implores us to embrace discomfort, stop chasing external validation, and chose a path based on our own values and wishes, one full of risk and uncertainty.

The Resilient Mindset

Many other thinkers have already highlighted and studied the connection between resilience and identity.

Psychologist Susan Kobasa believes that there are three elements to resilience, all of which have to do with how resilient people see themselves. The elements are challenge, commitment and personal control.

Resilient people see setbacks as challenges, not failures; they are committed to clear goals in work and life; and they don't dwell on what's outside their control – they focus on the things they can affect, rather than dwelling on what they can't (more on this below). All of which Manson draws on in his book.

Another psychologist who believes resilience is based on the stories we tell ourselves is Martin Seligman. He refers to our "explanatory style" in regard to how we respond to setbacks. Do you blame yourself and get consumed with negativity when things go wrong? If so, then this all has to do with how you're explaining the situation to yourself.

In his book "Learned Optimism: How to Change Your Mind and Your Life," Seligman uses the ABC technique to help reframe the situation. It stands for Adversity, Beliefs and Consequences. When you're struck with adversity, you form beliefs, which have consequences.

So, maybe you're 20 minutes late to a meeting you organized: you think to yourself "I'm a terrible employee/boss," so your confidence dives, and your week is ruined as you mull on your failure. Seligman invites us to dispute the beliefs we form – are you really a terrible boss or were you unlucky? Did you just make a simple mistake? It doesn't have to be existential.

Are You in Control?

Manson tells us that life will always suck sometimes; the key is to accept it. Part of the remedy to the law of avoidance is taking responsibility for how we respond to negative things, embracing the associated negative emotions, and doing what we can within our own sphere of influence. The more we take responsibility, the better the outcome.

Psychologist (yes, another one!) Julian B. Rotter described this as our "locus of control." In the 1950s, he wrote that we all sit somewhere on a sliding scale – those of us with an internal locus of control and those with an external locus of control. Do you believe that you're responsible for what happens in your life, or think that your life is more governed by external forces outside of your control?

Rotter claimed that those with a more internal locus of control generally have higher resilience, more job satisfaction, better response to feedback, and even better physical health. On the flip side, if you believe you don't have agency in your life, you're more likely to blame others, give up, and not take credit for what you do achieve.

Manson is big on responsibility. We may not have total control over what happens to us, but we do have complete control of how we respond to setbacks. Instead of chasing happiness all the time (and then getting mad and blaming others when things go wrong), the better path is to take responsibility for how we respond to adversity.

(You can take our Locus of Control Quiz to see where you sit on the scale.)

A Flexible Identity

In a recent newsletter, Manson wrote: "The healthiest identity is a flexible identity. The best answer to the question, 'Who am I?' is always 'I don’t know; let’s find out.'"

It might be scary to answer "I don't know." But I think it's also beautiful. It's inviting us to not box ourselves in, to stay curious, and to challenge our assumptions.

By avoiding discomfort, and negative or scary things, Manson says we're avoiding those parts of ourselves we need to challenge. By adopting a "let's find out!" attitude, we create opportunities for growth and to better understand ourselves and improve our resilience – and live a richer, more fulfilling life.

Useful Resources

The Subtle Art of Not Giving a ****
Mark Manson's YouTube channel
Mark Manson's Twitter

The following is a curated list of Mind Tools relevant resources (please keep in mind you may need to be a member of the Mind Tools Club to access certain resources):

Developing Resilience
Understanding Your Locus of Control
Overwhelmed at Work
Career Setbacks
Dweck's Fixed and Growth Mindsets
Managing Post-Traumatic Growth
Resiliency (audio interview with Dr Cal Crow)
How to Build Personal Resilience (audio interview with Dr John Nicholson)
The Road to Resilience (infographic)

About the Author:

Matthew has 10 years of experience writing, editing and commissioning online content. As a content editor, he's worked in several industries – including charity, culture and travel – before finding his calling in L&D at Mind Tools, where he creates accessible, timely and engaging content for learners.

The post "Who am I? I don't know: let's find out!" – Mark Manson's Law of Avoidance appeared first on Mind Tools.

