{"id":5502,"date":"2024-01-18T10:00:36","date_gmt":"2024-01-18T18:00:36","guid":{"rendered":"https:\/\/berkonomics.com\/?p=5502"},"modified":"2024-01-05T14:44:03","modified_gmt":"2024-01-05T22:44:03","slug":"should-you-be-optimistic-about-your-corporate-growth","status":"publish","type":"post","link":"https:\/\/berkonomics.com\/?p=5502","title":{"rendered":"Should you be optimistic about your corporate growth?"},"content":{"rendered":"

Planning for future space needs after COVID.<\/strong><\/p>\n

One of the most obvious observations I make with growing company CEO\u2019s is that\"\" planning for a new office is done with an optimistic view of the future, incorporating planned space that compromises only slightly the measured needs for the next three or more years as outlined in the financial forecast. Yes, we can mitigate that with starting with a reduced size given the current remote and hybrid work environment.<\/p>\n

But\u2026 Do we still plan for growth in our infrastructure?<\/strong><\/p>\n

Signing a lease for space enough to handle the growth called for in the business plan, is a predictable group behavior I\u2019ve come to label \u201cThe tyranny of the new office.\u201d<\/em>\u00a0 The company plans a move to a new facility with plenty of space that is probably built out but not planned for use until the company grows to the next stage of need.\u00a0 Office employees expected to work in the office regularly move into their new cubicles and offices, spread out far more than in the previous facility.\u00a0 The excitement and noise of working in too close proximity to cohorts suddenly becomes an unexpected near silence, as everyone notices that they do not have to raise their voices any more to be heard above the din of noise.<\/p>\n

And the result of this empty space before the growth spurt?<\/strong><\/p>\n

[Email readers, continue here…]\u00a0<\/em> <\/span>\u00a0 The exciting sounds of an office filled to capacity functioning in a growth environment are exhilarating to most that have experienced it. \"\"The distractions are dealt with using earphones with their smartphones, concentration and tolerance; but they are dealt with by all. \u00a0The change to a near silent environment is so startling that, many times, employees express a bit of resentment or even depression, masked by the common statement that \u201cit is so much easier to get work done without the noise.\u201d\u00a0 It is the excitement of activity that generates more and better output for most, not the isolation of silence.<\/p>\n

But back to \u201cthe tyranny of the new office.\u201d<\/em> <\/strong><\/p>\n

Two predictable outcomes almost always follow a move into an office much larger than today\u2019s needs. First, you\u2019ll find subtle moves by employees into the unused, reserved space.\u00a0 After all, it is there and unneeded for now.\u00a0 Why not make use of the space until needed?<\/p>\n

And second, management sees the open space and often finds it easier to justify acceleration of one or more new hires since the facility is available and infrastructure complete.\u00a0 Unconsciously longing for a bit more of the excitement from the noise of the previous office, managers often make subtle unrecognized moves to fill the void with new hires earlier than planned.\u00a0 That\u2019s why the label, \u201ctyranny\u201d even if the word seems out of context.<\/p>\n

If and when asked, I always recommend more frequent moves as opposed to longer-term leases.\u00a0 It seems from experience that both the company and the employees gain from such staggered moves.<\/p>\n

Next week: It is time to examine the CEO\u2019s relationships with con-temporaries, coaches, good board members and great resources in the community and industry.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Planning for future space needs after COVID. One of the most obvious observations I make with growing company CEO\u2019s is that planning for a new office is done with an optimistic view of the future, incorporating planned space that compromises … Continue reading →<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[9,20],"tags":[],"class_list":["post-5502","post","type-post","status-publish","format-standard","hentry","category-hedging-against-downturns","category-protecting-the-business"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/5502","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=5502"}],"version-history":[{"count":0,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/5502\/revisions"}],"wp:attachment":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=5502"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=5502"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=5502"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}