Over the past decade, digital transformation has been a popular topic in business circles. So popular, in fact, that last year, global spending on digital transformation grew by 10.4%, reaching $1.3 trillion. That’s right, trillion. With a T. In other words, digital transformation is a massive global enterprise that will influence the future growth and prosperity of businesses worldwide, regardless of size, industry, or country.  

This enormous level of investment begs the question, what is digital transformation? If you don’t already know, now is the perfect time to familiarise yourself with digital transformation, as it is likely to increase exponentially in both scope and relevance in the coming years. 

Already, 70% of businesses have a digital transformation strategy or are actively developing one, while companies are expected to invest a further $6.8 trillion in digital transformation initiatives between 2020 and 2023.

To ensure your team can keep up, we’ll take you step-by-step through digital transformation. We’ll start by asking ‘what is digital transformation?’ before analysing the key benefits of digital transformation.

Digital transformation means using digital technologies to create new business models and processes to keep up with evolving customer expectations. In fact, 60% of companies with digital transformation initiatives have already created new business models. As such, integrating new technologies is inherent to digital transformation. 

Digital transformation also requires a company-wide culture shift to move on from old, outdated practices to new processes that make the best use of modern technologies. In many ways, it’s a simple case of modernisation. Out with the old, in with the new. Put simply, digital transformation requires a ‘digital-first’ mindset, integrating technology into all levels of business to deliver more value to customers.

According to CIO, digital transformation “marks a rethinking of how an organisation uses technology, people, and processes in pursuit of new business models and new revenue streams, driven by changes in customer expectations around products and services.” 

The Enterprisers Project expands on this definition, adding, “Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organisations to continually challenge the status quo, experiment, and get comfortable with failure.” 

To provide a concrete example of digital transformation in action, McDonald’s realised that digital transformation could improve their customer experience. To achieve this, the organisation implemented strategies such as mobile ordering apps to reduce wait times, in-store digital ordering kiosks, and even smart-car drive-thru integrations. As The Power MBA explains, “In McDonald’s case, digital technology such as interactive ordering units, AI drive-thrus, and smart mobile app experiences have helped them reduce that customer experience gap.”

This is just one of many examples illustrating successful digital transformation. Other prominent examples include Netflix transforming from a mail-order DVD service to a streaming giant, and Walmart adopting a cloud platform in 2019 that connects the company’s checkout system to nearly 23,000 point-of-sale devices, allowing for advanced insights into store operations and the customer experience.

Now that we've answered the question 'what is digital transformation', it's time to examine the benefits of digital transformation. As mentioned, digital transformation is already a $1.3 trillion industry, meaning the benefits of digital transformation are far-reaching and multi-faceted. 

One of the key benefits of digital transformation is gaining a competitive advantage. According to McKinsey, 70% of executives implement digital transformation to secure a competitive advantage or keep up with competitors. As a result, 38% of executives plan to invest even more in digital technology to gain a competitive advantage. 

These findings should come as little surprise, given 89% of enterprises are planning to adopt or have already adopted a digital business strategy. Thus, digital transformation is now non-negotiable for many organisations. Without a forward-thinking digital transformation strategy, businesses risk being left behind. 27% of companies say digital transformation is a matter of survival, while 59% of companies who have not yet adopted a digital transformation strategy fear it might already be too late. 

It’s easy to see why companies with robust digital transformation strategies gain a competitive advantage, with one study finding that digital-first companies are 64% more likely to achieve their business goals than their peers. What’s more, a survey of the benefits of digital transformation found that more than one-third of businesses say meeting changing customer expectations is the main benefit of digital transformation. Other popular responses included improving operational efficiency (40%), improving new product quality (26%), and introducing new revenue streams (21%). 

Additionally, Deloitte found that implementing digital technologies can accelerate progress towards enterprise goals such as financial returns, workforce diversity, and environmental targets by 22%. Likewise, McKinsey finds that data-driven companies are 23x more likely to acquire new customers. 

If you’re not already convinced that digital transformation is vital, it also plays a significant role in boosting revenue. According to Forbes, 56% of CEOs say digital improvements have increased their revenue, while digitally mature companies are also 23% more profitable. A similar study by Deloitte found that companies with high digital maturity report 45% revenue growth on average, compared to just 15% for lower-maturity companies. 