That's it, what to say about... Oh wait up, what's this? An email alert from the boss. Can't ignore that. And my phone just pinged me. And before you know it, an hour's gone by and this blog is going nowhere.

It's a problem we've likely all faced. It's difficult to give your attention to just one thing over the course of a working day. When did you last manage it? So many other nudges, notifications and essential updates jostle for your attention.

And that's just the work stuff. Add all the funny noises my phone makes, and a bad day can be a constant battle to concentrate on anything.

A Crisis of Focus

This is a relatively recent phenomenon. But it's getting worse. How much worse? Well, as Johann Hari is keen to explain in his book "Stolen Focus: Why You Can't Pay Attention," the forces determined to attract and keep our attention are everywhere, and they're enormously powerful.

And we aren't doing enough to help ourselves. Sound like something from the "Matrix" movie franchise? It's not. "Stolen Focus" isn't a bunch of conspiracy theories. It’s based on many interviews with leading experts in everything from Big Tech to sleep deprivation.

And the picture they paint is a disturbing one.

The Battle for Attention

First, they really are out to get us. There are whole industries dedicated to grabbing our attention. They offer what we think of as rewards – bonus points, membership privileges, that sort of thing – and in return we give them our data.

Then they use that data to build complex profiles of us so that they can put adverts before us for things they know we want.

If that sounds sinister, consider what else behavioral scientists and data analysts can use that data for. They can predict not just what we might want to buy, but what we think about bigger issues. Even how we might vote. If they can predict something, they will likely try to influence it.

Sure, we can switch off our devices. We can lock them away. If we're lucky, we can escape to remote locations – as Hari does. But we're still susceptible. We're still experiencing something close to addiction.

How We Steal Our Own Focus

Second, we harm our own attention from the moment we get up. All too often we grab high-fat, high-sugar snacks rather than proper food. We expose ourselves to brain-damaging pollution daily.

When we do finally put aside the screens to go to bed, we can't sleep properly. So our brains are exhausted, and our ability to focus takes another knock.

Many of us also live in cultures that value the quick fix. So doctors prescribe vast quantities of drugs to treat ADHD, depression and sleeplessness, while leaving the root causes untouched.

In some cases, these causes are to do with innate psychological problems and brain chemistry. But for many people, maybe most, it's the environment in which they live that's the problem.

The Will to Change – and Why We Often Can't

There's another insidious factor at work, and again it's cultural. Hari calls it "cruel optimism." We all want to believe that we can change. That belief should be empowering.

But it's double-edged. If we fail to give up junk food, Twitter, or playing video games until 3 a.m., it's on us. Our willpower's the problem. Never mind that billions of dollars are spent every year trying to overcome that willpower.

Reclaiming Our Attention

It's a grim picture. So are there any positives? Well, we can take steps to change the way we behave as individuals, cruel optimism or not. Hari outlines them. And we can learn lessons from some societies that have taken steps to address this constant erosion of attention.

But Hari's main targets throughout are larger scale. They're industrial complexes and dysfunctional societies. And they will only change how they behave through collective action. Whether it's because customers or activists demand it, or governments enforce it, it'll still be a long-term battle.

"Stolen Focus" is a wake-up call. It deserves our attention – if we can spare it. Because the consequences of whole societies being in a state of distraction are dire. They certainly go beyond whether this blog gets finished or not.

So I'll definitely be turning off the laptop earlier, and spending more time with a good book. As soon as I've checked Twitter, obviously.

Listen to Our "Stolen Focus" Book Insight

We review the best new business books and the tested classics in our monthly Book Insights, available as text or as 15-minute audio recordings.

So, if you're a Mind Tools Club member or corporate user, listen to the "Stolen Focus" Book Insight now!

If you haven't already signed up, join the Mind Tools Club and gain access to our 2,400+ resources, including 390+ Book Insights. For corporate licensing, ask for a demo with one of our team.

