Introduction
The COVID-19 pandemic forced millions of workers around the world to suddenly shift to remote work. For many, this seemed like a dream come true - no more long commutes, noisy offices, or constant interruptions. Finally, we could work from the comfort of our homes and gain more flexibility and freedom.
But as journalists Charlie Warzel and Anne Helen Petersen discovered when they moved from New York City to Montana in 2017 to work remotely, the reality of working from home isn't always as idyllic as it seems. While remote work can offer benefits, it also comes with its own set of challenges. Work tends to creep into every aspect of life, boundaries become blurred, and that promised flexibility often benefits employers more than employees.
In "Out of Office," Warzel and Petersen explore how the shift to remote work during the pandemic has exposed deep flaws in our work culture and provides an opportunity to fundamentally rethink how we approach work, life, and the balance between the two. Drawing on their own experiences and extensive research, they offer insights into how we can create a healthier, more sustainable way of working that prioritizes our wellbeing and values outside of our jobs.
The False Promise of Flexibility
One of the main selling points of remote work is increased flexibility. Many companies tout the ability to work from anywhere at any time as a major perk. However, the authors argue that this type of flexibility often benefits employers more than employees.
Take the example of Arise, a company that provides customer service representatives for major brands like Amazon and Apple. Arise promotes the flexibility of being an independent contractor who can work from home and set their own schedule. But in reality, these workers have no benefits, no job security, and often end up working long, irregular hours just to make ends meet. The "flexibility" mainly allows Arise to avoid providing employee benefits and office space.
True flexibility should empower workers to have more control over their time and lives. Some promising approaches include:
Four-day work weeks: Companies like Perpetual Guardian in New Zealand have seen increased productivity and profitability after switching to a four-day week. The key is thoughtfully restructuring work processes, not just giving people an extra day off.
Firm guardrails: Instead of loose boundaries that are easily crossed, companies can implement stricter rules around things like email. For example, the tech company Front diverts emails away from employees who are on vacation so they aren't tempted to check in.
Adequate staffing: Many companies demand flexibility from workers because they are understaffed. Hiring slightly more staff than strictly necessary allows for true flexibility without overburdening employees.
The authors emphasize that meaningful flexibility requires companies to actually invest in their workers' wellbeing, even if it costs more upfront. The long-term benefits in terms of employee satisfaction, retention, and productivity make it worthwhile.
Rethinking Work Culture for Remote Teams
While remote work offers many potential benefits, it also comes with challenges when it comes to building team culture and supporting employee growth. New graduates entering the workforce during the pandemic have missed out on the informal learning and relationship-building that typically happens in an office environment.
However, returning everyone to the office isn't necessarily the answer. Instead, companies need to find creative ways to foster connection and development in remote and hybrid settings. Some approaches include:
Using technology thoughtfully: Tools like Kona allow remote teams to share daily mood updates, helping managers stay in tune with how employees are doing.
Embracing asynchronous work: Software company GitLab is fully remote and asynchronous, with employees working different hours across time zones. They make it work through careful documentation and "README" pages where employees share details about their work styles and preferences.
Prioritizing work-life balance: Art + Logic allows its 65 employees to set their own schedules, recognizing that flexibility to pursue outside interests leads to happier, more engaged workers.
The shift to remote work provides an opportunity to reevaluate our priorities and put more emphasis on life outside of work. The authors caution against companies describing themselves as "families," as this can blur boundaries and imply that work should come before actual family and personal life.
The Evolution of Office Design
To understand how we got to our current work culture, it's helpful to look at how office design has evolved over time. In 1958, German brothers Eberhard and Wolfgang Schnelle introduced the concept of Bürolandschaft or "office landscape" - an open plan office meant to increase efficiency. While workers disliked the lack of privacy, open offices eventually became the norm.
More recently, tech companies like Google have created elaborate campuses with amenities like free food, gyms, and game rooms. The idea is to meet all of employees' needs in one place, fostering creativity and community. However, even the designer of Google's headquarters now questions whether blurring the lines between work and life is truly beneficial for employees.