Accordingly, digital transformation is no longer an optional extra — it is now essential. By adopting digital-first strategies, organisations gain an array of benefits, including increased customer satisfaction, improved operational efficiency, and even a competitive advantage over less digitally mature organisations. In other words, the question is no longer ‘what is digital transformation?’ but rather, ‘how quickly can my team adjust to digital transformation?’ 

Need support on your digital transformation journey? Go1 can help. Start your free trial today to access dedicated courses on Digital transformation basics, Enabling digital transformation, and many more.

For more insights, be sure to subscribe to the Go1 newsletter to stay on top of all the latest L&D trends. Or, you can book a demo today.

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We’ll take you step-by-step through digital transformation, asking ‘what is digital transformation?’ before analysing the key benefits of digital transformation.

What is digital transformation? 

We’ll take you step-by-step through digital transformation, asking ‘what is digital transformation?’ before analysing the key benefits of digital transformation. 

Since the widespread move to remote learning in early 2020, two big questions have been on our minds. Firstly, what have L&D teams learned from this transition? And secondly, how can they apply this knowledge to benefit learners?

In episode 16 of the Learning with Go1 podcast, Training Manager Francesco Cortese joined host Craig Hamill to discuss these and several other pressing questions. With a particular focus on L&D in retail, Francesco had many pertinent insights to share. 

🎧 Make sure you listen to hear Francesco’s thoughts on:

Delivering impactful training from anywhere

New skills and tools L&D teams have gained since moving to remote learning 

Here are some of the highlights from the conversation. 

Delivering impactful training with less time  

One of the key benefits of the transition to remote learning is that it forced L&D teams to think in new ways and do more with less. As Francesco explains, his team learned to deliver more impactful training with less time. 

In this highlight, Francesco emphasises that no matter where your learning occurs, it must be impactful. As such, learners must walk away satisfied that they achieved exactly what they set out to do. 

Delivering impactful training with less time

Agility in the face of adversity for L&D 

The sudden move to remote learning required agility on a scale that few L&D teams were truly prepared for. As Francesco puts it, “agile means that you are solving a problem in a certain way today, and tomorrow you have the same problem but you have to solve it in a different way.” 

Ultimately, teams that were able to adapt the fastest while still centring learners were the most successful. Listen as Francesco explains the challenges and unexpected benefits his team encountered. 

Agility in the face of adversity for L&D

How has the break from face to face training benefitted L&D?   

Sometimes, a change is as good as a holiday. This saying has been especially true for L&D teams following the move to remote learning. 

While the shift to remote learning was sudden and arduous for most L&D teams, many silver linings have subsequently emerged. 

Below, Francesco talks us through the new tools and skills that L&D teams have gained thanks to the break from face to face training. 

How has the break from face to face training benefitted L&D?

How will L&D influence business strategy in the future?

To answer this question succinctly, Francesco believes that alignment is critical for L&D to be successful. He explains that L&D teams must take more responsibility for business results and align more closely with their organisation’s overall strategy. 

Rather than being seen as a separate entity, L&D must align with business leaders to ensure success. 

Hear Francesco’s thoughts on the future of L&D below. 

We would like to thank Francesco again for joining us on the Learning with Go1 podcast to share his insights into the ever-changing world of L&D. If you haven't already, you can listen to the full episode here. 

We look forward to continuing the rest of the series, with L&D professionals already scheduled to join us from Cyprus, Egypt, Oman, Finland, the Netherlands, Australia, the USA and many more. Stay tuned! 

Want to hear more? Browse the full Learning with Go1 podcast library on Apple Podcasts, Google Podcasts, or Spotify to help expand your knowledge of all things L&D and hear how other organisations are navigating this ever-evolving landscape.

In Episode 16 of the Learning with Go1 podcast, we were joined by Francesco Cortese to discuss how L&D has benefitted from the transition to remote learning. Catch up on some of the highlights from the podcast here.

What has L&D learned from the transition to remote learning?

In episode 16 of the Learning with Go1 podcast, we were joined by Francesco Cortese to discuss how L&D has benefitted from the transition to remote learning. Catch up on highlights from the podcast here. 

What has L&D learned from the transition to remote learning? 