About the Author

Simon has been researching, writing and editing non-fiction for over 30 years. In that time he's worked on educational courses, scientific journals, and mass-market trade books about everything from popular psychology to buying houses in Bulgaria. In the last 20 years he's specialized in simplifying complex subjects, and helping readers to learn new skills. Away from work he listens to good music, watches bad football, and is fascinated by medieval history.

The post Time to Focus on Our Dangerous Lack of Focus appeared first on Mind Tools.

The question is: just how important are workplace friendships? And how can remote workers make lasting friendships at work that lead to both emotional and professional support?

Why Are Work Friends Important?

According to Gallup, having best friends at work directly correlates with employee engagement and success. Having a best friend at work not only serves as a motivator for employees to look forward to going to work, but also has a direct impact on employee retention, productivity, and company culture.

Since the start of the pandemic, people with a best friend at work have reported that they feel less alone than those without one. Additionally, they're generally more satisfied with their workplace and therefore less likely to leave.

If you're still not convinced, here are my top three reasons why work friends are essential:

1. They're great stress busters.

Work can be incredibly stressful. If you're not careful, there's a great chance that you'll end up suffering from burnout. "People experiencing burnout symptoms are usually trying to live up to impossible standards and expectations from other people and themselves," according to Centres for Health and Healing. "Working excessive hours and not taking time to care for themselves properly – month after month – stress levels will build up. The relentless, ongoing pressure typically comes from various sources, including work, financial problems, underlying health issues, family and challenging relationships."

Having friends at work to whom you can vent or offer support is a good way to ground yourself and reduce stress. Work friends can lend their ear when things get tough and offer a different perspective when there's a dispute.

We've all been in a position where we're just starting a job and feeling extremely nervous about not being liked by colleagues, or about the nature of the job. A simple smile from a colleague can transform existential dread into excitement. When navigating a new role, having a friendly face in the office is unquestionably a godsend.

Moreover, having work friends creates a sense of camaraderie that makes teamwork enjoyable. Feeling seen and acknowledged by your colleagues can make a difference, especially if your role requires constant teamwork. A positive and nurturing environment leads to more innovation, creativity and communication, which are ultimately beneficial not only for the individual, but also for the organization as a whole.

2. Work buddies bring out the best in us.

When we're surrounded by colleagues we actually get along with, we're likely to be more productive and produce higher-quality work. This is because positive relationships create a sense of shared purpose and accountability that urges us to put our best foot forward.

Work friends can also serve as a sounding board when it comes to work in which you're not one hundred percent confident. They can help us when we most need it, teach us new things that can help to improve our work, and provide valuable feedback and ideas that can lead to collaborative innovation.

Finally, when we have a supportive group of people around us, we're more likely to enjoy what we do and therefore focus on the task. Instead of constantly looking at our watch, work friends can prod us to push harder and feel energized by our work.

3. Connections are everything.

As the adage goes, "It's who you know, not what you know." Making friends at work is crucial if you want to advance your career.

Building strong relationships with colleagues can be the final piece of the puzzle to get that well-deserved promotion, transfer to a better department, or even move to a better job thanks to a friend of a friend. Ultimately, connections are everything, especially in a professional environment.

Making Friendships in a Virtual Workspace

Work friends have the potential to open up a world of possibilities and perspectives. Virtual workplaces, in particular, offer the unique opportunity to make work friends based in different parts of the world – opening up our worldview and creating a work culture that's more inclusive, cosmopolitan and innovative, thanks to the wonderful cross-pollination of ideas.

However, while making friends as an adult is hard, making work friends in a virtual workplace is even harder!

If you're one of the thousands of people who've switched to the "digital nomad" lifestyle during the pandemic, here are some tips for developing rewarding friendships with your peers:

Be the first one to reach out.

First things first – don't be afraid to reach out to people in your work chat. A quick introduction has the potential to lead to a virtual work friendship, so never underestimate the power of saying "hello!"

Participate in virtual events and groups.

Some companies host virtual events and team-building sessions that encourage you to connect with your colleagues on a personal level. Others may simply offer channels where you can talk about your hobbies or share photos of your pets. Engaging with these events and groups is the perfect way to meet like-minded people and find your work bestie!

