Flextime Workplaces: An Update

As has been widely reported over the past couple of years, workplaces, particularly in the knowledge economy, have either undergone or are being pressured to add flexibility features to their operations. The combination of Covid-related adjustments and technical innovations has resulted in a reassessment of what productivity and by extension appropriate workplace agency looks like in the modern workplace. 

A 2021 Ipsos survey revealed that globally 30% of workers would attempt to leave their jobs if required to return to the pre-pandemic office setting. Many of the ever-plugged-in younger cohort of workers see only an upside to having jobs with flextime. Benefits such as managing the complex demands of modern living, taking care of children and elderly parents, reducing commuting time, and functioning when one is most energetic and constructive during the day are among the advantages cited as desirable with pliable scheduling and task requirements. 

Flextime features are now much more present in recruiting job descriptions. Some of this is undoubtedly because of the increased demand for flexibility from a workforce that seems to be sorting itself into those oriented toward results-only vs. traditional workplaces, but also due to the uncertainty of the future. Covid has not completely gone away and with further environmental changes said to be coming from climate change, who knows what is next? Disruption is at least as likely as stability when planning operationally. 

However, workplace changes of the sort being described here need to be assessed and designed thoughtfully. It can be easy to dump on traditional workplaces as having rigid, arbitrary, and ineffectual routines, like for example, habitually scheduled staff meetings laden with fill-in blah, blah, blah. Yet, as resiliency transformations occur it can be useful to see not only what is gained, but also what is lost by such modifications. 

A case could be made that as customary practices dissolve not all the consequences may be necessarily positive. Of key importance is what it means to be professional. Parameters were established over time to separate work life from non-work life. We got used to sliding in and out of work modes with a regularity that brought predictability, certainty, and some semblance of balance. 

One negative element of blurring the distinction between work and leisure time is the always “being on” phenomenon. When flitting in and out of work mode multiple times per day, including answering supervisor emails at 8:30 pm and being ready to respond to the Amsterdam office at 6:30 am, cumulative work time can approach 10-12 hours. It begs the question of who benefits. Probably not the worker. 

Also, professional norms and protocols used in performance reviews and advancement decisions have been based on an in-person work context. Are the expected actions of workers who work from home holding up fairly to legacy achievement standards? Managers still wedded to the notion that time on task always equals productivity may be less inclined to favorably view fragmented work as effective, even if the results are of similar quality or perhaps even better than before. 

This can be especially problematic for new hires onboarded with a company practicing flextime. How well can management really get to know their direct reports when they are working remotely? Perhaps fine — or perhaps not. New workers are motivated to do well at their new jobs and are trying to navigate expectations and learn company culture digitally. Might they be ripe for various types of exploitation, such as working exceptionally long hours or having to face other unreasonable demands from management or co-workers in a flextime environment? The possibility is certainly there. 

Decentralization does have its benefits. But it also could have liabilities. As we redefine what it means to be professional in a flextime world, we need to be mindful of how to achieve efficiency in a way that rewards both management and front-line workers. This challenge is a subset of organizational agility and a crucial one going forward. 

Career Adaptability in a Time of Economic Resilience

As a people, we habitually want to return to normal after a sudden disruption. To seek stable ground after a storm is what we are hard-wired to do. The pent-up desire to reclaim regularity throughout this pandemic is palpable. We want so much to snap back to a 2019-era lifestyle that it may be hindering our capacity to plan for what increasingly looks like an uncertain future. 

A combination of Covid’s aversion to disappearing and more general workforce changes promote doubtfulness in the minds of many about future economic, and by extension, career directions. Questions as basic as, will my job be permanently home-based and remote, or will my job, which is centered on being face-to-face with many people, forever now to be risky? These are existential questions. 

Career resilience, or the ability to navigate one’s professional life through the turbulent vicissitudes of the 21st century employment environment, is not a new topic. Remaining nimble and adept enough to reapply one’s skillset to changing situations has been advised by career professionals for years now. Of course, such advice has most often been given in the context of technological automation and cross-market globalization. 

The unsettled world of Covid, however, only adds to the urgency. Emerging variants of the virus and the patchwork way nations and regions respond to the emergency leaves Covid-fatigued people feeling discouraged that we can get past this anytime soon. Optimism rises and fades like the graphs of infection rates. As far and as wide as we can see, the economy is being buffeted by winds of Covid-generated incertitude. Career resilience becomes but a subset to the larger challenging phenomenon of economic resilience. 

The National Association of Counties identifies economic resilience as, “a community’s ability to foresee, adapt to, and leverage changing conditions to their advantage”. The U.S. Department of Commerce is more blunt in its description. Commerce questions an entity’s proficiency to endure and to rally from a severe disruption, and its ability to avoid crises in the first place. The take-away inference is that acceptance of the proverbial new normal and requisite mitigation planning is to be standard operation. 

The interests of non-entrepreneurial workers are served when employees understand the sustainability planning and related past practices of the employers for whom they work or want to work. If an employer is overly relying on luck to get them through or is in denial about change occurring, these should be warning signs. Do not let the miscalculations of others derail your career. 

What we want to see instead are signs of employers envisioning and assessing risks to their markets and assets. These are sometimes known as steady-state actions. From there they should be prepared to deploy a response strategy when crisis strikes.  

Included in this overall approach can be interventions such as sustainability budget planning; diversification efforts to reduce exposure to high risk sectors; gardening of workforces which will ride out disruptions and not quickly bail; alignments with business, government, and educational resources to keep forecasting and preparedness skills sharp and ready; and agile management capable of shifting available talent to meet unexpected needs effectively. 

Continuity planning for an organization or an individual share certain processes. Key among them is to know the weak areas. Where are the shortcomings? How can they be managed or strengthened? Which metrics apply to indicate success is being achieved? 

Another key process is in knowing the threat indicators early on. Take advantage of utilizing a natural or trained inclination to be preventative and farsighted. 

Above all, establish systems, procedures, and habits, which have resiliency built into them. Facing turmoil requires a degree of fortitude. Until Covid is somehow controlled worldwide the economic and career challenges related to the virus will continue. Confronting the menace clear-eyed and purposeful is a potent response. 

