On this week's episode of Inside Outside Innovation, we sit down with Maddie Grant, Cofounder of Propel. Maddie and I talk about the changing dynamics of workplace culture and what companies need to be doing to navigate the new future of work. Let's get started.

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Interview Transcript with Maddy Grant. Co-founder of Propel

Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today, we have Maddie Grant. She is the Co-founder of Propel, which focuses on helping organizations prosper through cultural change. Welcome to the show Maddie.

Maddie Grant: Thank you so much for having me.

Brian Ardinger: I'm excited to have you on the show. There's a lot going on when it comes to workplace culture and the future of work. For those in our audience who may not have run into your work yet, you're also in addition to working at Propel, you're an author of several books, including Humanize, When Millennials Take Over, and I think your most recent book is The Non-Obvious Guide to Employee Engagement.

You know, this whole concept of work culture, work culture is being disrupted. You know, we hear about the great resignation or the great reassessment or the great return to work. Whatever the next great thing seems to be out there. You know, what are the biggest challenges and changes that you're seeing when it comes to the world of work?

Maddie Grant: What's interesting is I've been kind of researching culture change in the workplace for quite a long time. For a couple of decades. So long before the pandemic, the workplace was changing in terms of needing to be more digital. You know, advent of social media changed a lot of stuff about managing and leading in the workplace, not just, you know, marketing and communicating with your customers.

So, it all started with basically the digital age. And my particular interest is actually on organizations that need to transition from the old way to the new way. Right. So, I'm not so much about startups who could basically create their own culture from the get-go. What I'm interested in is how do you take like a hundred-year-old museum and change, you know, and get them like up to the digital age.

And then the pandemic happened. Right? So, a lot of the things that I was exploring in my books and my research basically happened really quickly overnight. And the big disruptor beyond of course the pandemic itself was to me, the idea that all of a sudden there was a really good reason to change how we work. Right. Right.

Because if you didn't, people might lose their lives, literally. So in that respect, you're going to go remote. Like, even if you said that you couldn't or only, you know, very special VIP people could take like one half afternoon off of work on a Friday. Well, all of a sudden everybody's working from home and oh, guess what? It's actually working pretty well.

It's actually, you know, people are doing their jobs and they're, they're managing, you know, what they need to manage. And they've got kids, dogs, all the rest of it at home. So, there's all these new external factors coming into it. But the work is still getting done.

Brian Ardinger: So, talk a little bit about we're in a weird space now, because for lack of a better term, a lot of the pandemic's talk has, has gone by the wayside and people are returning to work. And you're seeing this push again to trying to go back to the old normal. What are you seeing when it comes to that push and pull and, and that desire to go back to the way things were and what's working, or what's not working when it comes to that?

Maddie Grant: What we're seeing is that the people who want things to go back to the way they were, are almost always senior level people. So those are the people who got to where they are in the old system. And those are the ones who are very, very keen to go back to how it was. But like my partner Jamie Nadder likes to say the toothpaste is out of the tube now. So, there's some things that just cannot go back.

So for example, saying that people can't do their work, can't achieve their goals or their project targets or whatever from home, you can't say that anymore because there's so much data that people were completely able to do that, you know, for the past two years. However, what I think is really interesting is there is actually value to coming back to the workplace. But that value, you know, everybody talks about, you know, the water cooler conversations and, and building relationships.

And, you know, seeing people in person is better than online. You know, all of these kinds of things. But they're not defining why those things are important. Like why do we care about water cooler conversations? And in fact, water cooler conversations are actually not an equitable way of building relationships or coming up with random ideas that turn into that next multimillion dollar revenue source, because not everybody has access to the water cooler, right?

Some people are not supposed to get up out of their desks for X number of hours. So that's just one example, but I think some of the most interesting work that we're doing right now is actually around the hybrid workplace. And so we wrote this eBook that was basically the four culture decisions that you need to consider when returning to the workplace.

And the four are Customizing the Employee Experience. Like how much are you willing to customize? Second one is What is the Value of the Workplace, the physical workplace. Third one is Defining Collaboration and the fourth one is Supervision and Accountability. Like, so you know, that people have been able to achieve their work from home. So how does that change, how you supervise and hold them accountable in the future?

And these four things are all very interrelated. But the idea is that really smart organizations will take this opportunity to rethink actually what's important about bringing people together. And they will redesign their workplace, for that purpose. And it could be multiple purposes.

But you might have a group of people inside your organization who really need the workplace for quiet time. So, it's actually not about collaborating. It's about having time away from the dog and the three-year-old. For other people, it's about collaborating, but in larger brainstorming teams. So, you know, collaborating with people outside of your department. So not your regular work with your team but getting together with others that you don't normally get together with.

Sometimes it might be actually very social. Like what if the workplace was now like the big cafeteria where people came in literally to eat and have coffee, and that's where you start to, you know, run into people randomly, that kind of thing.

For all of those things, the reason it works or doesn't work is that you've defined that that is the reason you want people to be interacting in person. You know, so just having that thought...

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