Opt for a video call.

Video calls are more personal than chats. Not everyone will be comfortable having their camera on, but video calling a willing colleague is a great way to start a friendly conversation and make yourself appear more approachable.

Ask for feedback.

Asking for feedback is a good way to build new relationships. It not only helps you gain different insights, but also shows your potential work friends that you trust their feedback and value their expertise.

Can You Ever Be Friends With Your Manager?

The relationship between a manager and their team members is a delicate one. Maybe you get along with your manager, but feel torn when it comes to actually fostering a friendship with them.

When dealing with this dilemma, it's important to remember that friendship is a two-way street. The relationship between a manager and an employee involves power dynamics that can make it more difficult. Managers can make or break their employee's career. This obvious power dynamic makes it difficult to be friends with your manager, as a personal argument can lead to a professional nosedive.

Power dynamics can be further complicated when team dynamics are involved. If you're friends with your manager, you may feel compelled to agree with certain decisions that you may not actually agree with. In addition, being your manager's bestie can harm your relationship with your colleagues, as they may feel that the manager favors you over them.

However, this doesn't mean that managers should be coldhearted. A good manager values each of their subordinates and encourages them to reach their full potential for the good of the team. Being an excellent communicator and a "people person" are essential managerial qualities, as managers have the responsibility to unlock the maximum capabilities of their team.

However, a good boss or manager should know that friendship with one of their subordinates can be a slippery slope, and they'll need to draw a line somewhere. Nevertheless, if the manager and the subordinate decide to become friends or have an existing friendship, they should communicate this with the rest of the team to ensure that everyone feels involved and valued. 

If you enjoyed this blog, you may also be interested in these Mind Tools resources:

Building Good Work Relationships
How Good Are Your People Skills?
Reconnecting After COVID
Finding Your Allies
How to Win Friends and Influence People in the Digital Age, With Peter Handal

About the Author:

Chris is a passionate mental health and wellbeing writer and psychologist, focusing on sharing his experience and improving the lives of others. When Chris isn't researching the latest holistic and wellbeing therapies, he's spending time with his two cats, usually while curled up on the sofa reading a book.

The post 3 Reasons Why Work Friends Are Important appeared first on Mind Tools.

But with more people in the workforce than ever before, competition is stiff. This is why you need to stand out at each and every stage of the hiring process.

Videos to Help You Get a New Job

So, what makes a winning candidate? Is it an impressive resume? A confident and well-prepared applicant? Someone who can keep their cool in the face of even the trickiest interview questions? In truth, it's a combination of all the above, and more.

In our newest video series, we explore all the skills you need to ace your interviews and land your next role.

How to Sell Yourself

Your resume and cover letter should grab potential employers' attention and show what you have to offer. Our first two videos, Writing Your Resume and Writing Your Cover Letter are here to give you the best possible head start in the application process. From how to write clear and concise copy, to choosing the best layout, these tips will help you to stand out from the stack of other applicants.

Or perhaps you've got your sights set on a promotion? In this case, you need to be able to prove your worth to your organization. Our brand-new animated video Get Ready for Promotion explores how to push yourself out of your comfort zone, set realistic goals, and get yourself noticed for all the right reasons.

Acing Your Interviews

So, you've made it to the interview stage. Now's the time to demonstrate your experience and expertise. And the more confident you are, the more convincing you'll be.

Preparation is key. In less than 60 seconds our Mind Tools Minutes video, How to Prep for a Job Interview will ensure that you are equipped with all the tools you need for success; including in-depth research and a winning outfit.

What Kind of a Question Is That?!

Have you ever been hit with an interview question that you have no idea how to answer? Rather than stumbling over your words and saying something you might regret, check out our video on How to Answer Interview Questions. Often these curveball questions are designed to test how you respond under pressure. So, keep your composure and think before you speak. A little humor and creativity can go a long way, but don't be afraid to be honest if you don't know the answer. Chances are they'll appreciate candor and integrity.

If that's not enough then head over to our three-part series on how to answer some of the most common interview questions: "Why Do You Want This Job?", "Tell Me About Yourself" and "What Are Your Strengths and Weaknesses?"