As we reimagine work for a remote era, we have an opportunity to design work environments (both physical and virtual) that truly prioritize employee wellbeing rather than just productivity. This may mean moving away from the "work as lifestyle" model promoted by many tech companies and creating clearer separation between work and personal life.
Rebuilding Community Beyond Work
One concern about remote work is that it could lead to isolation and disconnection. However, the authors argue that it could actually allow people to engage more deeply with their local communities.
The rise of "Zoom towns" - midsize cities attracting remote workers - shows how location-independent work can revitalize different areas. Tulsa, Oklahoma's "Tulsa Remote" program, which offers $10,000 to selected remote workers who move to the city, is a great example. The program carefully chooses applicants who want to actively contribute to the Tulsa community.
The pandemic has reminded many people of the value of in-person connection. Rather than rushing back to offices, this could be an opportunity to rebuild community ties outside of work. In the past, most Americans belonged to social organizations based on religion, profession, or other shared interests. If work took up less space in our lives, we might have more time and energy to engage in these types of community groups again.
Shifting Our Mindsets About Work
At the core of reimagining work is a fundamental shift in how we think about the role of work in our lives. The authors encourage readers to reflect on what they're really working for. While we need to earn money to support ourselves and our families, constantly prioritizing work over family and personal life doesn't align with most people's true values.
They suggest asking yourself what you actually want to do with your free time. The authors share their own experiences of rediscovering old hobbies like skiing and playing guitar - activities that brought joy and had nothing to do with work. This kind of personal exploration and growth is what many people dream of for retirement, but why wait?
For business leaders considering how to structure work going forward, the authors advise taking a long-term view. The benefits of creating a more flexible, employee-centered work culture may not be immediately apparent, but can pay off significantly over time in terms of employee satisfaction, retention, and productivity.
The goal isn't necessarily for all work to be fully remote. Rather, it's about fundamentally rethinking how we approach work and finding setups where employees truly feel heard, understood, and able to prioritize what matters most in their lives.
Key Takeaways
Flexibility needs to benefit workers, not just companies. True flexibility empowers employees to have more control over their time and lives.
Remote work requires reimagining how we build team culture and support employee growth. Creative use of technology and embracing asynchronous work can help.
Office design has evolved over time, but often prioritizes efficiency over employee wellbeing. We have an opportunity to create work environments that truly put workers first.
Remote work could allow people to engage more deeply with local communities rather than leading to isolation.
We need a mindset shift to remember that our lives are more important than our work. This means creating clearer boundaries and making time for personal growth and relationships.
For business leaders, taking a long-term view and prioritizing employee wellbeing can lead to significant benefits, even if the payoff isn't immediate.
Practical Advice for Reimagining Your Work Life
If you're looking to create a healthier relationship with work, whether you're working remotely or not, here are some practical steps you can take:
Audit your working habits: Keep track of how you spend your time during work hours. How much time do you spend on email, meetings, focused work, breaks, etc.? This can help you identify areas where you might be able to work more efficiently or where you need to set better boundaries.
Set clear start and end times for your workday: When working from home, it's easy for work to bleed into all hours. Establish a routine that includes definitive start and end times for work.
Create a dedicated workspace: If possible, set up a specific area in your home for work. This helps create mental separation between work and personal life.
Take regular breaks: Build short breaks into your day to step away from work, move your body, and reset your mind.
Prioritize non-work activities: Make time for hobbies, exercise, socializing, and other activities that bring you joy and fulfillment outside of work.
Communicate boundaries clearly: Let colleagues know your working hours and when you're not available. Use tools like email auto-responders to reinforce these boundaries.
Reevaluate your priorities: Reflect on what truly matters to you in life. Are your current work habits aligned with these priorities?
Engage with your local community: Look for ways to connect with people and contribute to your community outside of work.
Advocate for better policies: If you're in a position to influence workplace policies, push for changes that genuinely support employee wellbeing and work-life balance.
Practice saying no: Learn to turn down non-essential commitments that don't align with your priorities or values.