For many organizations, the past two years have forced a reactive look into how we work. Suddenly shifting focuses and upending workplace structures certainly helped us adapt, but the emotional wellbeing of workers has now become a priority as we look ahead.

Exacerbated by remote working, loneliness has become an increasing concern.  

Three in five working Americans considered themselves lonely in 2020, with time and social distance likely to have increased that number even more.  

Loneliness is when one perceives that they are alone, regardless of how physically close or isolated they may be. It is not the absence of social activity, but rather a lack of high-quality connection and belonging.  

Taking care to combat loneliness in your workforce will not only increase your employee's overall wellbeing but will deliver stronger performance and engagement levels. Lonely workers report being twice as likely to take a sick day and five times as likely to miss a day from stress. Loneliness (or perceived isolation) has also been shown to contribute to lower cognitive performance, executive functioning and ability to adapt to change. 

It can be increasingly difficult to recognize loneliness in our team, particularly when working remotely. Go1 content partner, Mindscaling, explore the importance of creating a calm and judgement free environment in their interactive course Recognize Loneliness at Work (available in our playlist below).

To proactively address the risk of loneliness, let’s focus on quality connection and creating a culture of belonging within our team.  

Much of the responsibility for high-quality connection, based on empathy and interdependence, sits with leaders and direct managers.  

Now, while social isolation has certainly played a role in how widespread loneliness is, the answer is not to simply increase the amount of social zoom calls, team building events or hours spent in check-ins. This can actually have the opposite effect, with low-quality connection proven to increase an employee's loneliness susceptibility.

Prioritizing one-on-one check-ins with your employees, that divert from ‘work-chat' and demonstrate genuine care, can make just as much impact on their connection to the team as achieving measurable KPIs. These lighthearted and compassionate conversations with your team should be seen as a driving force of performance and engagement. 

Consider as well how your distributed or isolated workers are managed and supported. They require a different approach to any centrally based teams. Within our free Loneliness and Isolation content playlist below are two specifically useful courses (Managing Remote Teams Inclusively and The Adventures of the Lone Worker) to assist leaders in managing and connecting with each worker. 

While 85% of employees worldwide report feeling disengaged at work, organizations are beginning to see the impact a lack of belonging can have.  

Hybrid teams in particular can struggle with isolation and a lack of belonging and require an increase in proactive measures to mitigate loneliness. With 52% of workers wanting hybrid work options to continue, fostering belonging and combatting loneliness will continue to remain a workplace priority.

Employee expectations and priorities have also drastically shifted, with happiness becoming up to 12% more dependent upon the feeling of belonging than before.  High levels of belonging are linked to a 56% increase in job performance, a 50% drop in turnover and a 75% drop in days taken off sick.  

In short, belonging mitigates loneliness, increases happiness and empowers workplace performance.

Thrive Learning note the link between belonging, trust and freedom to express your opinions. When a worker is empowered with not only purpose in their role, but the ability to bring about change when it’s needed, they find belonging. 

Lauren Romansky, Managing Vice President at Gartner, recently noted how belonging is a key component of inclusion, also saying, “when employees are truly included, they perceive that the organization cares for them as individuals, their authentic selves.” 

Establishing a foundation of care and inclusion for your workers will allow for increased belonging. This in turn, when paired with high-quality connection, will support your efforts in proactively reducing the risk of loneliness. 

For the month of October, we will continue providing insight and content around mental health subjects and struggles within the workplace. Our articles on burnout and empathetic leadership are also available in this series. 

To assist you and your team in developing a comprehensive workplace mental health plan, we have curated a free Loneliness and Isolation playlist of learning resources within the Go1 platform.  

The playlist includes learning content from Blisspot Wellbeing, Emberin, iAM Learning and other Go1  partners. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today.  

Please remember, if you are struggling with your mental health and experiencing significant distress, we encourage you to reach out for immediate support. 
Australia: Lifeline 131 114 or Beyond Blue 1300 224 636  
USA: NAMI HelpLine 800-950-6264 
UK: Samaritans 116 123 or Shout Crisis Text Line text ‘SHOUT’ to 85258 
Global: United for Global Mental Health Regional Directory 

To proactively address the risk of loneliness, let’s focus on quality connection and creating a culture of belonging.

The lonely workforce. Using connection and belonging to combat loneliness in your team

Why am I getting angry at small things?  