You've Got a New Job – Now What?

Congrats, the hard part's over! Or so you might think. But starting a new job can be just as nerve-wracking as interviewing for one. You might be apprehensive about your new responsibilities, or you may even feel like you don't deserve the role.

It's natural to feel stressed at the start of this next stage in your career. But with a little help from our video on Starting a New Job, you can establish clear goals to keep you on track and focus on what lies ahead.

The post Getting a New Job – Introducing Brand-New Mind Tools Videos appeared first on Mind Tools.

While we're certainly not out of the Covid woods yet, most societies have lifted the more stringent lockdown rules. But the workplace cultural sea change precipitated by the pandemic will be felt far into the future, especially by office-based workers.

A Brave New World

On Monday 16 March 2020, every Mind Tools employee received the same email. "All employees, group-wide and globally, are required to work remotely on Tuesday 17 March 2020." If all went smoothly, the company would be officially fully remote by the Wednesday.

I remember where I was sitting when I got the email. I felt like an extra in a science-fiction movie I didn't want to be in. Like many organizations, Mind Tools took the initiative and shut its offices before a mandated lockdown. The initial plan outlined in the email was that we'd go remote for a period of four weeks. I remember thinking, "Four weeks without going into the office?! That's crazy!" How little I knew.

At the height of the pandemic, "shop floor" workers – from surgeons to construction workers – were on the front line, and going to work was an act of bravery. Us office-based workers had it easier, for sure, but we were also thrown into one of the biggest work experiments in world history. Entire workforces became remote practically overnight. And over the next few years, a plethora of new terms entered our work-life lexicon – notably flexible, remote, and hybrid working.

Work Remotely? No Problem

As a Mind Tools editor, I already worked from home twice a week pre-pandemic. But other teams in the company weren't allowed. We had this arrangement for legacy reasons but it was considered precious within the content team and was fiercely protected.

I remember the rationale for why other teams couldn't do the same: it was things like "Finance needs access to their paperwork," and, "Sales needs to be able to make calls." When we were all forced to work from home, those arguments were blown out of the water. And like many companies, we found the move to fully remote went surprisingly well.

The Remote Revolution

Within a few weeks, the pandemic had flattened the barriers to a whole new way of working – and, not only did organizations survive the transition, in many cases things improved.

In 2020, office workers appeared largely happy with the new arrangement, and headline after headline declared that productivity seemed to be increasing with remote work. Research by CIPD in late 2020 found that two-thirds of employers believed the workforce was as productive or even more so than when in the workplace.

There were predictions that workers might never return to the office. Household names like Fujitsu and Twitter talked of a permanent change, the latter saying employees could work from home "forever." Even Mark Zuckerberg said he was "happier and more productive" working from home.

2021 was much the same. Despite optimism that lockdowns were over, job advertisements with "homeworking" in the title increased threefold in the U.K. from the start of 2020 to May 2021.

The Hidden Costs of Working From Home

But there were downsides, too. As remote working stretched on, many believed that younger people were being left behind, missing out on "the largest career-learning cycle" of their lives, in the words of AOL's former CEO.

It was also reported that working from home exacerbated gender inequalities, with women working more hours and bearing the brunt of household chores and childcare. Oxfam calculated that Covid cost women $800 billion in lost income in 2020.

In the early days of the pandemic, remote work was hailed as our utopian future, but by 2022 there was growing concern about the negative impact on mental health from working in isolation.

This is a paradox many have tried to square – reports of improved mental wellbeing from working remotely, coupled with a concurrent rise in mental health crises. The jury is still out on the wellbeing benefits of remote work.

Was There Really a Great Resignation?

But people still embraced remote and hybrid working. Despite the burgeoning backlash, the ongoing experiment in off-site working had shattered the status quo.

Office workers had discovered a new way of life; a new relationship with work seemed possible. You don't need to endure the harrowing commute, you can pick your kids up from school, you can have lunch with your loved ones, and you can still get your work done.