Workers Are Flexing Their Muscles

An unmistakably big story in the 2021 career space has been about what is being dubbed “The Great Resignation” or “Turnover Tsunami”. Of course, I am referring to the throngs of workers in both the relatively high paying knowledge economy, but also in the lower income sectors, like hospitality and retail, who are leaving or not returning to their pre-pandemic fields of employment. 

A whopping 40% of the global workforce has left or is planning to leave jobs this year. The U.S. Labor Department has never seen such an acute spike in resignations in the twenty plus years it has been tracking such statistics. 

The popular media has for months now been pumping out pieces referring to the phenomenon and the suspected reasons behind it, such as higher savings rates thanks to government financial assistance, fear of catching the virus at work, insufficient childcare options for working parents, and a growing realization that a lot of hiring is now going on.  

However, the monumental reason for this employment churn appears to be a dignity factor. The Covid pandemic is allowing for a massive reassessment, and by extension, a realignment of what truly matters in one’s work and life. 

Shelter-in-place directives, social distancing, and closed office buildings, restaurants, and stores shook people’s mindsets in numerous ways. Many front-line “essential” workers who were heralded as heroes early in the pandemic are now either burnt out or tired of the abuse they get, like healthcare workers. Many well compensated workers ensconced in jobs pertaining to information flows and the means of production are bailing from positions because of the stress levels and long hours. Those on the low socioeconomic end feel abused, disrespected, and exploited and are not going to take it anymore. The number of workers and the type of worker taking the employment shift plunge are both expanding. 

This spectacle is causing economic hardships for a range of stakeholders from business owners to customers. The flux in employment is helping to fuel in part the larger pandemic-related worldwide economic convulsion. Shouldn’t we all be really concerned about this dramatic and disruptive turn of events?  

Yes, we should be, but not of fear for the interests of the wealth holders becoming suddenly inconvenienced, but in support of workers who are all in different sounding ways and from different points of view collectively saying they want and expect fair compensation, respect, and a voice in how their careers are going to develop. This brief period in history may be seen as a possible inflection point in the 21st century morphing of work and career into something different from the way it has been in the past. 

I come back to the three intrinsic motivators for professional workers eloquently described by Daniel Pink about ten years ago. Pink wrote and spoke about the need and quest for autonomy, mastery, and purpose as to what gets successful and satisfied workers out of bed in the morning. We are more motivated and driven to perform well at our jobs when we feel we have relatively free rein to innovate and produce, when we feel we are developing a skill or talent, and when we feel that what we are doing at work matters in a value sense. 

It seems to me that what many of these job searchers are looking for comes very close to what Pink is describing. Combine dignified levels of compensation with workplace cultures that honor worker autonomy, mastery, and purpose and a job can become more satisfying and sustainable. 

I get that some just want a decent job and not a career, but what makes an employee want to stay and thrive is fundamentally not very different between a highly educated contributor and an hourly employee. Dignity and respect can go a long way. 

The Post-Covid Office

The knowledge economy office workplace got a sudden shake-up over the past year plus. At its peak, not that long ago, the pre-vaccinated office-based workforce (March 2020-March 2021) was functioning more from home than from the traditional office, approximately ten times more so than pre-pandemic rates. According to the University of Chicago, as recently as March 2021, 45% of work services were still being performed in home environments. 

This begs the question, is office work going to snap back to the way it was with workers committing to long hours away from family spent in bustling office buildings arrived at via thick commuting traffic? And if so, why? 

Whether or not the Covid pandemic has unwittingly ushered in a paradigm shift in how work is dispensed over the long term is yet to be determined. It will certainly be one of the interesting trends to observe over the next few years. At present, a look at some of the currently available, albeit sparse, indicators seem to show some degree of change in how work operations are conducted. And they may be with us for the foreseeable future. 

It is fair to assume most management desire a return to normal times, during which management practices they were accustomed to can be resumed. If there is to be a more permanent realignment to include more flexibility such as remote work activity it probably will not willingly come from supervisors. To dust off that old business expression from the 20th century, it will come from the rank and file. 

A Microsoft WorkLab report from earlier this year reveals some pertinent findings. Nearly three quarters of employees wish for an option to work remotely. Although remote work has its downsides, enough workers have experienced that productivity can still be maintained by way of technological means in a comfortable environment with less stress and less exhaustion. Demand for a more permanent flexible, distributive, blended, or hybrid production model has arisen among office employees, according to this report. 

Older Gen Z and younger Millennials form a cohort that may be informative here. Living and working from devices is second nature to them. It is reasonable to expect the momentum for more flexibility will come from them. If their resumes and LinkedIn profiles start showing more quantifiable accomplishments derived from working remotely, they will be communicating not only that they can do it, but that they want to be hired for positions honoring such skills. Balancing productivity with wellbeing in the modern era will only grow as a necessary calibration and younger workers are likely to show the way in the context of adaptable workstyles. 

Business need not be driven into this transformation kicking and screaming. Signs are emerging among C-levels showing a recognition of the likely changes to come. A Work Trend Index survey conducted by Edelman Data & Intelligence discloses that 66% of business leaders are contemplating refashioning office space to allow for more flexibility.  

Reasons are twofold. As implied earlier, the workforce appears to be increasingly desirable of workplace flexibility. This could likely become an incentive for luring needed talent not wanting to be bound by traditional institutional rules. 

Additionally, business is identifying some benefits as a result of the Covid-induced remote working experiment in terms of lower overhead, as reported by NPR, and increased productivity, as claimed by Harvard Business Review. 

It is likely multiple variations on a hybrid model will become established moving forward that incorporates combinations of conventional office-centric requirements with increased distributive or remote work options for employees.  

Although no one could have reasonably predicted that a congruence of modern communication technologies with a global pandemic would steer this trend, the result could ultimately be a boon for workers and their bosses. Let us hope employers give such changes serious consideration. 

Strengthening Knowledge Sharing Online

The news is not that we are continually shifting most of our knowledge-economy work time online, but rather that we are learning more over time about what works and what does not work when doing so. Take the Training & Development (T&D) field. Here is an industry which experienced a head start long before Covid in providing digital and distance learning opportunities. By designing and preparing virtual and hybrid instruction programs for a relatively long period it is reasonable to expect there are lessons which can be derived by this industry informing other business sectors about how to disseminate intelligence in an online environment. 