Without understanding our brains, how we process information, and how we work and learn, we may feel stuck in an unproductive state. 

In episode 15 of the Learning with Go1 podcast, we're joined by Lauren Waldman, Founder and Chief Learning Scientist of Learning Pirate, to bring a deeper understanding and awareness on this topic.  

Listen to hear Lauren dive into the science of the brain and how neuroscience can be translated into practical application within L&D, to positively change the way we experience and feel learning. 

Ready to learn what your brain can really do? Check out some of our favourite highlights below. 

When we’re learning, we are literally changing the physiology of our brains. Lauren believes that memory plays a key part in this process, and there are three fundamental stages of memory that must be considered when it comes to learning design - encode, store, and retrieve.  

Why is learning not retained?

People struggle to learn when their brains are under stress 

Are you finding it increasingly difficult to focus? Harder to switch off? Or things slipping from your memory?   

You're not alone. These past 18 months have taken their toll in many ways, and most likely, your brain is exhausted. 

Considering this, many organisations don’t have internal resources with the knowledge and skills to effectively help those in need. And so, the question is - when designing learning, how do we get to the heart of what is really going on and ensure that we are being psychologically safe? Lauren begins to dive into this more below.  

People struggle to learn when their brains are under stress

Why is it important to understand how our brains work? 

Drawing from her own journey, Lauren speaks about the importance of joining forces with your brain and understanding the role it plays in our day-to-day feelings and emotions. There may be more benefits than you think...

What is the benefit of learning about our brains?

Evolving the way we learn – what's next? 

This is where the science of the brain and learning meet.  

Having the knowledge about how the brain learns enables organisations to create impactful, measurable and memorable learning experiences for their employees.   

If you’re listening and this resonates with you, Lauren encourages you to reach out and start a conversation.  

Where do we go from here?

When neuroscience found its way into Lauren’s world, it was game over. All it took was one question, “how did I not know this!?” It was that one question that changed everything. 

Just like Lauren, we hope that you too can walk away from this episode with a deeper curiosity about the inner workings of your brain, and how we can be using that knowledge to advance business practices. If you haven’t already, be sure to check out the full episode here.  

We look forward to continuing the rest of the series with L&D professionals already scheduled to join us from Italy, Cyprus, Eqypt, Oman, Finland, The Netherlands, Australia, USA and many more. Stay tuned! 

Want to hear more? Browse the full Learning with Go1 podcast library on Apple Podcasts, Google Podcasts, or Spotify to help expand your knowledge of all things L&D. And hear how other organisations are navigating through this ever-evolving landscape. 

Do you know how you learn? Think again. Catch up on Episode 15 of the Learning with Go1 podcast as Lauren Waldman, Founder and Chief Learning Specialist of Learning Pirate, discusses the practical applications of neuroscience in the workplace. 

Why am I so tired? How the pandemic has impacted our ability to work and learn 

Do you know how you learn? Think again. On Episode 15 of the Go1 podcast, Lauren Waldman, Founder and Chief Learning Scientist of Learning Pirate, discusses the practical applications of neuroscience in the workplace. 

For the countless negative impacts of COVID-19, one significant silver lining for many employees has been the transition to working from home. From reduced commute times to increased freedoms, workers have reaped the rewards. However, as COVID-19 restrictions continue to ease worldwide, returning to the office is imminent for many workers. Understandably, workers are feeling a complex array of emotions about returning to office life, ranging from excitement to anxiety to trepidation. 

These varied feelings should come as little surprise, as the pandemic has showcased working from home is a high priority for employees. In some instances, it’s even more important than money. In a recent survey by Logitech, 42% of Australian workers said they would prefer to work from home than receive a pay rise. What’s more, 64% said that working from home saved travel time, allowing for a better work-life balance. 

And these statistics are just the tip of the iceberg. Research shows that 53% of employees would feel some or high levels of stress if their employers required them to return to a shared office. Likewise, having to return to a physical workplace all or part of the time would cause 41% of employees to seek a job with another company. 

To emphasise this, a survey of over 4,500 employees by Limeade found “there was not a single employee that did not have any anxiety about returning to the office/worksite”. This point is worth reiterating — every single employee felt some degree of anxiety about returning to office life. Specifically, the most common anxieties were less flexibility (71%) and commuting to work again (68%). 

