This article appeared originally on BIZNOW about our friends at Cresa.

Software company LogMeIn had most of its 3,500 workers commute into the office daily before the coronavirus pandemic. Going forward, almost none of them will.

After seeing their employees could be productive at home, LogMeIn’s executives in October introduced a long-term, remote-centric work strategy that will have roughly 3% of its employees coming into the office every day.

This strategy is leading LogMeIn to cut half of its 230K SF footprint in its Boston headquarters and about one-third of its worldwide office space.

“The decision we made to go remote-centric was one that was not made to solve for a short-term problem like the pandemic, but rather one that we believe reflects the way our employees want to work permanently,” LogMeIn Vice President of Global Real Estate Andy Hook told Bisnow in an email.

Many companies haven’t finalized their long-term remote work strategies yet, but office market experts say discussions have ramped up after several months of pandemic-induced paralysis, and they expect a host of tenants to reveal their future plans this year.

These decisions about how much of a company’s workforce to keep remote are coinciding with a re-evaluation of their long-term office needs. And if companies increasingly choose to give back large portions of their footprints like LogMeIn did, the already-weak office market could be in for a major reckoning.

“Companies are saying ‘I don’t need all this space, I’m going to have more of my workforce work from home tomorrow than they did yesterday,'” said Cresa Managing Principal Jason Jones, who leads the firm’s Remote Advisory Services team.

Several factors come into play for employers deciding whether to keep their workforce remote over the long term, such as their company culture, employee satisfaction, need for collaboration and their real estate costs. But one of the most important questions, which was the reason many employers were hesitant about remote work before the pandemic, is whether their workforce can be as productive when they’re not in the office.

Productivity can be a difficult metric to measure, especially for a dispersed workforce, but employers have used a series of methods over the last year as they evaluate the long-term sustainability of remote work. They have conducted employee surveys, tracked employee progress on measurable production goals, monitored revenue generation and client satisfaction, and in some cases instituted surveillance measures to ensure their employees are working.

The consensus of several companies, office brokers and workplace strategy consultants is that the majority of employees have been just as productive at home as in the office, if not more so. Remote work allows them to skip commuting, choose the hours when they are most productive and avoid workplace distractions.

A September survey from Global Workplace Analytics found that 75% of workers said they were just as productive or more productive working remotely, and they are interrupted an average of 43 minutes less every day than they were in the office.

“The biggest hold back for remote work has been that managers just don’t trust their employees to work untethered,” Global Workplace Analytics President Kate Lister said. “Once managers did it for themselves, they were more comfortable with it for their employees.”

Decision Paralysis Is Finally Subsiding

The unprecedented nature of the pandemic and the uncertainty over how long it would last led many companies to delay long-term real estate decisions last year and make their remote work strategies only temporary.

But as they surpassed nine months of remote work and began to look ahead to the new year, many companies kicked their long-term planning efforts into high gear.

“There has certainly been a pickup in activity of people wanting to start thinking about and assessing their real estate, whereas in the first half of the pandemic everyone wanted to put it on pause and figure out the short-term stuff,” Cresa Managing Principal Christie Minch said. “We’re now shifting into the phase where we’re working with a number of clients on their workplace of the future.”

Minch said that many of these discussions with clients revolve around the long-term effectiveness of remote work, and she has noticed a significant shift in executive attitudes.

“There have been a lot of groups who were primarily against teleworking and working from home prior to this but are much more open to it now,” Minch said. “And a lot of that is driven by employee productivity. The managers specifically are seeing that their employees are able to be just as productive, if not more in some cases.”

CBRE Head of Occupier Research Julie Whelan said companies were in a reflexive mode for at least six months after the pandemic began, but they now feel more comfortable discussing long-term strategy, even if those discussions haven’t yet materialized into a trend of long-term office leases closing.

“We are now in a very real period where we can start to imagine the return back to the office,” Whelan said. “That is really starting to ramp up: The discussion of what is going to be our influence over how people come back to the office … how that translates to real estate is the thing that’s still under discussion right now, because we don’t see transactions happening.”

The Agency, a residential real estate brokerage with 37 offices worldwide, has already started reducing its footprints because of the remote work trend, CEO Mauricio Umansky told Bisnow.

The firm is still adding new offices to expand its network, but he said the planned offices are around 35% smaller than they would have been before the pandemic. In September, it reduced the size of its existing Beverly Hills office from 12K SF to 10K SF upon the lease expiration, and Umansky said it has multiple upcoming expirations that will lead to similar reductions.

“We’re definitely going to see a much larger amount of the workforce work from home,” Umansky said. “We’ll still have the web of offices so we can network around the different markets, but we’ll have a smaller footprint at all of them.”

Roar Media, a South Florida-based marketing firm with 32 employees and a 5,700 SF office lease, hasn’t had employees in the office since March 12, CEO Jacques Hart said.

The company began using the online employee engagement platform Officevibe to help manage its remote workforce during the pandemic, but it still hasn’t finalized its long-term office strategy, Hart said. He had planned to make that decision by this month, but given the continued high levels of COVID-19 cases, he said he is waiting until at least April to finalize the company’s future workplace plans.

While he is still evaluating its future policies, he said he expects to implement a hybrid approach with remote work and office work that will have employees coming in two or three days a week. He is considering having revolving work stations rather than dedicated desks, and he said there is a “serious likelihood” this could lead Roar Media to reduce its office footprint.

“We’re trying to evaluate when is the appropriate time to put into effect ‘brave new world’ workforce policies,” Hart said. “I’m already hinting to the team, I did so yesterday, that the way we used to work is not the way we’re going to work in the future.”