Another area sharing distance learning, admittedly more than they want to currently, is the education arena in both K-12 and higher ed. Like T&D, their shared mission is to leverage the power and ubiquity of computers and similar devices, along with the public’s basic tech literacy abilities, to deliver teaching and learning possibilities when it is impractical to house students in traditional classrooms. Here too, best practices are being identified as teachers, schools, and communities face the challenge of providing quality education online. 

Together T&D and education are revealing methods and conditions to consider establishing when the online workplace involves information sharing, change management, customer engagement, and staff development. An analysis of peer-reviewed literature, the T&D/education marketplace, and anecdotal reports from distance learning practitioners suggest key practices when formulating and implementing remote instruction courses and programs. However, it is insightful to understand the finest of these procedures are not merely disjointed techniques produced through trial and error, but rather rest upon a philosophical foundation. 

Lev Vygotsky was a Soviet-era psychologist renowned worldwide to this day for his scholarship on how humans make meaning, in other words, cognitive development. His theory in short is that people acquire cultural values, beliefs, problem-solving strategies, and practical knowledge through collaboration with others, especially more knowledgeable people. Comprehension and meaning, according to Vygotsky, is derived in a social context, which makes community the fertile ground from which people learn. 

Today, Vygotsky’s theory compels developers of online educational and training curricula to migrate characteristics of in-person community to the digital environment. In doing so, instructors and trainers are better able to facilitate concept and knowledge acquisition among their students and trainees. 

We need therefore to trust in the interconnectivity and interplay possible through virtual contact. Although still a novel concept for older generations, society is clearly moving toward a norm characterized by remote connections with others, whether through our use of social media, FaceTime, or online short-term credentialing courses.  

Three ideal practices which take advantage of social cohesion include: 

Being Present – This can range from presenting direct instruction in a synchronous or live-time manner to being available for individual student/employee questions to mentoring. There will be occasions where asynchronous (non-live time) communication, such as message boards, forums, and course policies, need to be visible for all participants, but in general being directly available or on call during set hours leaves participants feeling less abandoned and insecure. 

Interactions – Encouraging participant interaction advances information sharing and social learning, which leads to literacy. Three key dialogues to learning involve teacher to student, student to student, and student to content. Promoting such exchanges generates effective growth-oriented connections among teachers and students; purposeful explorations conducted within a student-to-student context; and investigations between a student and the topic areas’ facts and concepts. 

Discussion – Promoting opportunities for students to participate in synchronous and asynchronous discussions creates substantial educational value. Encounters involving questions, reflections, responses, and decisions support participant growth. Thanks to digitization, well-structured discussions and deliberations can strengthen any course. 

When tasked with planning for distance training and teaching opportunities keep in mind the importance of generating social coherence. You may find less has been lost going virtual than you initially feared. 

Employment Struggles for Older Workers

It’s happening again. One of the perverse hallmarks of the Great Recession ten years ago was the expulsion of many older workers from the workforce. A significant number of experienced employees found themselves forced into sudden unemployment or premature retirement. Many never fully recovered financially or emotionally and their careers were left scarred and lacking in dignified closure. 

The current Covid-induced recession is again presenting similar employment hardship for mature workers. Since March, the labor market has shed many senior-aged men and women, who possess both high and low skill levels. In other words, this elder layoff is widespread. 

Unfortunately, this is not turning out to be simply a temporary furlough for these workers, but rather a longer-term separation marked by an acceleration of egregious trends. Again, as during the last recession, newly trending labor shifts are weakening older workers’ employment security. 

Previous examples included labor-saving technologies and increased workloads for younger and less expensive staff, which combined to lessen the management need to restore previous personnel levels. Once again, mature employees find their bargaining power diminished when facing dismissal and rehiring. Weak or non-existent unions, the rise of the gig economy, and continued lenient enforcement of age-discrimination laws, not to mention the harmful economic disruption from Covid, leave senior workers feeling increasingly insecure and inadequate. 

The New School’s Retirement Equity Lab studies the factors impacting the quality of retirement, which necessitates an examination of when a retreat from work is chosen or forced. Their assessment of the plight of older workers is sobering. Even for those older workers who have not yet been laid off there is considerable uncertainty about their futures. This cohort more and more knows they are less employable than younger workers. Those over age 55 often realize that if they were to quit their current jobs the chances of transitioning to a job that is comparable or better is doubtful. For many, it becomes prudent to stick with a less than satisfying job, then to risk unemployment. 

Relatively robust earnings have traditionally been an expectation for long-term commitment to a profession and/or an employer. Seems fair, right? However, these days when an older worker is rehired after a job loss hourly wages are typically lower than with the former job. Workers aged 50-61 receive 20% less pay with their new job while workers 62 and older see a decrease of 27%. In addition, once a worker hits their fifties, periods of unemployment after a layoff are longer than for workers aged less than 50. 

The growth in ambiguity and low confidence older workers face add to the weakness of their bargaining power. Employers know in most cases that they have the upper hand with older workers, except for those situations in which the worker possesses a unique or hard to find skill. This is unfortunate. A lifetime of work deserves value and respect. Retirement in the modern era should be a reward for the toil, dedication, and achievement for decades of work, not an imposed isolation or banishment due to the vicissitudes of employment economics. 

As the Retirement Equity Lab points out, policy makers may need to intervene with schemes designed to lessen the hardships for prematurely laid off older workers. For example, employers could offer rainy day or emergency savings plans through payroll deductions, which become available when needed to augment unemployment benefits. Or the federal government could step in with a guaranteed retirement account savings option to supplement what retirees receive from Social Security. Of course, more stringent enforcement of The Age Discrimination in Employment Act of 1967 would help immensely. 

Careers for many are a vocation and a calling to develop mastery and contribute to society. For others, work is simply a means to a paycheck. Either way, growing old should not be viewed as a liability or a deficiency to take advantage of. 

Employment and the 2020 Election

Here we go again. Time for another national election to choose a new Congress and a new president. The feeling in the air is that this election is more urgent and consequential than our garden variety face-offs, particularly at the presidential level. This choice of president is viewed as fundamentally determinative of the direction of the country and with starker contrast than most such contests. Or so both Republicans and Democrats claim. Great attention is being paid to this election and hopefully significant participation will be realized, which together should lead to a substantive and declarative outcome — like it or not. 