Finally, Australia reported the highest levels of anxiety about returning to the office (53%), followed closely by the U.S. (52%). At the other end of the scale, Germany and Belgium reported the lowest levels of anxiety (31%) about returning to office life.

Put simply, most employees feel high levels of anxiety — even dread — about returning to office life. These feelings are understandable, as returning to the office full time may come as a culture shock after getting used to the increased freedom and flexibility of working from home. 

To ease this transition, employers have a duty of care to look after stressed and anxious employees, listen to their concerns, be flexible, and make returning to the office a positive experience. With this in mind, we’ll take a closer look at how to deal with returning to the office, offering tips for both employees and managers to make a smooth transition back to the office. 

How to deal with returning to office life for employees 

It’s easy to let routines slip in lockdown, especially as you’re no longer frantically rushing out the door to beat the morning traffic. What was once a strict morning routine may have become a little lax. So, to help ease back into office life, it’s important to reset your daily routines. 

According to Very Well Mind, routines can have far-reaching psychological benefits, particularly during times of disruption like a global pandemic. These benefits include lower stress levels, increased focus and productivity, and better overall health. Very Well Mind explains that “research has consistently shown that routines can play an important role in mental health. One study, for example, found that routines could help people better manage stress and anxiety.” 

Returning to office life is an excellent opportunity to take stock of your daily routines — ​​particularly your morning routine — to find what works for you. This process will look different for different people. However, some suggestions include completing a morning meditation to help with any anxieties around returning to work, having a morning shower while listening to your favourite podcast, or even just eating a healthy, fulfilling breakfast to start your day on the right note. 

If you feel trepidation about returning to the office, don’t be shy about asking questions and voicing your concerns. Ideally, you should reach out to your manager and talk to them in-depth about your concerns. However, if you don’t feel comfortable reaching out to a manager, it could also be a good idea to reach out to a trusted colleague. Having a clearer understanding of your company’s return to work plan may help calm some of your anxieties. 

For example, you may be worried about social distancing regulations in the office, only to find that your company already has a solid plan in place. By asking the right questions and voicing your concerns, you can vent any fears and return to the office fully informed, rather than letting your imagination run wild with anxieties. 

Managers should welcome this opportunity to hear employee feedback. Not only is it the right thing to do on a human level, but it also allows them to address any concerns and optimise the transition back to work.

It is vital to set clear boundaries upon returning to the office. For example, perhaps you still want to maintain social distancing or continue wearing a mask in the office, even if guidelines have eased and these activities are no longer mandatory. Everyone has different comfort levels, so it is okay to make these feelings clear to your colleagues and manager. 

Or, you might not yet feel comfortable attending team social events in public settings, such as lunches and after-work drinks. Whatever the case, it is vital to set clear boundaries upon returning to office life, while also understanding that the pandemic has had varied effects on people.

As The Muse explains, “​​respect your coworkers’ needs. Some may be absolutely delighted to be back in the workplace. Others may not. Plenty may be practising social distancing, wearing masks, or otherwise protecting themselves. Parents may struggle to spend so much time away from their kids. Introverts might find it absolutely exhausting to suddenly be around so many people all day. In other words, each colleague may have a number of stressors, like you, and be having a tough time with the transition and the demands of work.” 

One of the many benefits of working from home has been employees discovering new and productive ways of working. According to one survey, 70% of Australians believe their productivity increased when working from home. So, why not take these new ways of working with you to the office?

Have you discovered that you’re more productive if you work for 20 minutes then take a 5-minute break? Did you surprise yourself and find out that you’re way more productive in the morning? Did you realise it’s easier to concentrate if you take a 10-minute tea break after every Zoom meeting? 

Many employees are crying out for more control over how they work, with a survey by Adecco finding that 73% of people think companies should measure performance based on results rather than hours worked. Transitioning your WFH learnings into an office environment is the perfect place to start. 

No matter your work from home workaround, it could be a good idea to discuss these ways of working with your manager to ensure a comfortable and productive transition back to the office. 

Most importantly, prioritise your mental health and wellbeing upon returning to the office. As we have seen, anxiety about returning to office life is at an all-time high. Adecco finds that 42% of workers say they feel a lot of anxiety about returning to the office. Moreover, 74% of employees say their company should increase the focus on mental health and staff wellbeing upon returning to the office. 