‘Why Do We Need An Office?’

Executives have to weigh a variety of factors when determining what portion of their workforce will remain remote for the long-term, and whether they should reduce or even eliminate their office footprint.

Employee preferences are a main factor in any company’s decision-making, office experts said, and executives forcing workers to come to the office against their wishes could hurt their retention and recruitment efforts. But managers also need to ensure their employees are as productive at their jobs when working from home before they can commit to cutting their office footprints.

In workforce surveys her team has done, Minch said the main reasons employees say they want to be in the office involve company culture.

“Now that we know we can work from home and be productive, why do we need the office?” she said. “The top three results I’m consistently seeing no matter the industry group is: collaboration with my peers, socialization with my peers, and the spontaneity. You can ideate and collaborate and your day is not so scheduled.”

PwC Advisory Real Estate Director Katherine Huh said companies planning their remote work strategies need to make sure they understand the nature of their employee’s workflows and whether each specific role is better suited for the home or the office.

She said some roles have a greater need for an office presence if they require frequent collaboration, or if they need a type of technology that employees don’t have at home.

“What we are seeing a lot of is analyzing the workforce and understanding what percentage of the workforce can work remotely long-term versus what percentage needs to be in the office,” Huh said.

Sales teams in particular tend to work more successfully in the office, Adroit Health Group CEO Joseph Safina has found.

Safina, in an email to Bisnow, said he plans on scaling back his company’s office footprint significantly because of the success of remote work. The McKinney, Texas-based insurance marketing firm has 20K SF of office space, and he said it plans to cut its footprint to about 2,500 SF.

“While we’d like to fully transition to full remote working at Adroit Health Group by the end of 2021, we’ve found our sales teams in competitive workspaces outperform those who work from home,” Safina said. “The vast majority of administrative and support staff can operate effectively from home, but I imagine office environments will remain essential for sales teams in many industries.”

For companies considering changes to their real estate footprints, cost is always a key factor.

“Even if you’re doing extremely well, you don’t want to spend money on something you’re not using,” Whelan said. “As space is not being used and they’re trying to figure out what the future holds, they’re trying to rightsize their portfolios anywhere they can.”

When determining LogMeIn’s remote work strategy, Hook said the company evaluated three main factors: the legal framework for employees working in different jurisdictions, the practical aspects of whether employees working remote aligns with their business strategy, and the sustainability of the plan over the long term.

To ensure the remote work strategy is sustainable, he said employees must be able to meet performance expectations and business goals. And in order to meet those goals, employees must be able to be as productive at home as they were in the office.

“Productivity is an important part of a successful business, but we would like to expel the notion that people need to sit at a desk in an office to be productive,” Hook said.

Measuring Productivity From Home

In the past, managers would monitor employee productivity by walking through the office to make sure they were working. But workplace experts say this wasn’t as effective a method as many thought, and now companies are exploring new ways to measure the productivity of remote workers.

Cresa’s Jones said the ability to measure productivity goes hand-in-hand with effective leadership skills. He said that successful leaders create measurable goals and performance metrics for their employees to hit.

“It boils down to leadership and creating clear goals and objectives for the organization, and then measuring whether or not your employees are meeting those goals and objectives,” Jones said. “As opposed to another version of leadership which is ‘if I can see you and you’re working the hours you’re supposed to, then you must be productive.’ That mentality is not going to work effectively in an environment where people are working from home.”

Huh, who leads PwC’s occupier services business, said roles that translate well into clear performance metrics like sales jobs can be easy to track productivity, but not all employees have those types of jobs. Some employees spend most of their days on phone calls and videoconferences and have fewer concrete deliverables to measure.

For those types of jobs, Huh said managers can look at employees’ calendars to ensure they are spending their time in meetings, but a full calendar doesn’t necessarily mean an employee is just as productive at home.

“Is tracking my hours that I allocate to different things a good indicator of productivity? That has been a little bit tougher of a formula to crack,” Huh said. “The only way people have been looking at that so far has been asking employees if they feel like they are as productive.”

Lister, whose research firm has spent the last year asking employees if they feel as productive at home, said the answer has been a consistent “yes.”

A May survey from Global Workplace Analytics and Iometrics that received responses from 2,865 employees and managers over a six-week period at the start of the pandemic found that 77% of respondents were fully productive working from home.

In September, GWA released another survey in partnership with Owl Labs that found 75% of the 2,025 respondents were just as productive or more productive working from home. The survey also found that 80% of people expect to work from home at least three days per week after the pandemic.

“Employees have said they feel more trusted as a result of working from home,” Lister said. “Because of the increased autonomy, they’re less stressed and more comfortable.”

The Officevibe product that Roar Media implemented allows it to anonymously survey employees to gauge their feelings about remote work. While Hart said this type of engagement is important, he said he doesn’t have numerical metrics for tracking employee productivity, and he thinks pushing to maximize productivity can be unhealthy.

“Because of the intense amount of change that happened in Q1 and Q2 of 2020, our team members were sprinting,” Hart said. “We’ve had to now remind them that this is the new normal. This is not a sprint. This is a marathon. We can’t afford to burn ourselves out.”

Umansky said The Agency tracks productivity by assigning specific tasks to employees through its internal management platform and seeing how long it takes them to complete the tasks.

“It seems our efficiencies have actually increased,” he said. “The tasks are getting done.”

Lister said she has seen some examples of more invasive productivity tracking methods.

“We’re also seeing an increase in interest in surveillance technologies,” she said. “Whether it’s keyboard tracking or mouse movement or persistent videos or screenshots, there are a number of companies that have had these technologies for years, but the interest in them has suddenly gone up substantially. I call it virtual babysitting.”

