Insights

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Office design for the intersection of people & space

Thought starters for designing based the intersection of people and space. 

  1. Begin by articulating key reasons to want employees back in the office that shifts focus away from perceived lack of trust. It could be collaboration, quicker access to answer questions, and availability for impromptu client meetings.  Takes some introspection to really get at the why.

  2. Match the “what/where” with the” why”. How many days in the office (hybrid) will define the extent of time people will spend on email and independent work versus meeting and collaboration time. This is a key driver of the design.

  3. Ensure your internal critical influencers are ready to model return to office behavior. Every office has its unofficial trendsetters based on seniority, performance (rainmaker) or likability/popularity. Measure their commitment in advance.

  4. Consider physical space considerations – how to make the make the most of the space, what new features can add excitement and functionality, what traffic patterns will drive interaction, and how to reduce distraction?  Separate the quiet areas from the busy areas, recognizing people will avoid gathering if the area is amidst the desks, for fear of distracting others.  Avoid walking behind people’s backs.

  5. Signal how users should interact with spaces – for example, separate gathering spaces with low planters, a railing, elevations or dropping down a few steps.  All of these suggest this is a different space but are still open to see in and go join a conversation.

  6. Define new norms. Otherwise, people will resort to trying to act in their old way but in the new space and you risk losing the benefits of the new design.

  7. The ergonomics matter – Do a flow from the time someone enters the space and hangs up a coat (do you really want the coat thrown on the back of a chair) all the way through the desk design and where to plug in devices.

  8. Assign seating that optimizes the user experience and why coming to the office.  Unassigned seating can work but is more stressful and risks not seeing the people you came to see.

  9. Get ready well in advance, such as rolling out any new technology, training on an updated conference room booking system, purging files (think travel carry-on luggage only).

  10. Identify your champions including senior management, analysts, and admin who will make this a success.  Gain commitment they will use the new spaces. Prepare orientation and build excitement for everyone. 

I can help in applying these concepts to your next office. - Dana 

5 Keys to being a great Chief People Officer

  1. Learn the business of the business - Remember you are a Senior executive 1st, HR person 2nd. Do what is in the best interests of the company, balancing people, and profits.  You want to be a partner and peer to senior leaders and not a support function. Earn a seat at the table. Speak their language. 

  2. Find creative ways to put people at the center of everything you do - bring humanity to the conversation. Show leadership you can get to the desired goal and be human at the same time. 

  3. Coach senior executives to be people leaders. They will want you to fix things for them “but don’t take all the monkeys on your back”.  Help them learn to help themselves. 

  4. Always be the role model of culture; and expect the same of your team. Lead by example. Relinquish any personal agenda and trust it will all work out for you in the end. Being a great CPO means rising above your own natural anxieties and self-interests and doing what is best for the organization. Your CEO needs to trust you will always put the firm before yourself in your recommendations.  

  5. Anticipate what could go wrong and get out ahead of it. You are the eyes and ears, and the heart and soul, of your organization.  

But most of all, remember to laugh and find an angel. The role can be challenging and lonely and while you look out for everyone else, you need to also take care of yourself.

I started in this role over 20 years ago. I learned by doing. I offer coaching to Chief People Officers looking to be their very best in this exciting role.  - Dana 

  • "I have worked with Dana for 19 years and she is a master at her craft. She is not only an expert architect in talent development and talent management strategies, but also her impact as a coach and mentor is equally powerful. Her ability to translate incisive observations into actionable strategies has enabled me to expand my leadership capacity and grow as an executive. I would not be the professional I am without her."

    —Paul De Martini, Chief Investment Officer, Griffin Capital Company, Los Angeles

  • "I can't recommend Dana more highly for executive coaching, and support navigating the challenges of modern senior leadership. Dana is clever, compassionate, and a creative lateral thinker. Her leadership and professional coaching helped me mature as a leader myself and enabled me to flourish to my fullest potential within a culture that was new to me and not necessarily what I had experienced before."

    —Michaella Solar-March, Chief Marketing Officer, Two Trees Management Co.

  • "Do you want to discover what makes you tick as a professional? Learn how to survive—and thrive—in the scrum of a complex workplace? Then I hope you will do what I did: get Dana as your coach. She transformed me at work and in life. "

    —Jeff Mandel, Former Senior Managing Director, Co-Head US Acquisitions, Tishman Speyer