Typically, “It’s the economy, stupid!”. This time the sense is, “It’s the culture, stupid!”. Without getting into the developmental concerns related to our civilization’s maturation or lack thereof, economic claims, projections, and promises will likely continue to drive much of the partisan discussion. 

Are we Americans going to orient ourselves toward the past in an attempt to retain economic successes driven by tried-and-true practices previously delivered by legacy-styled business operatives or are we instead going to innovate and design for a paradigm-shifting economic future characterized by increasing competition, transformation, and multiculturalism? The decision we make will have consequences for the vitality of the economy going forward and for the quality of the employment it will spawn. 

Conventional wisdom states that if the economy is sufficiently robust, then vigorous employment will take care of itself. Indeed, high employment levels are intrinsic to a strong economy. Widespread employment matters. So, it is worth examining the economic approaches both parties are offering to see who is most prepared to fashion a jobs-rich environment over the next four years. Here is my broad summary of the selection before us. 

Donald Trump has shown us his economic priorities through past performance, which included low unemployment rates. Given that Republicans did not present a party platform this year we have to assume they are thinking ‘steady as she goes’. 

The Trump administration’s economic focus has been on individual and corporate tax cuts, deregulation targeted primarily to the energy and financial sectors, trade protectionism, immigration restriction, and rejection of a federal role in providing universal healthcare. In recent months there have also been attempts to resurrect the economy from the devastation of the Covid-19 pandemic by promoting a reopening or ‘get back to normal’ agenda. 

Joe Biden, despite pressure from the Democratic Party’s left flank, is not proposing sweeping or revolutionary changes to the economy, but does advance ambitious federal interventions, nevertheless. Principally, he is centered on reinvigorating America’s middle class by encouraging greater inclusivity across lines of race and levels of education with less income inequality and a reclamation of optimism born of opportunity. 

He wants to expand Obamacare, impose a more progressive tax code, eliminate middle class student debt, raise the federal minimum wage, encourage low-carbon manufacturing, combat climate change, and much more. Biden/Harris also have a 7-point detailed plan to defeat Covid and plan for future such threats. 

Both the incumbent and the challenger want full employment. Which ideology is likely to produce this universally desired outcome? Excluding all other factors which will influence who gets my vote, I see the following as salient with regards to employment. 

The past 150 years have generated great economic advancements resulting in profound improvements in the lives of many millions, both as consumers and as producers. We have learned a lot about how to engender wealth and to provide life enhancing products and services. There are lessons from the past worth carrying on. 

But the past is gone. What we must look forward to is the future with all its uncertainty and ambiguity. Meeting this challenge requires a mindset that sees more opportunity than threat from the future. I think it is this frame of mind that impresses me more than candidate tactics and positions. Durable, but resilient employment will best come from an outlook that sees the world as it really is and that enthusiastically leans into the contest. 

A Case for Working Class Unions

We have heard in recent years the oft used terms wealth inequality and its subset income or wage inequality. Quantifiable evidence showing a multi-decade trend toward wealth inequality has been presented by left-leaning economists and think tanks fueling in large part the political activism of the left wing of the Democratic Party. An example of this type of data was released by the Urban Institute showing how in 1963 families at the top of the wealth distribution had six times the wealth of families in the middle, whereas by 2016 the rich families had twelve times the wealth of those in the middle. 

Currently, the Covid-19 pandemic is starkly revealing what can reasonably be seen as another economic misfortune of those on the lower end of the wealth spectrum. Many of the essential frontline workers, such as janitors, grocery store employees, health care workers, and childcare workers, among others, are those who have jobs that cannot be done via Zoom, email, and phone from home. They are at higher risk for contracting the virus given the in-person customer-facing demands of their work. This increased hazard in combination with relatively low pay for workers providing services we all need during these tough times bolsters an argument that this cohort deserves more respect and economic clout. 

It is hard to ignore how the decline of labor unions correlates rather neatly with the rise in wealth inequality. Many believe it is not just correlation we are seeing, but causation. The loss of a collective voice from the working class due to the long-standing chorus of anti-unionism has led to not only their diminished political leverage, but also to a drop in their living standards relative to more affluent sectors. Perhaps the income disparity argument is now poised to go beyond just a claim supported by longitudinal data and charts to one of fundamental fairness for workers who are crucial, especially during a national emergency. 

Now can be a time to talk about structural reforms that benefit the working class. The overarching goal should be to reorient the economic system such that everyone, no matter where they live on the wealth spectrum, can live healthy and safe lives while contributing to the common welfare of the country. This will mean examining and improving macro norms governing compensation, health care, the environment, safety regulations, family-friendly working hours, immigration, workplace grievances, and race relations. 

Increasing the power of low-income stakeholders need not be seen as a zero-sum redistribution simply for the sake of rebalancing a ledger. Instead, by empowering these workers we restore and reinvigorate a united voice among working people thereby enhancing overall prosperity and a strengthening of democracy.  

Working in concert to fortify one’s economic interests is widespread among the ‘Haves’. Chambers of Commerce, business associations, and national trade organizations fill this need for business owners and management. Why shouldn’t working people also be given capabilities to drive policy decisions through collective action? 

Unions fill this role. Many of the worker and social protections now codified into law which we enjoy today began as union initiatives. Social Security, child labor laws, antidiscrimination laws, workplace safety laws, unemployment insurance, minimum wage, 40-hour work week, and workers’ comp laws are just some of the now commonplace benefits realized because worker unions conceived, supported, and fought for these standards. 

It is unlikely we will snap back to the exact same economy we had before the pandemic. In the future we may look back on several social changes the virus will have jolted us into. Hopefully, one of these modifications will be a reckoning for how the working class portion of essential workers is to be treated and prioritized. A resurgence of unions for these workers is justified and past due. 

A Hospitality Story

Recently I wrote a piece in which I lamented the condition of the hospitality industry as a result of the Covid-19 pandemic. As of this writing, the economy is cautiously reopening around the country, including in both the hospitality industry and in the state of New Hampshire.  

However, it is also becoming clear there is a correlative rise in Covid infection rates following the reopenings. Whereas there is strong public sentiment to address both the public health and economic health of the nation and state, finding a satisfactory calibration benefiting both sides simultaneously still appears elusive. 