The Future of Work
As we emerge from the pandemic, we're at a crucial juncture in how we think about work. The massive shift to remote work has exposed many of the flaws in our traditional work culture - the constant connectivity, the blurring of work and personal life, the prioritization of productivity above all else.
But it has also shown us that different ways of working are possible. We've seen that many jobs can be done effectively from anywhere, that asynchronous communication can work, and that giving employees more control over their time can lead to better outcomes.
The authors argue that we shouldn't simply try to recreate the office environment in a digital format. Instead, this is our chance to fundamentally reimagine work in a way that puts human needs and wellbeing at the center.
This might mean:
- Shorter work weeks that allow more time for personal pursuits and community engagement
- More flexible schedules that accommodate different working styles and life circumstances
- A shift away from "always-on" culture towards more intentional, focused work time
- Greater emphasis on outcomes rather than hours worked
- More investment in employee wellbeing and personal development
- Redesigned office spaces that prioritize collaboration and connection when people do come together in person
Importantly, these changes shouldn't just benefit knowledge workers who can easily work remotely. We need to think about how to improve working conditions and flexibility for all types of workers.
The transition won't be easy. It requires rethinking deeply ingrained habits and structures. Companies will need to invest in new tools, training, and ways of operating. Individuals will need to learn new skills in self-management and boundary-setting.
But the potential benefits are enormous. Imagine a world where work enhances our lives rather than dominating them. Where we have time and energy for our families, our communities, and our personal growth. Where we're valued for our contributions rather than our availability.
This is the future of work that Warzel and Petersen envision - one that's more humane, sustainable, and ultimately more fulfilling. As we navigate the ongoing changes brought about by the pandemic and technological advancements, we have a unique opportunity to shape this future.
It starts with questioning our assumptions about how work should be done. It requires having honest conversations about what's working and what isn't in our current systems. And it means being willing to experiment with new approaches, even if they challenge the status quo.
The authors emphasize that there's no one-size-fits-all solution. Different industries, companies, and individuals will need to find the arrangements that work best for their specific contexts. But the overarching principle should be putting human wellbeing at the center of how we structure work.
As we move forward, it's crucial to keep the lessons of the pandemic in mind. We've seen both the possibilities and the pitfalls of remote work. We've been reminded of the importance of human connection and the value of time away from work. Let's not rush back to "normal," but instead use this moment to create something better.
Conclusion
"Out of Office" is a timely and thought-provoking exploration of how we can reimagine work for the better. Warzel and Petersen make a compelling case that the disruptions caused by the COVID-19 pandemic provide a unique opportunity to address long-standing issues in our work culture and create more humane, balanced ways of working.
The book challenges us to question deeply held assumptions about work - that longer hours equal greater productivity, that being constantly available is a virtue, that work should be the central organizing principle of our lives. By examining the history of how we've structured work and the office, the authors show that many of our current practices are neither inevitable nor optimal.
Instead, they propose a vision of work that prioritizes human wellbeing, allows for fuller lives outside of our jobs, and recognizes that happier, more balanced employees are ultimately more creative and productive. This isn't just about whether we work in an office or from home - it's about fundamentally shifting our relationship to work and reclaiming our time and energy for the things that truly matter to us.
The ideas presented in "Out of Office" are particularly relevant as we navigate the ongoing changes brought about by the pandemic. As companies and employees grapple with questions about remote work, hybrid models, and return-to-office plans, this book provides valuable perspective on the bigger picture. It reminds us that we have agency in shaping the future of work, and encourages us to think boldly about what's possible.
While the authors acknowledge that creating this new world of work won't be easy, they make a persuasive argument that it's both necessary and achievable. By sharing concrete examples of companies and individuals who are already doing things differently, they show that better ways of working are not just theoretical but practical and beneficial.
Ultimately, "Out of Office" is a call to action - for workers to advocate for their wellbeing, for leaders to prioritize their employees' humanity, and for all of us to reimagine a world where work enhances rather than dominates our lives. It's an inspiring and timely read for anyone interested in the future of work and how we can create more fulfilling, balanced lives in our increasingly digital world.