These figures send a resounding message to businesses: employees are anxious about returning to the office and require support. As such, this is a vital time to check in with yourself and your colleagues and prioritise mental wellbeing. Managers and team leaders should also be particularly vigilant and check in regularly with employees.

Prioritising your mental health will vary from person to person, however, some general tips include getting enough sleep and exercise, setting clear work-life boundaries, making time for hobbies, friends, and other things that make you happy, practising mindfulness, reframing negative thoughts, and reaching out for professional psychological help if necessary. 

For more information, be sure to read our recent mental health month blog about what we can do about burnout, or, read our tips for developing your mental health self-care plan.  

Tips for managers to ensure a smooth transition back to the office 

This point is so significant that it’s worth reiterating. Given the levels of anxiety that many employees feel about returning to the office, providing comprehensive mental health support should be the number one priority for managers. 

As mentioned, 74% of employees say their company should increase the focus on mental health and staff wellbeing upon returning to the office. Yet, only 55% of employees feel their company cares about them, with only 16% saying they strongly agree, down significantly from 31% the year before. 

For people in leadership positions, these should be eye-opening statistics. Clearly, employees feel anxious about returning to office life and are calling out for better mental health support. It is your responsibility to answer this call.

According to a recent McKinsey report, employers can take several steps to create a more supportive workplace. Firstly, employers should encourage open and honest communication, where employees feel comfortable voicing their concerns without fear that mental health issues will be dismissed or stigmatised. Additionally, McKinsey finds that a majority of employees would feel less stressed if they were offered things such as additional time off (62%), flexible work schedules (60%), and hybrid work arrangements (57%). 

As McKinsey’s report explains, “A majority of employees who experienced negative mental health impacts of returning on-site reported that policies that increased workplace safety and flexibility of work could help reduce their stress.”

For further insights, be sure to read our article on why mental health education in workplaces is important.

Conduct employee surveys and listen to feedback

Another helpful idea is to conduct anonymous employee surveys prior to returning to the office. This strategy has multifaceted benefits for both employees and employers. From an employee perspective, it will make people feel like their concerns are being actively listened to and addressed. In turn, this will help employees feel more comfortable and supported when returning to the workplace, as they will know their concerns have been taken seriously.

For employers, conducting surveys can save you time and effort by helping you identify the key areas you need to address before encouraging employees to return to the office. After all, there’s no point putting all your effort into drafting a flexible work policy if your employees are more concerned about safety measures in the office, for example. 

To exemplify this, earlier this year Alloy surveyed all of their employees and found that 92% would feel most comfortable returning to office life if only vaccinated employees were present. As a result, “Alloy required all employees to be fully vaccinated before returning to the office — a new, more spacious facility that promotes safe collaboration and offers a hybrid model for those who do not feel comfortable returning.” 

Other companies can take a leaf from this book by conducting surveys to identify their employees’ most pressing concerns about returning to the office and taking steps to rectify these issues. 

Another key piece of advice to facilitate a smooth transition back to the office is to go slow and be flexible. In this way, returning to the office is less like ripping off a bandaid and more like training for a marathon. For many employees, transitioning from working from home to being back in the office full time will be a huge adjustment — especially after limited social interactions throughout lockdowns. 

There are a variety of ways to ease this transition, depending on your company culture and employee’s specific needs. For example, you could start by asking employees to return to the office two days a week while working from home for the other three days. As Forbes recommends, “to avoid overpowering workers, consider creating experimental or pilot programs to help people ease into this new way of working.”

You should also ask yourself whether it is strictly necessary to have employees return to the office full time at all. Are you asking employees to return to the office because it is a vital component of their jobs, or simply out of a traditional feeling that that is the way things should be done? Many employees have discovered they can be just as productive working from home, and therefore resent being forced to return to the office.

According to a study by Eden Workplace, 62% of employees now want a hybrid working model (i.e. working both from home and in the office), while 15% want to work from home full time. Less than one-quarter of employees (23%) want to return to the office full time. Other surveys have found this number is even higher, with up to 80% of employees wanting to continue working remotely. 