New Hampshire’s economy relies to a significant extent on the hospitality industry. This is not only to serve the state’s nearly 1.4 million residents, but to provide a backbone for the state’s lucrative tourism sector. Deterioration of hospitality services such as restaurants, hotels, resorts, amusement parks, theaters, and sporting venues will negatively impact tourism. The state of New Hampshire’s economy simply cannot afford to have that happen. Of course, we also cannot tolerate an adverse turnaround in the infection rate given the relatively favorable handling of the epidemic thus far in NH compared to many locations. 

Salvaging and rebuilding hospitality requires a management and employee workforce with agility, creativity, and resourcefulness exercising ingenuity and moxie beyond what has been required during past garden variety economic downturns. To get a sense of what this determination and imagination looks like on the ground I had the opportunity to converse with Lexi Townsend, owner of the Corner House Restaurant and Bar in Center Sandwich, NH.  

Lexi’s story is not only inspiring given the range of obstacles with which she was suddenly confronted, coupled with the ongoing originality she has had to muster to keep her business alive, but her situation and responses provide a glimpse into the kind of resilient decision making required to not only save a business, but an industry. 

Lexi Townsend is a long-term hospitality professional with restaurant experience that includes work as a server, host, manager, and owner. Most of her career has been in management of fine dining establishments in both urban and rural settings. Just before Governor Sununu mandated restaurants were to no longer accept on-site patrons in mid-March her chef resigned. After the shut-down order nearly all her service staff followed stay-at-home orders from the state government. 

Not wanting to close the business Townsend and one of two remaining employees took on chef duties and facilitated curbside pickup takeout orders from their website’s menu. Knowing many Squam Lake residents were shut in she offered local area delivery of both bulk and prepared food items. Many of these deliveries were done dockside, giving the service a Lakes Region flavor.  

Other events included “Feed the Frontline” serving care staff from Speare Memorial Hospital and a drive-through Mothers Day/Memorial Day barbecue involving community volunteers. 

Looking ahead to reopening, Lexi knew she needed to rebuild her server team. Offering employment and housing for J-1 visas to foreign nationals was considered, but that is now banned by the president. Instead, she has begun piloting a junior service program to train young staff members with limited server experience. Knowing the importance of safety, comfort, and visual communication she has purchased transparent face shields for servers in lieu of masks. The expectation is patrons need to feel not only secure, but also want to be understood and consoled by seeing the faces of their servers. 

Overall, Lexi is optimistic for the future of her business. Although her expectation is that once the Paycheck Protection Program is concluded the economy will plunge further. Nevertheless, she believes her restaurant’s good reputation and obvious commitment to survival will sustain the business. A new chef was recently hired and plans for a safe and enjoyable in-house dining experience are underway. 

Lexi’s advice for her fellow hospitality providers going forward is to persevere above all.  Be mindful of changing times, be adaptable, and know customers want protection in addition to a rich experience. Also, to understand and to accept recovery will take a long time. 

No question, these times are a stress test. Working smarter, not just harder, is essential. 

After the Pandemic

As I write this essay the Covid-19 pandemic of 2020 is ongoing. This pandemic is breaking all of the rules. Among them is the enormous impact the contagion is having by upending national economies and the day-to-day lifestyles of many millions. To a greater extent however, we are being shaken from our oblivious slumber to suddenly find ourselves facing long term consequences of how global functioning and our individual lives are to continue as a result of this catastrophe. Unlike most news events in the modern era that seem to captivate attention dramatically, but briefly, before being swept aside by the next story this pandemic may well be a catalyst for changes in how the world’s citizens perceive priorities and policy strategies for years to come.

What strongly strikes me about the Covid-19 pandemic, aside from the conspicuous fear of contracting the disease, is that this may be an opportunity to jolt us from our provincial and staid world view, immersed as it is in a belief of limited repercussions for our actions, to rather an acceptance of the likelihood that we all share a much larger and more intricately woven realm of causality. Covid-19 serves as an example of a harsh lesson—the proverbial knock upside the head. It is a natural, albeit perverse, environmental phenomenon profoundly impacting our collective environment and forcing us to reorient how we live. We are being summoned to pay attention to something bigger than ourselves. Let us heed the call.

Our lives have always been subjected to the whims of nature. The conventional claim these days among environmental activists and other less strident observers is that we are witnessing, if not participating in, a growing tension between humans and nature. Certainly the data on climate change suggests a transformation is underway in the human-nature relationship. If we accept the premise that humans depend on nature, and given the power of humans to effect environmental change, that nature depends on humans, then the quality of this interaction becomes increasingly significant. As this insidious virus makes clear, mutual co-dependence of humans with their environment is worth a public re-examination and debate about how best to proceed, because something is evidently amiss.

Covid-19 (SARS-CoV-2), a type of Coronavirus that is similar to but characteristically different from flu virus, has been introduced into the human population with devastating consequences. An examination of how and why this has happened will help us to see if indeed this pandemic is part of a larger story about how we humans intercommunicate with the planet. And this story, along with any conclusions we may draw from it, can inform us about what are more sustainable and beneficial practices we could or should pursue moving forward.

As you may remember from a science class somewhere in your past there are tiny life forms known as microbes or microorganisms. Bacteria is the most commonly referred to microbe, but there are others. What all microbes have in common is that they are very small and are all comprised of cells. In fact, some are only one cell in size. Their purpose is to play a critical role in the overall health and richness of a biome and to a larger extent of an ecosystem.

Viruses on the other hand are a whole different kettle of fish. Think science fiction alien-like, ahh, thing. They have been creepily described as existing on the margin of living things. They are 1/100th the size of a typical microbe and not comprised of cells. Instead, a virus or virion is a collection of genetic material that encodes proteins. It is encapsulated by a protein seal and exists in one of two ways—either in a dormant state just ready to strike when a vector or host comes along or it becomes “alive” once it infects the hosts’ cells and begins executing its genetic codes, resulting in a rapid reproduction of itself. But of course, despite its treacherous demeanor, we shouldn’t forget that viruses are here for a good reason. By transferring genes they promote genetic diversity, similar to the role played by sexual reproduction. Life on this planet inherently needs adaptability in order to survive and horizontal gene transfer, what viruses do, helps life fulfill this need.