A Microsoft product launch in October highlighted the potential pitfalls of tracking employee productivity.

The tech giant rolled out a feature for its Microsoft 365 platform called Productivity Score that allowed employers to see individual data on how often employees used email and chat functions. It received strong backlash from privacy advocates, with one digital rights activist calling it a “full-fledged workplace surveillance tool.”

In response to the backlash, Microsoft announced on Dec. 1 it was changing the product to remove the names of individual users, allowing employers to instead track trends across their organization.

“This change will ensure that Productivity Score can’t be used to monitor individual employees,” Microsoft 365 Corporate Vice President Jared Spataro said in a statement.

Huh said she expects many companies that adopt long-term remote work strategies will institute new ways to track productivity, but she thinks it is still too soon for that.

“Because we’re still very much in the pandemic, I think that most companies feel like it’s a bad image to start checking the productivity of people right now,” Huh said. “I would expect to see a lot more of that after the pandemic is behind us and people are choosing to work from home.”

Is there a difference between a visionary and a leader in an organization? If you posed the question to a C-suite professional who’s led by a so-called “visionary leader,” they might say that a visionary and a leader are one in the same; any individual can exhibit both qualities. While this is certainly true, those gifted with both vision and discipline are rare, and they’re often more well known for being controversial figures.

In this article, we’ll take a closer look at modern-day examples of both visionaries and leaders, along with some dynamic duos. We’ll also discuss some of the key differences between the two types of executives and their personalities. Recognizing both the differences and similarities can help you better understand the leadership dynamics at play in your own organization.

Visionary Leaders

Visionaries are exceptional creative forces who bring forward ideas to change the world. They see the potential of what could be, rather than what is. They are creators, inventors, and often entrepreneurs. While they’re undoubtedly talented, they are often perceived as idiosyncratic or capricious.

Take, for instance, Steve Jobs. It’s been well documented that he could be dictatorial, difficult, and even mean-spirited. However, Jobs had a clear vision, a passion for Apple, and the competence and magnetism that was needed to  inspire trust in a brand that frequently bucked convention. Ultimately it was Jobs’s creative vision that allowed him to return to his role as Apple CEO in 1997 after departing the company in 1985.

Visionaries can be prone to making unilateral decisions, sometimes lacking empathy for how those decisions may impact others in the organization. For instance, in 2018, Elon Musk tweeted that he was considering taking Tesla private. His hasty action resulted in a public relations and legal nightmare for the company. Musk followed that up with an appearance on a podcast, in which he smoked a cigar consisting of tobacco laced with cannabis and spoke about recreational drug use. The incident fueled rumors about his unstable behavior and resulted in a drop of Tesla’s stock price. Given the enormous success and innovation of Tesla and SpaceX, it may be going too far to call Elon Musk’s leadership style “failed leadership,” but it’s impossible to deny that his unilateral approach occasionally hurts Tesla’s position.

Then there’s Mark Zuckerberg, who remains chairman, CEO, and controlling shareholder of Facebook, the company he launched in his Harvard dorm room in 2004. While he’s a passionate creative, Zuckerberg is also able to recognize his weaknesses alongside his strengths. A great example of his approach is the hiring of COO Sheryl Sanderg, who brings balance to the organization with her disciplined ability to execute on Zuckerberg’s vision. Facebook has seen its share of ups and downs and controversies in recent years, but Sandberg remains Zuckerberg’s loyal teammate who drives stability in the turbulent social media landscape.

As evident in these examples, visionaries are often colorful personalities who are put in leadership positions because they are the inventors; however, their leadership and execution skills are not always aligned with what an organization needs to sustain stable growth. This is an important takeaway for your own organization. Not every company is inventing new social media platforms or commercial space rockets, but every market-leading company needs innovation alongside the ability to execute creative ideas. By definition, companies that lean on formula and tradition can only ever achieve moderate standings in their industry–they will never lead it. But the companies who are subject to the whims of the difficult genius also suffer for it due to a lack of execution. For execution expertise, look to leaders who can share a creative vision.

Leaders vs. Visionaries

It’s one thing to create something knowing that it has the potential to change the world, but it’s another thing entirely to ensure the quality and sustainability needed to deliver it. Leaders don’t have to be crazy risk takers when they are put in charge of generational, time-tested brands. Rather, they need to stay aligned with the company’s overall vision, motivate key teams, and bring quality to the innovative products that are created. Leaders get things done by inspiring and exciting others, and they understand the organizational skills that are needed to implement great ideas.

Mary Barra, CEO of General Motors, has not reinvented the wheel or the car. She rose through the ranks of this well-established company and exhibited incredible work ethic in every role. As CEO, she stays up to date on all new developments, and her oversight of innovative teams has allowed GM to take on new challenges successfully. A colleague noted her “consensus approach”, and she’s been known to conduct town hall meetings to seek input on projects. Overall, Barra exhibits a leader’s empathetic qualities and creates an inclusive environment where employees can voice their opinions.

Another example of iconic brand leadership is Roy Disney. His younger brother Walt was the creative visionary and a great business man in his own right, but Roy is credited for being the financial genius behind The Walt Disney Co. He had excellent people skills, and was reportedly able to read a personality with a mastery that paralleled Walt’s ability to assign personalities to cartoons. In 1945, he succeeded Walt as President to relieve him of administrative responsibilities, and later postponed his own retirement to oversee the building of Disney World after Walt’s death.

