Almost 50 years on, Tye reports that “Nearly all of his surviving band of brothers say working for Bobby was the high point of their professional lives.” Kennedy not only boosted morale crucially, he captured the trust and enthusiasm of his employees and was rewarded for it with their loyalty. It is not just what the running track allows employees to do, but what it represents: a trust in staff that they will spend their time at work responsibly and that they are not chained to their desks. What can they do to turn these abstract ideas into changes that are appreciated by staff? Trust comes in different ways – open-plan offices in which all seniority levels mix together; community spaces; and trusting staff enough to let them choose their working pattern, how to reconfigure their workspace and how to work flexibly. It is no coincidence that our research also shows that while employees are ready to embrace change and contemplate an agile way of working, with 76 percent of workers globally ready for some type of change to their workplace, maintaining their personal comfort remains a priority. Smaller businesses could create major collaborative spaces or community spaces dedicated to team activities – music rooms, meditation spaces, scrum rooms and design thinking spaces where workers can go to brainstorm and share ideas during the working day or for longer periods of time. Research from the U.K. bank HSBC highlights that flexible and remote working is not only on the rise, but nine out of 10 employees claim that remote working is their No. 1 motivator to boost their productivity at work. More than a third of the 7,300 employees we surveyed believe that personalization of the workplace is critical, and over 40 percent believe they would do their daily work better if they could work from different types of spaces that have been customized for a variety of needs.
Read more on goo.gl/8NxyPv.