A clear big takeaway from the Covid-19 pandemic is that nature can still pack a wide-ranging punch, even to a population who thinks of itself as seasoned, sophisticated, enlightened, and prepared for anything. It can be useful to remind ourselves that epidemics and pandemics have occurred before and some fairly recently. History is replete with real-life horror stories of communities ranging from towns to civilizations being decimated to one degree or another by such invisible killers.

For example, during the war between Athens and Sparta around 430 BCE the besieged citizens of Athens fortified themselves behind what were called the “long walls”. The overcrowding over time is presumed to have led to a not yet definitively identified pathogen outbreak among the people. Impaired mental functioning, inflamed eyes and organs, bloody throats, and foul breath preceded death. Approximately 100,000 died.

Perhaps the most well know historic pandemic was The Black Death, also remembered as The Plague, which killed nearly half of Europe’s population roughly during the years 1346 and 1353. A now likely extinct bacterium was transmitted from fleas on infected rodents, causing death from Asia to Europe. The disease followed the Silk Road route. Once infected rats who stowed away on merchant vessels to the Mediterranean and Europe offloaded the sickness spread widely.

More recently, the so-called Spanish flu (1918-1920) killed perhaps up to 100 million people around the world. It came in three waves with the second wave in the fall of 1918 being the deadliest. The Asian flu in 1957 and 1958 killed 116,000 Americans. I could go on.

It is a fair hypothesis to state that environmental degradation and mishandling will lead to unintended and severe consequences, such as pandemics. Some would say we’re past hypothesizing as evidenced by measurable and demonstrable adverse ecological conditions of recent times. Given our obvious inherent fragility two questions naturally arise: Should we be interacting with nature in a more intentional and respectful way that ensures or at least improves the chances of better lives for all people? And correspondingly, how do we best mitigate and prepare for environmental disruptions that negatively impact our lives?

We can examine the veracity of the above supposition by seeing if there is a link between environmental deterioration and social welfare. Before proceeding let’s be clear on definitions. Environmental degradation includes: reduction of high quality life sustaining natural resources such as air, water, and soil; destruction of ecosystems; annihilation of habitats; wildlife extinction; pollution or the introduction of deleterious impurities into the environment. Social welfare includes those universal objectives that bring value and excellence to life such as: health and longevity; sustenance and abundance; peace and safety; freedom and equality; literacy and knowledge; or as Thomas Jefferson succinctly put it, life, liberty, and the pursuit of happiness. If a causal link can be established between human activity that leads to environmental decline or disruption and the worsening of social welfare, then we have highlighted an urgency and potential outline for constructive policy making, business practices, and individual behavior going forward.

Now is an optimal time to look at the factual information showing a connection between how we interact with nature and what She does to us as a consequence. As I’ve indicated, Covid-19 should be seen as a wake-up call. It’s impact has been so substantial that there is no question all of us are now paying attention. What is most evident is that a novel virus has arisen and penetrated our world. How exactly this happened is still being examined as of this writing, however epidemiological and genetic evidence points to it being very similar to a bat coronavirus seen in China and that a transfer from bats to intermediary animals and then to humans occurred. A California microbiology professor Kristian Andersen directed a team looking into the virus’s genesis. Their conclusion, “We propose two scenarios that can plausibly explain the origin of Sars-CoV-2: natural selection in an animal host before zoonotic [animal to human] transfer; and natural selection in humans following zoonotic transfer”. In other words, new pathogens are likely to continuously undergo evolution in the animal world and they can transfer to humans who can serve as adequate hosts.

On the surface zoonotic transfer appears to be a naturally occurring process, albeit a potentially dangerous one. However, as the line between the habitats of wild animals and the human world becomes increasingly porous as a result of greater human encroachment we may be boosting the chances of zoonotic transfer and therefore of the disease risk associated with it. For example, this wet market practice being practiced in some parts of the planet, in which live animal species are interacting unnaturally due to human commerce may be extremely hazardous. Given how localized outbreaks can become global so quickly in the modern era, the danger of such markets should be called into question despite their cultural history and local importance. Developing sound methods of engaging with wild animal populations that reduce instances of harmful zoonotic transmissions would seem to be lesson #1 from this disaster.

Given the severity of the Covid-19 disruption to our lives it’s natural to yearn for a “return to normal”. Let’s unpack what normal was just a few short months ago. Edward Cameron is an Irish climate scientist and strategist living in Vermont. His description of the month before the pandemic started in earnest, also fondly remembered as “normal” times, is useful to contemplate. Commenting on stimulus money being spent by governments in reaction to the public and economic threat of Covid-19 he wrote in May 2020, “There will be a temptation to seek a return to the economy as it was on 31 December 2019. Should we spend these trillions of dollars and succeed in rebuilding the stock market, while still living in a world where more than 3 billion people live on less than US$ 2.50 a day? Should we grow GDP back to pre-crisis levels and still live in a world where 22,000 children die each day due to poverty and 805 million people worldwide do not have enough food to eat? Should we put people back to work but still live in a world where 750 million people lack adequate access to clean drinking water—killing an estimated 2,300 people per day? Should we resuscitate the price of oil and commodities and continue our long march towards climate catastrophe? Would we call that success? Would that world be a better world than the one we have now?”

Point taken. Going back to normal has a downside. Of course, we all want the security of living with familiar comforts and predictability. Such consolations provide us with happiness and mental health. Yet, it’s worth keeping in mind as we yearn for familiarity that many benefits come at an ecological price not often considered and these rewards are not as widely shared as we might like to think, thereby creating unresolved social tensions. A critical fact about epidemics historically is how they expose vulnerabilities in what had been normal prior to the scourge. These weaknesses inherent in societies’ living standards and political decisions are where infections take hold and tragedies ensue. Compounding the grief is the realization that while microbes and viruses seek to exploit soft pockets made available by human practices, it is those most at risk from these customs who bear the greatest brunt. We see this being repeated with Covid-19 as the infirm, poor, disadvantaged, and elderly are infected and die at the highest rates.

