“I don’t care how many sign that f***ing petition” were the shortsighted words of JP Morgan’s chief executive Jamie Dimon in reference to a petition doing the rounds within the bank opposing the return-to-work policy. The sentiment stands in stark contrast to the smooth and carefully calibrated words explaining the U-turn in policy. Perhaps they reveal more of the real sentiment behind the change in direction and what amounts to slamming the vehicle into reverse, grinding the gears as they do so.
This ‘back to the office’ approach was given oxygen by President Trump’s recent executive order that put an end to home working for government staff. Many others (Amazon, Meta, Starbucks and Dell to name just some) have followed suit and returned to old ways.
Old habits (thinking) are always a very poor way to negotiate a changing world, one that demands new thinking (mental models) and certainly, new skills. Those making these bad decisions are doing so often panicked by vast real estate standing hauntingly empty and unused; by a lack of understanding of how to get the best out of those embedded in a new way of working; and so, they take refuge in and retreat to the known, the trusted and what once worked best. A way of working that suits them and their template for ‘how work works’.
It is a mistake, a big one.
The new and emerging, tech-savvy workforce need greater freedom and flexibility than the eight-to-five, five days a week can give. Covid provided the circuit-breaker to bring about a much-needed change in our understanding of the world of work. It seems that available lessons have not been learnt. The issue isn’t necessarily that being in the office is a ‘bad thing’ but rather that the heavy-handed way in which the decision has been made (and the stark intent behind it as exposed by Dimon’s utterance) are what is causing the angst, frustration and ultimate rebellion amongst those it impacts most – the younger workforce.
There will be a backlash as the older generation – those who make the decisions – have dismally failed to read the tea leaves and understand a global momentum shift that is always part of a generational changing of the guard. They have not listened – or taken seriously – the needs and ideas of the younger workforce. Time will demand that they do but by then the lasting damage will already have been done.
New ways of getting the work done need to be explored post-covid. Those (Dimon) who demand an ‘either-or’ approach will be exposed as sure as the swimmer who swims naked when the tide goes out (with apologies to Warren Buffett).
A good place to start would be by asking three fundamental questions in an all-embracing work conversation.
The questions?
- Who are we?
- How do we want to work together?
- What is it we want to achieve?
The emphasis here is on an ‘all-embracing’ conversation.
It will take a certain courage to initiate that conversation and in doing so, leaders take a leaf out of Simon Sinek’s playbook and understand that in the conversation, you, ‘need to speak last’. Go to it.
Are You Leading for Tomorrow or Managing for Yesterday?
While JP Morgan’s Jamie Dimon dismisses employee petitions and corporate giants retreat to pre-pandemic comfort zones, forward-thinking leaders recognize a fundamental truth: The future of work isn’t about location – it’s about adaptation.
The real challenge isn’t whether to return to the office. It’s how to build an organisation that thrives amid generational shifts, technological evolution, and changing workforce expectations.
Keith’s Adaptive Leadership Workshop equips you to:
- Navigate the generational divide with wisdom, not force.
- Transform workplace tensions into opportunities for innovation.
- Build authentic dialogue across all organizational levels.
- Develop the adaptive intelligence needed to lead in a rapidly evolving business landscape.
Don’t let your leadership legacy be defined by clinging to outdated models. While others resist the tide of change, position yourself at the forefront of the future of work.
Contact us now to book your teams next leadership workshop: Adaptive Leadership for a Changing World
Recently Keith’s travel has included working throughout the UK, the USA, Saudi Arabia, Dubai, Abu Dhabi, Germany, Switzerland, Singapore, and of course, South Africa.