Bridging the Ground Between Vision and Execution

Visionary leadership is widely considered the key to strategic change, reports Harvard Business Review (HBR). It’s not just about strategic direction, but inspiring others to embrace change and work hard to achieve it. HBR’s research has found that the positive impact of visionary leadership can break down when middle managers aren’t aligned with top management’s strategic vision. This can result in the impediment or failure of strategic change initiatives.

In its earliest days, the Disney vision was a lot to take in, from colorful characters in cutting-edge animated films to a theme park of magical proportions. Walt Disney was a once-in-a-generation visionary, but he relied on his brother Roy to share in his vision. Together, they built the team to execute a brand that defined a generation of children.

Similarly, Steve Jobs had the vision to create a compact device with “1000 songs in your pocket,” but he couldn’t execute it alone. He needed to surround himself with engineers and consumer marketing teams that believed in the product. Jobs also needed to be able to communicate and break down his ideas for other teams to understand. That quality applies to all visionaries. If you can’t communicate ideas to at least one other leader who can help translate them, innovation will stall and the company will not move forward.

Visionaries and leaders also need to share a healthy dose of optimism. They need to believe in the opportunity to create and remain optimistic that consumers will embrace new ideas and products. Companies that have an ample supply and adequate balance of shared vision with communication, optimism, and execution are well positioned for success.

With election season upon us many are watching to see what happens in California with Proposition 15, also known as split-roll. The measure increases funding for schools, community colleges and local government by changing the property tax assessments structure originally set by Proposition 13 in 1978. Residential, agricultural and smaller commercial or industrial property owners would be exempt but all owners of commercial and industrial property with a combined value over $3 million would potentially find themselves with huge property tax bills should Proposition 15 pass in November. The state of California believes that there will be a net increase in annual property tax revenues totaling between $7.5 and $12 billion per year. The potential impact to business and to occupiers, is tremendous.

A little background

Proposition 13 passed in 1978 and assessed ALL commercial and residential properties at the 1976 purchase price with annual increases capped at 2% per year. It prevents reassessment of a new base year property tax value except in the case of (1) A change in ownership or (2) completion of new construction, at which time it reassess value to the that current year but still caps the increases of assessed value at 2% per year moving forward. This means that if a property has not been sold, or nothing new has been built on it, the assessed value is 1976 market rates + 2% capped increase per year.


Here is an example to provide clarity on financial impact:

  • Under Proposition 13 TransAmerica Pyramid in SF had an assessed value of roughly $252,000,000 in 2018 and a tax burden of around $2,930,603
  • In 2019 the value increased only 2% to around $257,000,000 with a tax burden roughly $3,085,464.
  • This is an increase of $154,861 from 2018 to 2019. If you are a tenant in the building leasing 10,000 SF, the increase in your tax burden from 2018 to 2019 is $3,097. Not unbearable….
  • TransAmerica Pyramid actually sold during the pandemic (at a significantly discounted rate) for $909.70/SF x 501,458 SF = a new assessed value of $456,176,343. For ease and clarity we are going to assume 2020 as a full tax year rather than partial for this property.
  • So the value jumps from around $257,000,000 (2019) to $456,176,343 (2020); tax burden increases from $3,085,464 (2019) to $5,383,444 (2020) an increase of $2,297,837 in one year!
  • The same tenant with 10,000 SF of space in TransAmerica Pyramid will see their tax burden increase a by $45,958 from 2019 to 2020.

Another example from one of our team’s client Ontario, California with a 103K SF warehouse lease:

  • Real Estate Taxes 2018 equaled $98,962
  • Real Estate Taxes 2019 equaled $99,813
  • Property was sold October 2019 and new tax burden for the 2020 tax year is projected to be $180,423 (an 81% change from 2019), all of which falls on client because they occupy the building in entirety.

How Proposition 15 ties in

It gets even more complicated with Proposition 15, if passed, it will bring all commercial and industrial properties up to date on market value. It’s on the November ballot in California, and it could pass.

Proposition 15, also known as split-roll, will not affect residential real estate. Residential real estate will remain untouched and will not be reassessed unless it changes owners or a new structure is built on the property.

However, all commercial and industrial real estate properties will be reassessed under Proposition 15 and be based on its current market value (thus the term split-roll). Meaning if a building has not changed ownership in the past several years, those properties will see market value skyrocket like in the above examples, should Proposition 15 pass. This obviously won’t happen immediately and reassessment will be phased in between 2022 – 2025, but companies with larger holdings and bigger footprints are scheduled to be reassessed first.

The kicker is that unless a cap on OPEX or the so-called “Proposition 13 Protection” was negotiated at lease inception, tenants have no recourse. Many landlords won’t consider either because it makes it more difficult to find a buyer, should they want to sell. So if we have clients in California who did not negotiate either of these into their lease, you might make them aware of what could happen to their property taxes should the building in which they are leasing space sells, or if Proposition 15 passes in November. Moving forward, when negotiating leases in California you should keep this in mind, both educating the client and negotiating caps on OPEX if possible.

Any client with a lease in California is at risk should the property they occupy be sold during their tenancy, or if Prop 15 passes, and a tax analysis should be completed to see if their business is susceptible to a potentially significant increase in property taxes.

“A clear vision, backed by definite plans, gives you a tremendous feeling of confidence and personal power.” – Brian Tracy

From Brian Tracy to Tony Robbins to Napoleon Hill, nearly every great personal-development coach will tell you that the most successful individuals rise in life due to their outstanding propensity for planning.

Although the future is always unknown, planning at least gives us the opportunity to anticipate what is to come so that we are always ready to make the most of each moment, thus maximizing our efficiency. By thinking ahead, we are also able to get ahead, which gives us a strong competitive advantage in the market.