There are many like Edward Cameron calling for this crisis to be a moment of opportunity for ushering in a better world. Profound social changes have often followed epidemic disruptions. History shows social perspectives are altered impacting religion, economics, politics, and lifestyle habits in the aftermath of large-scaled cataclysms. Sometimes this leads to massive improvements like the loosening of the Roman Church’s dictatorial hold on Europe following the Bubonic Plague or what can result is disastrous such as the rise of the Nazi Party subsequent in part to the Spanish Flu pandemic. It’s naive to think there will not be a momentous reaction to the Covid-19 pandemic. The quality of the response depends on the excellence and persuasiveness of thought leaders and political talent.

An emerging line of reasoning hoping to direct the post-pandemic effort connects issues that often are viewed as separate challenges, specifically poverty, wealth inequality, and environmental devastation. Many of us first saw this amalgamated approach with the progressive left’s Green New Deal. The proponents of this process advocate for going really big, by tackling a range of environmental improvement and social welfare concerns, even racial injustice, all at once. The claim is there is an inherent inefficiency in tackling these problems separately or in a siloed manner. For example, if the focus is solely on emissions reduction to reduce global warming at the expense of addressing how agriculture, a leading emitter of particulate emissions, feeds the world’s population, then progress on favorable change is curtailed.

Despite the impassioned argument for going big with a set of multiple reforms simultaneously I’m left questioning the political practicality of initiating too sweeping of a reform movement all at once. An energized opposition is likely to become too much of an impediment, resulting in no substantial change occurring. To be clear, each component of a Green New Deal-type plan—poverty, wealth inequality, equal opportunity, and environmental devastation—seeks to remedy a critically pressing concern. And viewed holistically, a thread can be found linking these issues. However, making legislative progress on any one of these in isolation is a herculean task. Instituting meaningful policy on all of them together in a single comprehensive move seems like a very heavy lift indeed. So, whereas I can appreciate the desire to link environmental and social action at a policy level, the legislative impediments arising from this strategy could very likely weaken and dilute the attempt.

That said, I nevertheless find Cameron’s reference to socio-ecological resilience to be quite informative and promising. To be more specific, I find the term ‘resilience’ appealing, especially in the context of strategic resilience, which I believe is his intention. Progress, innovation, and change don’t happen unless there is an underlying ethic of reflection, preparedness, agility, and risk taking. These are traits that often seem to be in short supply among many groups of people, including those of us in the “first world”. Resilience as aptly described by Cameron pertains to the development of capability “to anticipate, avoid, accommodate, and recover from shocks”. Such thinking is in line with business continuity planning, a most useful and proven approach to executing strategic resilience. Business continuity planning is a systemic process designed to minimize threats, recover from disruptions, and maintain operations with just the right balance of sustainability and adaptability to allow for ongoing functionality. Covid-19 lays bare societies’ agility and viability vulnerabilities worldwide. A more premeditated methodology built around strategic resilience will better prepare us for the dangers and disorders yet to come.

“The main part of preparedness to face these events is that we need as human beings to realize that we’re all in this together, that what affects one person anywhere affects everyone everywhere, that we are therefore inevitably part of a species, and we need to think in that way rather than about divisions of race and ethnicity, economic status, and all the rest of it.”  Frank M. Snowden, a professor emeritus of history and the history of medicine at Yale University. Professor Snowden articulates what is the greatest challenge for us to customize a post-pandemic world. It is not just waging a fight against invading pathogens. It is not immediately halting all ecological ruination. It is not instantly remediating the effects of world poverty and injustice. It is finding a way to work together, to find common ground, to forge partnerships across diverse and opposing ideologies and world views that take us collectively to a place of harmony with nature and universal social well being.

Political divisions will always be with us—and they should be. As much as Washington and Adams warned the young American nation about the drawbacks and pitfalls of partisanship our early countrymen quickly resorted to establishing institutions whereby like-minded people sharing political positions and philosophies could coalesce and compete. Bias and partiality drives politics in every nation in one form or another and varying levels of cooperation and animosity facilitate or diminish government action and decision making in each of these places. Rhetorical conflict can result in progress or not. In the best of situations leadership quality and citizen enlightenment merge to discover solutions that elevate conditions for the greatest number of people. It is not the eradication of disagreement that is needed, it is the crafting of positive options from the scrum of our differences that is called for more than ever in the post-Covid world.

“With all the riots and BS going on, I’m starting to miss the days of the #chinesevirus at least that was laughable nonsense. Where did all that go?” Conservative contributor to Twitter from New Mexico. 

“I’m never wearing a mask…We ruined the economy for nothing.” Conservative contributor to Twitter from Washington, DC.

“Let’s all be honest. Democrat Governors all over the Country let criminals out of prison so they could show up for the riots. The plandemic was the lie they told. These riots were planned right down to the bricks.” Conservative contributor to Twitter from California.

The above quotes were taken from my Twitter feed on June 3, 2020. For the past week the nationwide protests have been occurring following the videotaped murder of an African American man by a white Minneapolis police officer. I could of course add many many more quotes of this type, but I think these make my point. There is a significant segment of America who dismiss and don’t accept the urgency of attacking a viral pandemic raging through their country. Can you imagine these folks rallying to combat climate change?! Whereas the marketplace of competing ideas yields the best solutions, as I’ve noted above, there does come a point where paralysis can set in due to unbridgeable chasms of opinion. We may very well be a this point.

I purposely follow a lot of conservative contributors on Twitter to help give me a sense of what this part of the population is thinking. Granted, Twitter seems to be a platform where MANY extreme views from the right and the left make their instantaneous presence, and despite the velocity of these well caffeinated and provocative conjectures, it may not be any more of an accurate reflection of mainstream viewpoints than any other source. But it is informative nevertheless, to read the thoughts of those who I do not encounter on a daily basis in real life. My grand takeaway is becoming that America is not only profoundly polarized politically, but now appears to be such a large and unwieldy country that to think of coalescing around a national purpose of any sort these days looks to be pathetically unrealistic. It makes thinking we can tackle threats that require national unity, rational problem solving, and concerted effort fanciful. And to be fair, the left can be soundly obnoxious themselves, particularly on the extreme end of the wing. Together our partisan palsy puts all of us at greater risk of mishandling future natural epidemics at a time of accelerated globalized change. This is not smart people.