In 2021, this change in our relationship with work went further still. Headlines began to proliferate predicting something of a work apocalypse. Dubbed "The Great Resignation," there was concern that millions of people were poised to quit their jobs. And they did – in 2021, record numbers of Americans handed in their notice. And 2022 demolished that record again, with 50.5 million resignations.

It's a trend that's still unfolding, and there are a lot of unanswered questions. Some consider it more of a "great reshuffle," as pent-up resignations from 2020 are cashed in and workers look for better conditions elsewhere. But in the U.K. at least, there are over half a million fewer workers in the workforce than before the pandemic hit. A government inquiry has been established to investigate why.

Are people just changing jobs? Are people retiring early? Have people's priorities changed? Have the mental health impacts of the pandemic and lockdown inhibited people's ability to work?

The answers aren't clear and the causes are likely to be complex – but the impact is real and poses difficult questions to organizations and policymakers.

Is This the End of Remote Work?

So where are we in 2023? While many people – including staff here at Mind Tools – continue to work largely remotely, there are signs that organizations and leaders are starting to question remote working.

A LinkedIn analysis of its job vacancy postings found that the peak of jobs advertised in the U.S. as "remote" was March 2022. Since then, the general trend has been downward. Well, until January and February 2023, that is – for some reason, there's been a surprising uptick in vacancies offering "remote" this year. Time will tell if it's a blip or a resurgence.

Despite the overall trend moving away from remote work, some governments are embedding this new pandemic work culture in law. The U.K. is currently pushing through several private members' bills related to work, specifically targeting lower-paid employees, including making it a right for British workers to request flexible working from day one of employment – be it compressed hours, or remote or hybrid work arrangements.

Leaders Are Trying to Resurrect the Office

Perhaps, then, hybrid and flexible working arrangements are the way forward – popping into the office a few times a week, or taking a long lunch break to go for a run. What could be better?

Well, when it comes to hybrid work in 2023, battle lines are being drawn between employees and companies, particularly at large corporations (presumably with expensive, impressive offices they want filling). Amazon recently announced that by spring of this year, office workers are expected back at least three days a week. But employees have fought back with a petition demanding a change to the new policy, and 14,000 members of staff joined a Slack channel advocating for remote.

Disney has one-upped Amazon and made four days a week in the office mandatory. Again, employees have launched a petition criticizing the policy. Apple and Starbucks are making similar noises, too.

Tony Danker, director-general of CBI, recently said on a radio show, "You ask most bosses, everybody secretly wants everyone to come back into the office." It seems corporate leaders are increasingly turning against the remote revolution.

But employees have made it clear – remote working (in some form) is what they want. We'll have to see how this fight shapes up the rest of the year. Popcorn at the ready.

What Does the Future Hold?

For my part, working life is unrecognizable from the start of 2020. Back then, I spent three days a week in Mind Tools' South of England office, a gorgeous converted barn nestled in a Sussex nature reserve.

We said goodbye to that office last month and these days I work how I want: I've got my home set-up, sometimes I go to a café, sometimes a coworking space. I can work early or late, from wherever I like.

In many ways, I think I'm still recovering from the shock of the pandemic, in ways I probably don't even realize. Similarly, the way we approach work has not yet settled since the upheaval of 2020 – a new status quo is still forming.

The last few years have unquestionably changed the fundamental contract between worker and employer, at least for office-based work. Where we go from here remains to be seen.

Mind Tool Resources

Here are some resources from Mind Tools that you might like to explore (to see all of them you'll need to be a Mind Tools Club member):

Reconnecting After Covid
Health and Hygiene at Work
Managing a Geographically Dispersed Team
Managing Virtual Teams
Working in a Virtual Team
Virtual Onboarding
Virtually Perfect Meetings Video

About the Author:

Matthew has 10 years of experience writing, editing and commissioning online content. As a content editor, he's worked in several industries – including charity, culture and travel – before finding his calling in L&D at Mind Tools, where he creates accessible, timely and engaging content for learners, across resource types.

The post How the Pandemic Changed the Workplace, Three Years On appeared first on Mind Tools.