Groups Chatting

Linked: The death of ‘mandatory fun’ in the office

I have written about how much I hate forced interactions and team-building events in the workplace, so this headline makes me happy. I hope that this is true and that more companies realize this as well:

“If the ultimate goal of office fun is to facilitate team bonding, it’ll work a lot better if nobody feels obliged to attend. “That kind of get-together has the most positive impact anyway. It’s team bonding that would happen naturally, as opposed to forcing it.”

Post-pandemic, people are craving a good time and each other’s company more than ever, says Gostick, “and yet the inane office ‘fun’ of yesteryear has wholly passed. We realise, maybe more than before, that every minute of our time is precious. If our bosses want it, they’ve got to use it wisely.” “

This has always been the key, but I suspect too many employees lacked the power to say it. Some of my best friends are people I met at work. I met my wife at work. Clearly, I am not against interacting with coworkers. I am, however, against anything that forces me to interact in a certain way with a group of people I didn’t choose to interact with.

That is just time spent doing a thing that isn’t important to me after we have spent the last couple of years learning how important it is to dedicate time to the important things.

Figure out what is important to your people and they will participate. Waste their time with frivolous nonsense, and they won’t. It’s really that simple.

https://www.bbc.com/worklife/article/20220517-the-death-of-mandatory-fun-in-the-office

Similar Posts

  • | |

    Linked: Want to be an effective mentor in 2021? Talk about mental health

    This is really the big question many of us have, and rightfully so. Hopefully, your workplace is smart enough to encourage you to disconnect during off hours, or take care of your mental health needs, and speak up if you’re feeling burned out. But, what do we do if that same employer also rewards the folks who don’t do any of that? How does an employee keep up healthy boundaries and not get left behind in their career when they watch the peers who work all hours of the day/night, never disconnect, and work in an absolutely non-sustainable way are praised for their “grit and commitment”, and maybe even promoted over folks who work harder at maintaining a sustainable work-life balance?

  • ILTA Monday Thoughts

    I’ve tried in the past to do daily blog posts, or posts about individual sessions, at ILTA, only to get sidetracked by the avalanche of things to do rather than sit and write in previous years. So, while I’m writing up thoughts about conference from today, I’m not making any promises that will continue to…

  • Good Career Advice

    I hesitate to mention just one episode of the Career Tools Podcast, because they are always chock full of great advice, but this week’s episode really struck a chord with me. Titled Keeping Your Search Confidential, the cast includes lot of great advice about being involved in networking, and having contacts within your industry. As…

  • Bad Managers Cause Poor Mental Health

    Think about it, someone in management who has never learned how to communicate will have a team unaware of what is happening. Leaders who follow the examples of those above them, who’ve created a misogynistic culture, will continue with the same practices. When things don’t go smoothly, managers getting berated from above will berate the people below them. And on and on it goes. 

    If we want a healthier, open, and inclusive workplace, we need to train the people in charge of setting the tone and the culture. All the lunchtime yoga and meditation in the world can’t overcome that shortcoming. 

  • Do You Wait to Offer Leadership Training to People in Leadership Positions?

    In the first case, most organizations I’ve seen only offer some leadership or management training after someone becomes a manager. This is wrong. This is gatekeeping for no reason. There are people on your teams right now who are not managers, but would like to be, and you’re doing nothing to prepare them for that. Someone gets promoted and then you start them on a training program on how to be a manager. That doesn’t make sense. What are they supposed to do on day one with the team that now reports to them?

    There are also people on your team with fantastic leadership qualities who might not want to be a manager, or where there’s no opportunity to become a manager. Why wouldn’t we want to support them in becoming better leaders even if their title doesn’t immediately make us think they are one?

  • |

    One Huge Challenge with M365 for Admins – An Example

    It’s a huge challenge. We have no control over updates, and Microsoft is increasingly releasing new features before they build out the compliance tools that would allow us to manage them. As Tony pointed out above, agents may have critical impacts on current security and data privacy work. No matter, it’s coming. Figure it out. 

    As I mentioned during the ILTA session last month, I don’t see how organizations will function without a dedicated staff to monitor and communicate changes. Consider just how much work is involved in understanding Copilot and all of the compliance issues surrounding the use of AI, then consider how fast Microsoft is rolling out new Copilot features. It’s been a moving target since day one. 

    It’s only a small part of the M365 environment. 

Leave a Reply

This site uses Akismet to reduce spam. Learn how your comment data is processed.

To respond on your own website, enter the URL of your response which should contain a link to this post's permalink URL. Your response will then appear (possibly after moderation) on this page. Want to update or remove your response? Update or delete your post and re-enter your post's URL again. (Find out more about Webmentions.)