With this in mind, it’s clear that every ambitious organization should make planning a priority. While most businesses emphasize planning in the short term, few take the time to truly consider and implement long term goals.

One of the most important ways to prepare for the future is through succession planning, a process that ensures your next generation of leaders are capable and that their transition into power is seamless.

Although it can be difficult to think about the future when there are so many pressing needs in the present, there are many compelling reasons to start succession planning early.

The Importance of Succession Planning

Inevitably, every CEO will leave their company eventually. But even with this knowledge, a recent study revealed that only 54% of boards are training a specific successor, and nearly 39% have no viable internal candidate to promote when the situation arises.

This lack of preparedness can come at a big cost. In fact, large companies that undergo forced succession lose an average of $122 billion in market value. Furthermore, the longer it takes a company to find a new CEO during a succession crisis, the worse that the company performs compared to its peers.

When it comes to succession for family businesses, the outlooks are even worse. Over 80% of family businesses have no succession plan in place, which leads around 70% of family-run businesses to fail or be sold before the second generation takes over

It’s easy to see that through proper succession planning, an organization can easily get ahead in the marketplace. For that reason, it’s imperative for all companies to make succession planning a priority if they hope to stand out.

How to Plan for Leadership Succession

If managed properly, succession planning can be broken into small, easy tasks that will save you time and stress in the future. This process should typically start at least one year prior to the day that your incumbent executive plans to leave.

Although every company is different, there are some general guidelines for succession that your organization can follow.

Find the Right Advisors

Succession planning can be a complex and intricate process that requires taking an objective look at a company. For that reason, it’s important that organizations employ outside consultants as they prepare to take on their next generation of leaders.

This need for advisors is especially prevalent in family-run businesses, who often have a harder time analyzing their needs objectively due to internal politics driven by close family ties.

These advisors can come in the form of a board of directors or an executive search firm who can provide clear advice that is tailored to your unique needs.

Establish a Vision

After securing trusted advisors, they will be able to help you review your business’ performance in the past and present. Throughout this process, your advisors can also help you to take stock of your team, looking at each employee’s strengths and weaknesses.

Based on this analysis, you will understand the ideal qualities and core competencies that are required to drive your organization towards greater success. Together with your advisors, you will be able to put together a realistic vision of your ideal leader.

Communicate Your Plan

Once you know what you’re looking for, it’s best to inform your staff that you’ve initiated the search for a successor. This will serve two key purposes: first, it keeps your employees in the loop so that their questions or concerns about the process can be addressed. Second, it gives members of the staff the chance to step up to train for the position themselves.

Promoting from within is typically better than hiring externally. This is because internal hires are more able to seamlessly preserve the corporate culture. They will also be more familiar with how the incumbent ran the business, and thus be more capable of emulating their leadership style, making the transition less jarring.

Hiring externally has its perks as well, such as providing the opportunity to invite new ideas, perspectives, and approaches into the organizational culture. Throughout the entire process of searching for new employees, an executive search firm can be of great assistance.

Onboarding the Next Generation of Leadership

After you’ve informed your staff and initiated your search for candidates who complement your existing core capacities while also meeting your needs, you’re ready to start an in-depth interview process to ensure that you make the right choice

After selecting a candidate, a lengthy onboarding process should be carried out in order to ensure a seamless leadership transition. During this process, the candidate should spend a few months shadowing and assisting the incumbent executive so that they learn the ropes in a hands-on, experiential way. If this grace period is given, the candidate will be able to hit the ground running at full speed as soon as the incumbent officially leaves.

Success for Generations to Come

Even though succession planning can seem like a big responsibility amidst an already packed corporate schedule, partnering with us can ensure that business runs as usual when the inevitable leadership change occurs. We wish you a seamless succession process!

Follow Executives Unlimited on LinkedIn for updates & news in the recruiting world, career tips for Executives and more.

This blog was originally drafted by Executives Unlimited.

Executives Unlimited serves a global roster of clients ranging from entrepreneurial middle market companies to billion-dollar multinational corporations, both publicly and privately held, as well as nonprofits.

With offices in California, Utah, New Jersey and Connecticut, Executives Unlimited provides clients with a nationwide perspective of well-qualified candidates for upper management positions including Presidents, Vice Presidents, Chief Executive Officers, Chief Financial Officers, Chief Operational Officers, Directors, General Managers, and Interim Executives.

On July 17, 2020 the US Department of Labor issued new optional Family and Medical Leave Act (FMLA) forms. The […]

For a webinar by the author on this topic, click here: Cresa Webinar: Workplace 2.0

As companies emerge from the mandated work from home environment, they will begin asking questions such as, “How do we get our employees back to the office and keep them safe?” and “How will we reduce costs in a challenging economic environment?” But perhaps the most interesting question is, “What lessons did we learn about remote work?” The circumstances caused by the health crisis smashed the work-from-anywhere barrier. Now, the question is “How do we take advantage of the opportunity to re-think our workspace and the ability to work at the best location to maximize productivity, talent and financial return?” 

Working from home is not a new concept. Before the health crisis, many employees already worked from home and, as a result, were more productive. A Stanford study reported a 13% increase in productivity from telecommuters. Given the current success many companies are experiencing with remote work, it is not surprising that a March 2020 Gartner survey of 317 CFOs showed that nearly 1 in 5 respondents expect that 20% of their employees will work from home going forward.

What does that mean for the design and location of the future Workspace? The old model of a successful Workplace was built on 4 key elements: Talent, Culture, Technology and Physical Space.