Similarly, 76% of employees want flexibility for where they work, and 93% want flexibility for when they work. What’s more, 41% of employees say they would look for another job if they were forced to return to the office full time. 

Employers must take these findings on board and realise that flexibility is key to reintegrating employees into the office. Employers with more stringent or traditional views who force employees to return to the office full time will be left behind and likely miss out on top talent in the future. 

Adjust expectations and accept that times have changed 

We’ll take a closer look at how to deal with returning to the office, offering tips for both employees and managers to make a smooth transition back to the office.

How to deal with returning to the office

To continue our Mental Health Month series we have partnered with Go1 content provider Thrive Learning to explore empathetic leadership, how it impacts organizational performance and the complexities of learning to lead with empathy.  

Catalyst, a global nonprofit that drives workplace inclusivity for women, describes an empathetic leader as someone who demonstrates care, concern and understanding for their employee’s life circumstances.  

We recently discussed the prevalence of burnout at work, and its risk to the performance and retention of employees (you can read that article here). More than ever, staff are re-prioritizing their needs from work and focusing more on balance, support and flexibility.  

Equipping leaders with empathetic skills is increasingly imperative to an organization's performance. 

Strategic importance of empathy at work 

Recently heralded by Forbes as a leader’s most important skill, empathy has long progressed from being underestimated at work. When a team is being led empathetically, they are more adaptable, innovative, inclusive, resilient and likely to stick around. 

No organization is immune to change or challenges, and the ability to adapt has become even more crucial over the last two years. Microsoft chairman and CEO Satya Nadella recently called out empathy a necessary for leaders to discern flexibility, particularly when navigating hybrid ways to work.  

Empathy also heavily influences engagement levels. A recent survey by Catalyst found when employees have highly empathetic senior leaders, 76% of them report being engaged at work often or always. This number plummets to 32% when senior leaders demonstrate low levels of empathy. 

Ensuring leaders are trained efficiently in leading with empathy, including having difficult conversations, negotiation, respect, inclusion and flexibility; empowers the workplace for both stronger performance and more effective change. 

To begin with, let’s appreciate that 'increasing empathy’ needs to go hand in hand with a wider focus on any required culture changes. There is limited point in up-skilling empathy if toxic conditions or relationships are not simultaneously tackled. Negative work relationships will impact an employee's work performance up to 4-7 times more than any positive, enthusing ones. 

Open and respectful communication is one of the driving forces of empathetic leadership. This communication must go both ways. A Tiny Pulse survey found that employees who feel uncomfortable giving feedback to their managers are 16% less likely to stay at the company.  

Thrive Learning focus on the importance of not only active listening but responding with empathy in their training course, Listening with Empathy. They describe empathetic listening as: 

Listening without judging, and the intention of fully understanding where the other person is coming from. It isn’t about listening so you can reply, it’s stepping into the other person’s shoes to better understand how they might be feeling too. 

Communications Consultant Patti Sanchez has found that during times of change, employees are impacted more by how information is communicated than what the information actually is. She notes that a lack of audience empathy when conveying the news of an organizational change can cause it to fail.

Thrive Learning’s course Leading through Change within the Go1 Content Hub (teaser video below) equips learners with compassionate management skills to help teams respond and adapt to change. They focus strongly on communicating effectively with teams, alongside interactive scenarios.

Helping your team through change

Learning how to lead empathetically is not as simple as reading an article and ticking a box. There are no ‘quick fixes’ to leading empathetically. Brene Brown, in a recent podcast with Organizational Psychologist Adam Grant, stated that, “there is no hack to becoming an authentic or empathetic leader, it's about understanding and seeing people." 

When leaders embrace practical learning to increase their empathy skills, and pair this with authentic curiosity, care and compassion for their team, they will see organizational results. 

A workplace full of empathetic leaders will not only foster respectful workplace relationships, but will drive an innovative, resilient, inclusive and adaptable culture. 

For the month of October, we will continue providing insight and content around mental health subjects and struggles within the workplace. To assist you and your team in developing a comprehensive workplace mental health plan, we have curated a free Leading with Empathy playlist of learning resources within the Go1 platform. 

The playlist includes learning content from Thrive Learning, Mind Tools, Blinkist and other mental health providers. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today. 