The fundamental test therefore lies in comprehending, on a near universal scale, the common ground on which we all stand. Doing so involves a mind-shift toward seeing the world through everyone’s similarities, shared purpose, and sense of oneness. Of course there will be differences of opinion and perspective. But where is it written that any nation need cleave itself over these contrasts and disagreements? We should make clear to ourselves that collectively we can achieve greater liberty and prosperity for everyone by adhering to principles of equality in justice, brotherhood, and multicultural acceptance. I’ll drag out a banal, but incisive phrase—there is more that unites us than divides us. Or perhaps, we can simply listen to Desmond Tutu, “My humanity is bound up in yours, for we can only be human together.”

Finding common ground with those with whom we have disagreement does not start with sending links to articles highlighting one’s point of view, or by pointing out “incontrovertible” data, or by quoting experts in science, economics, education, and so forth. It starts with identifying shared values. We all live in communities we want to be prosperous and safe. We all want the best for our kids. We all want the freedom to live life as we choose. We all want to live long comfortable and flourishing lives. At our roots, we are moral, emotional, social, and intuitive, not rational. Reaching each other over how we feel about issues will forge alliances more than trying to get ourselves to think alike. Debate at a cognitive level can often be fruitless outside of a university-like setting. We think what we want to think. But appealing to our widespread sentiments of what feels right provides greater hope we can build coalitions.

Working within the framework of one’s civilization can reveal beneficial touch points in trying to find common humanity. Jonathan Haidt, a social psychologist in Virginia recognizes care, fairness, liberty, loyalty, authority, and sanctity as supporting morality, which I’ll define as a culture’s sense of right and wrong. Exploring these areas with the goal of intentionally establishing areas of agreement among disparate people allows us to seek agreements and reach accord. Understanding the moral interests and human nature of others is the place to reach them. Developing trust makes it easier to agree on win/win approaches. When we figure out an improved way of collaboratively merging reason and intuition we will have a greater chance of productively connecting to face incoming environmental and social challenges that we will surely face together in the future, whether we are ready for them or not.

Covid-19 should be seen more as a forewarning than as a one-off unexpected cataclysm. We are being alerted to not only future pandemics, but to a range of calamities that can result from the lack of congruence between humans and nature, including the efficacy of how science and governments respond to these threats. Will we snap back to a normal goaded by pent-up demand as Pilita Clark in the Financial Times describes as spending, “…money we don’t have, on things we don’t need, to create impressions that don’t last, on people we don’t care about?” or will we be guided by a desire for preventative science-based planning and funding that is cooperatively engaged across disparate agencies, departments, businesses, and even nations? Resisting the fratricidal tendency many people have to express hate, xenophobia, and scapegoating when faced with fear, as these forthcoming scourges will likely engender, could be our biggest obstacle to the necessary teamwork such times will call for. If so, this will be enormously difficult.

All times are a stress test of one sort or another each with their own zeitgeist of idiosyncratic incitements that make or break the people of their age. The grand conflict of our epoch is integrally enmeshed in the quality of the relationship between the earth’s dominant life form and their planet. We have had a shot fired over our bow. The time for awareness and resolve is on. How we engage this struggle will determine the kind of world we bestow upon or deprive from future generations. Whatever turns out to be our legacy we cannot say we weren’t warned.

Hospitality, Crisis and Promise

Such wreckage. Such devastation. Such uncertainty. The Covid-19 pandemic has disrupted the present, shattered futures, and taken lives. In a quick couple of months life, as we have known it has been turned upside down. There is much to despair about this shock to our previously well-constructed world. Looking for hope can seem unattainable, especially for those whose careers, livelihoods, and businesses have been heavily damaged. 

I especially mourn for what is happening to the hospitality industry. Restaurants, hotels, resorts, amusement parks, theaters, concerts, sporting events and the like are where we go to refresh and rewind by enjoying time with friends and family, interacting with others, and being treated warmly by caring staffs. 

Hospitality is in many ways one of the most human of all career choices. Here is where your value is largely determined by how well you engage with others and how well you make others feel. Being socially distant is aversive to hospitality. It is like trying to paint landscapes with only two colors. The genial experience is catastrophically abridged when we are apart. 

Hospitality was to be the great redeemer for a world becoming increasingly technical, remote, and isolated. At its core, hospitality resisted the forces of automation and outsourcing, which is transforming so many other lines of work. It benefited from an economy relatively flush with disposable income. This industry really has made the world a better place to live. And now we ask ourselves, what happens to us all if our capacity to be social beings is painfully curtailed for the long term? 

In the US it is unlikely we will see the government stepping in to support hospitality for more than several months. Projections point to the second half of 2021 before a widely distributed and effective vaccine is put into place. Therefore, social distancing is expected to be among the chief tactics we have available to mitigate outbreaks during our slow build up to herd immunity. 

Then there is the very real fear people have about mingling as before. Think of the questions we could have while in crowds, such as who among these people is asymptomatic and carrying the virus? Why is that person coughing? Is it right to hug or shake hands with this friend anymore? How can I keep my glasses from fogging when wearing this darn mask? Many may and probably will opt for staying home. 

There are no easy answers or quick fixes for hospitality. That said, two broad ideas come to mind that may point to some sort of solution for the future of those whose hospitality jobs are evaporating. 

This is a time for hospitality professionals to reflect on their skills and the value they bring to the public. My advice is to inventory what it is about your engagements with people that activate your energy and bring deep satisfaction. Then think about other more employable areas where these talents can be expressed. For example, healthcare related services benefit from a workforce rich in soft hospitable skills infused with those of the technical expertise providers. Sales and customer services also are enhanced by those who can deliver personal, attentive, and solution-oriented care and advice. Think about it. There are many fields in which a hospitable mindset and presentation can find a home. 

Secondly, now is a time for the entrepreneurial, innovative, resourceful, and ingenious among us to design and develop novel ways of offering hospitality contributions that have not been tried before. The pent-up public demand is certainly there. Necessity is still the mother of invention. Let us please be pleasantly surprised by having creative hospitality professionals discover new and refreshing ways of building community, strengthening social interaction, and giving us respite from these stressful times, all while maintaining safe and prudent distancing measures. 

Times were dark in the economy ten years ago and they are even darker now. But if we are lucky, it may be our friends in hospitality who can shine a light when we most need it.