The Future - New Paradigm

It is the 4th element that has exploded. The workplace is no longer a single, shared location, focused on the interior design. The fourth element can now be defined as:

BOTH the design of the office space AND the best location (home/office/other) – to maximize productivity, talent and financial return.

All the other elements of a successful workplace are still relevant but viewed through a new lens. The workplace has been transformed into a network of flexible, convenient and on-demand spaces that leverage technologies to allow freedom-of-movement and purposeful collaboration.


The new paradigm combines the concept of physical space with purposeful methods of collaboration – whether in-person collaboration or through digital mediums. We call this new paradigm Workplace 2.0 .

How do you apply Workplace 2.0? It all starts with culture. There must be a culture that is open to a new way of working that contemplates a fresh view of Work from Anywhere. Under the umbrella of culture, some of the key business drivers to consider include operations, human resources, and finance.

How to Think About Workplace 2.0

1. Operations — Finding ways to drive value and performance: You need to decide what types of jobs are best suited for remote work and when employees need to be in the office. You may need to reconfigure your office space and take proper security measures with employees using personal computers. 

2. Human Resources — Finding ways to drive culture and morale: How will you determine who is best suited to work from home? Are these the people who work best independently and have the necessary resources to get the job done? Managers will need to communicate larger company goals so that remote workers can make unsupervised, independent decisions. They may also need to shift communication venues, such as going from email to instant messaging. It is important to set expectations from the beginning, to avoid misunderstandings.

3. Finance — Finding ways to save money, make money, and drive better employee/customer satisfaction

a. Workplace Design: Reducing the number of fixtures, furniture, and equipment needed within your space can lower costs.

b. Employee & Customer Satisfaction: Happier employees are more likely to stay at a company, which therefore reduces employee turnover. This saves you money in the long run by not having to rehire and train employees. Satisfied employees also drive a better customer experience, that leads to retaining customers, reducing customer acquisition costs, and increasing the lifetime value of the customer. 

c. Real Estate: Perhaps the greatest cost savings tool is to reduce the amount of space you lease. Depending on the amount of space each person occupies and the rental rate, savings can range between $3,000 and $10,000 per remote employee per year. 

The dropping of the cultural barrier has provided a significant opportunity to maximize productivity, talent attraction and retention, and financial results. The next step is to think through an Evaluation Process and create a strategy for your organization utilizing four steps: Discovery, Analysis and Planning, Implementation, and Managing.

Evaluation Process, Workplace 2.0.

1. Discovery: Create a team that has ownership of the process. The team will evaluate the current environment and define specific goals that are measurable and accomplishable.

2. Analysis & Planning: Develop management and training plans, as well as an overall blueprint that outlines the entire initiative. The blueprint should include justification, that is the business case for why you are making the change. 

3. Implementation: Roll out policies and procedures, compliance issues, and evaluate the technology and infrastructure that facilitates the “Work from Anywhere” strategy.

4. Managing: Reporting analytics, ongoing support for the program, and managed services for some of the technologies you’ve implemented.

The cultural barrier to “Work from Anywhere” has been torn down, changing the way that we work and opening doors to new opportunities. This demands a new view of the workplace –Workplace 2.0™. Start with a mindset that “Work from Anywhere” is possible and ask yourself “What is our new Workplace 2.0™ strategy that will maximize productivity, talent, and financial return?”

The blog was originally posted by our friends at Cresa the world’s most trusted occupier-centric commercial real estate firm.

Jason Jones leads Cresa’s technology and telecommunications advisory service line, Cresa C3.

Whether you are marketing a part of your office space for sublease, selling your building or aiming to recruit and retain top talent by showcasing your work environment, the look and feel of your office matters. Despite the inevitable paradigm shift that we’ve experience as a result of the COVID-19 pandemic, for most industries, there is still a need for some version of commercial office space.

In any of these situations it is important to properly market your space through use of diverse multimedia. One way to do this is through video marketing. For example, for a sublease opportunity, a virtual tour of the space can be a great way to showcase the space to potential tenants to gauge interest without them even having to physically go into the space. This is especially helpful during the COVID-19 world we are living in where we continue to practice social distancing. Time and again, video has proven to be a valuable marketing tool because of its interactive nature.

Here are some things to keep in mind when creating a successful virtual tour video of your space:

Tidy Up

Decluttering and cleaning up your space is one of the best things you can do to really make it shine. Simple things like having clean desk surfaces, wire management and making office chairs in the conference rooms are at the same height and aligned with each other makes a huge difference.

Set the Scene

  • Capture wide, establishing shots that show the exterior of the building and the surrounding area.
  • Show close-up detail shots that highlight the unique features of the building and office space. Consider classic attributes like hardwood floors, exposed brick, and high-quality furniture, as well as innovative aspects decor such as living green walls or cool art.
  • Create a buzz. Highlight the surrounding area, pointing out the cool restaurants, gyms, bars, cafés and attractive green space nearby.
  • If the main lobby for the building is appealing, get permission from the landlord/property manager to capture footage of the space. Additionally, if there are common amenities within the building like shared gyms, cafés or meeting spaces that show well, include those.
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Variety is Key

  • Open the video with wider establishing shots, then focus on the specific details.
  • Utilize long Glidecam or gimbal shots to provide an immersive feel to the video. Any movement should be slow and subtle to ensure the viewer actually feels as if they are walking through the space.
  • Use locked tripod shots and simple panning shots to provide balance to the tracking shots, as there can be too much of a good thing.
  • Use the right lens for the job. A Zeiss Batis f/2.8 18mm strikes a nice balance of showing enough of the space without much distortion. Additionally, the lens features internal stabilization, providing a smooth result when combined with a Glidecam, and stabilizing in post-production if needed.