Please remember, if you are struggling with your mental health and experiencing significant distress, we encourage you to reach out for immediate support.
Australia: Lifeline 131 114 or Beyond Blue 1300 224 636 
USA: NAMI HelpLine 800-950-6264
UK: Samaritans 116 123 or Shout Crisis Text Line text ‘SHOUT’ to 85258
Global: United for Global Mental Health Regional Directory

For more insights, be sure to subscribe to the Go1 newsletter to stay on top of all the latest L&D trends. Or, you can book a demo today to find out how Go1 can help with your team’s learning needs.

We look into how empathetic leaders can transform organizational performance and the complexities of learning empathy as a leadership skill.  

Learning to lead with empathy

In 2019, the World Health Organization reclassified burnout as an occupational phenomenon, describing the syndrome as ‘resulting from chronic workplace stress that has not been successfully managed.’

Workplace stress is something we all experience, whether it's in the form of heavy workloads, tight deadlines or workplace culture, which can all contribute to us feeling pressured at work.

But when this stress becomes long term, and pointedly, unsuccessfully managed, we can arrive at the point of burnout. This point will look different individually, but commonly is identified with:

In a recent TED talk, Dr. Emily Nagoski and Dr. Amelia Nagoski simplified this by describing burnout as, ‘where you can show up for work, but you spend your whole day fantasizing about being at a different job.’

When burnt out, your work performance will often take a considerable hit, but along with your ability to care much about it. 

Concerning figures show how prevalent burnout has recently become. A Gallup study of 7,500 full-time employees found 23% of them felt burnt out at work either very often or always, and an additional 44% reporting the feeling sometimes. That’s a staggering 67% of workers experiencing burnout at work. 

With burnout comes detachment, or mental distance, from the role. This may be one of the strongest triggers for what’s been dubbed globally as The Great Resignation. 95% of Human Resource leaders are admitting that employee burnout is sabotaging workforce retention. 

So with such high prevalence, what can we actually do to tackle burnout, as employees and leaders? 

Recognizing burnout, and its triggers, as employees

With blurred lines between work and life, many of us have felt emotional demand and disruption around the clock for the past two years. The pressure to show up both at work and for our families can result in a disconnect between our behaviors and inner struggles. 

Within crisis moments, many of us tend to push through emotional reactions and put our brave face on. This approach, particularly over a long period of time, can seriously diminish our psychological wellbeing and contribute to the risk of burnout. 

In her TED talk, Dr. Amelia Nagoski noted that “one of the things that causes burnout is our inability to recognize the hard stuff welling up inside us.”

Beyond Blue, a Go1 mental health content partner, suggests tracking your mood to help identify what things at work are impacting your stress levels. Knowing what is contributing means you can then investigate strategies to help manage it. 

Within the workplace, research has found some common factors that frequently correlate with burnout. These include:

Lack of communication and support from managers

Looking at each of these factors, ask yourself if any resonate with your current work experience. Have any of these resonated for an extended period, without signs of improved management? 

Tracking or identifying these risk factors means you can now not only start implementing stress management strategies yourself, but also take your concerns to your team and leaders to assist in changes being made. 

What can we do as leaders to address or prevent burnout within our team?

Stress may be present in every workplace at some level but it still poses a threat to employee health if not identified or managed properly. When it comes to burnout, the responsibility of prevention or recovery sits significantly with leaders, and particularly with direct managers. 

When a workplace fails to manage the risk of burnout, its employees will either stop progressing or start looking elsewhere.

Managers should keep an eye out for some of these early signs of burning out, including:

Changes in demeanor. Sometimes it’s little things but your team members may appear recognizably ‘off’.

Body language (if you’re still seeing staff in person) can be a reliable indicator of mood. 

Changes in attitude towards work and changes in productivity can be signs that a team member has started disassociating from work.

If a staff member or colleague has a noticeable change in mood or seems to be struggling with workload, that’s a fair reason to check in with them. You may find they are navigating balancing general life stressors as well as work. However, while you help support their overall wellbeing, this can be the ideal time to ensure they are not experiencing any of the common burnout stressors described above, such as unmanageable workload or lack of role clarity. 

Ignorance is not key here. Education around burnout, stress management and recovery support are the foundational steps towards leaders creating mentally safer work environments.

In collaboration with Beyond Blue, we look at how to better understand, prevent and recover from this occupational phenomenon.