Seek out Unique, Cool, Legal/Licensed Music

  • Traditionally, royalty free music is pretty stale and uninspired. Websites like and are a great place to start your search.
  • Don’t just pick the first musical track you find and call it a day. Keep in mind that audio is 50% of video, and often times the first comment is positive feedback regarding the music. It can take a lengthy search to find the right track.

Use Titles to Highlight Interesting Space Features

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Mix in Aerials

  • Use a drone, the common name for a UAS (Unmanned Aircraft System). Be sure to use an insured, licensed professional with their Part 107 certification who is familiar with airspace restrictions. Anything within five nautical miles of Downtown Boston is in Class B airspace, which features tiered altitude ceilings and requires LAANC approval using an app like
  • Consider the location. A UAS is particularly helpful in suburban areas, as the altitude restrictions are more forgiving, and operations are more straightforward.

Short and Sweet

  • Time is of the essence. By keeping your video under two minutes, you’re more likely to hold the attention of your viewers until the tour’s end.

To demonstrate the quality of your space, it is vital to properly market your office through diverse multimedia. Whether it’s for an upcoming sublease or sale, or just to demonstrate your company’s value to potential talent, a virtual tour video serves as an innovative and interactive asset.

The blog was originally posted by our friends at Cresa the world’s most trusted occupier-centric commercial real estate firm.

Duncan Lake, a media production specialist on the marketing team, tells the stories of Cresa and its clients through high-quality video and photography. He holds a B.A. in Television and Video Production from Emerson College.

The California Consumer Privacy Act of 2018 (CCPA) gives California residents more control over their personal information that businesses collect about them. The CCPA took effect on January 1, 2020, and final regulations for the statute were approved on August 14, 2020. Enforcement of the CCPA by the California Office of the Attorney General has begun and affected business not in compliance can be fined up to $2,500 per violation or $7,500 for each “intentional” violation.

Who has to Comply with the CCPA?

For-profit businesses doing business in California that collect and control California residents’ personal information must comply with the CCPA if they meet one of three requirements: (1) have annual gross revenues more than $25 million; (2) possess the personal information of 50,000 or more consumers; or (3) earn more than half of its annual revenue from selling consumers’ personal information. For further information about affected employers, see our previous article on the CCPA.

Compliance Strategies to Minimize Enforcement Risk

Businesses required to comply with the CCPA should consider several actions to avoid the risk of enforcement by the attorney general’s office:

  • Update existing privacy policy with information on how, why, and what personal information is collected and processed
  • Update existing privacy policy with information on how users can request access, change, or erase their personal data
  • Introduce a method to verify the identity of the person making requests to access or change their data
  • Introduce a “Do Not Sell My Personal Information” link on their home page to allow users to prohibit the sale of their personal data
  • Obtain consent from minors 13-16 years old before selling their personal data and obtain consent from parents for minors younger than 13

Responding to Consumer Requests and Protecting Personal Data

As more and more companies shift to remote work and digital systems, compliance with the CCPA has become more critical, and for some, burdensome. Companies with limited resources that are struggling to create remote work policies and procedures inside the office are now faced with the challenge of managing data beyond the office. It is important to note that under the CCPA, the California attorney general can also take enforcement action against a business for failing to respond to consumer requests to view or delete personal information, as well as for an unauthorized sale of a consumer’s personal information (or sharing of that data).

Avoiding these compliance pitfalls may require using artificial intelligence and implementing digital tools. Here’s how companies can adapt to CCPA requirements.

Look to analytics and automation technologies to meet consumer and auditor requests efficiently and affordably. Under the CCPA, consumers may request a copy of the data categories being gathered or for their data to be deleted. This is where digital solutions can come in handy. Virtual assistants can help employees ensure that requests are addressed by identifying which consumers have a higher compliance risk and placing them into an automated workflow. Furthermore, analytic tools can make it possible to identify all requests mentioning certain key words, such as “CCPA,” “personal information,” “remove,” or “disclose.” Such tools can ensure efficient and reliable compliance with consumer or auditor requests.

Ensure that third-party partners who collect consumer data are compliant with CCPA requirements. For companies that fail to store consumer data in one central location, they may find it harder to comply with CCPA regulations. Such companies often give third-party providers access to consumer data. In these scenarios, companies should make sure that the third-party providers themselves are compliant with the CCPA.

During these times especially, the CCPA has taken on a new urgency and this is probably just the beginning of the era of consumer data protection.

Many businesses are in the throes of re-evaluating their real estate needs as they weigh the cost of their space against the rapid rise of remote work culture. While many are opting to sublease, those that are choosing to maintain offices are looking for ways to take pressure off their balance sheets and ride out the downturn.

Strategies for the Current Market

Second quarter market data and early third quarter activity show signs that tenants will have increased leverage with options like short-term leases and free rent. So now is a critical time to review your lease (or leases) and ensure your real estate portfolio is optimized to weather the storm. 

A forensic lease audit offers tenants the opportunity to identify errors and recover overcharges. Operating expense exclusions, incorrect accounting methodology, calendar vs. fiscal year taxes and incorrect sublandlord billings are examples of common errors that can have impact on a tenant’s business. The COVID-19 pandemic may also give tenants the opportunity to challenge common area maintenance (CAM) charges or improper gross-up calculations based on unoccupied offices.

For businesses with a multi-location real estate portfolio, lease administration and strategic planning services can help businesses visualize their full portfolio to ensure that critical dates aren’t missed in strategic planning, monthly rent schedules are planned properly and that landlords and occupiers are in compliance. These services not only take the stress off of in-house teams, they can uncover hidden costs.

Navigating with an Unbiased Advocate

Occupiers who hire tenant-only advisors benefit from certain strategic advantages in lease negotiations. Because these advisors are not bound by any obligations to a landlord, they are positioned to negotiate more aggressively. How? They keep your desired outcome completely confidential, offer unbiased opinions on your situation and can leverage competitive offers from multiple landlords. All of this gives the tenant maximum leverage in negotiations, resulting in a real estate strategy that better supports your business.

The blog was originally posted by our friends as Cresa the world’s most trusted occupier-centric commercial real estate firm.

Nick Markel is currently supporting occupiers on lease advisory and workplace strategy services. Contact him for more information. For thought-starters on negotiation points as occupier leverage increases, download our guide.

Question marks can create conflict. Organizations that were previously comfortable with their seemingly solid plans for personnel engagement and conflict resolution have learned the hard way that most humans do not thrive in chaos or uncertainty.

Morale is at rock bottom for many as the pandemic drags on and even the companies that enjoyed great synergy prior to the onset of COVID-19 are finding that they struggle to lead when they don’t have any answers to give.

The problem is that executive leadership and HR prepared all of the contingencies, strategies, and mission statements to address future personnel crises when things were calm and conditions were ideal. As they say, no battle plan survives contact with the enemy.

Many companies are being rocked by layoffs and downsizing. Some sectors are collapsing altogether, and an unprecedented glut of candidates around the world will be looking for employment at the same time, as detailed in a recent article by Harvard Business Review.

As globalization recedes, at least temporarily, companies are revisiting their international growth plans while workers reconsider their personal purpose and priorities.

The recovery phase post-pandemic will shift candidates’ geographic and work preferences. The number of available candidates is growing, and company leadership is thinking ahead to post-crisis recovery hiring. For some companies, this will be an opportunity to reorganize and restructure. Although growth begins with getting the right people in the right roles, the economic uncertainty of the situation is eroding risk tolerance and long-term planning. 

As leadership inevitably rearranges in the recovery stages, the addition of new authoritative voices may eventually lead to internal conflict over the best way to proceed. That conflict could be further destabilizing for vulnerable companies, especially those which only react to crisis rather than prepare themselves to thrive. 

The organization’s visionaries, the individuals who lead the creative direction of the company, may be pushing to innovate at a faster rate than the operational leaders, who are tasked with motivating key teams and making sure changes are executed on the ground. 

When strong personalities with different priorities collide, the resulting uncertainty and ambiguity are a recipe for conflict. If you’re a C-suite or top management professional thinking ahead to growth, it’s crucial that you value  the power of personal dynamics within your own organization. 

An earlier article explored the differences and similarities between visionaries and leaders in organizations. Understanding the intricacies of each role is the first step to fruitful collaboration between all parties.  In this article, we’ll dive deeper into some specific ways to foster collaboration, instead of competition, between two distinct types of leaders.

Utilize Non-Hierarchical Skill Sets

It’s important that leadership recognize and respect different, yet complementary, non-hierarchical skill sets. Not everyone has the creative depth to brainstorm new product innovations or carve markets out of hypotheticals. Not everyone has the organizational and empathic skills needed to tackle the five dimensional chess  game of day-to-day operations. A company with a deep bench of talent should have executives that align with a shared vision, can develop executional strategies, and get teams motivated to meet milestones and goals.

According to best-selling author and motivational speaker Simon Sinek, most people are either “why” or “how” types, and the best business teams are a balance of both. “Why are the visionaries, the ones with the overactive imaginations,” Sinek writes in his book “Start With Why”. “They tend to be optimists who believe that all the things they imagine can actually be accomplished.” 

Sinek describes Apple Co-Founder Steve Jobs as a “why” type, and Co-Founder Steve Wozniak as a “how” type. “If you get really insecure about figuring out all the details, and it really makes you uncomfortable, you’re probably a ‘why’ type. If you get really insecure that you don’t have big ideas every day, you’re probably a ‘how’ type,” Sinek explains.

The important thing to remember is that one type is not superior to the other; each relies on the other. Each member of the executive suite must find someone who complements their skill set. This dynamic was at play in the early days of Apple.

“Steve Jobs was the rebel’s evangelist, but Steve Wozniak is the engineer who made Apple work. Jobs had the vision, Woz had the goods,” Sinek writes. “It is the partnership of a vision of the future and the talent to get it done that makes an organization great.”

Of course, Wozniak left Apple in 1985 because he reportedly longed for the early days when he could focus more on product development in small teams and less on corporate division management. Companies change in size and mission, which is why it’s important to define key roles and put people in positions that truly utilize their skill sets.

Define Roles: Who Does What Around Here, Exactly?

When roles aren’t clearly defined, the organization can find itself in a precarious state. If you’ve watched the 2010 film “The Social Network” about the founding of Facebook, you may recall the scene when Co-Founder Eduardo Saverin angrily breaks Mark Zuckerberg’s laptop after learning that his stake in the company has been diminished substantially. The scene may have been dramatized, but the background is true. Zuckerberg created a new company to acquire the old company, and then distributed new shares to dilute Saverin’s stake. Through the reallocation, Zuckerberg was able to fire his co-founder.

Although Zuckerberg is portrayed as somewhat of a villain in “The Social Network,” he reportedly struggled to get Saverin’s attention on key matters and to get him to make a decision. Zuckerberg, the CEO, wanted to fire Saverin, the CFO and business manager, because he needed to run every decision past him, which was stalling growth. He eventually replaced Saverin with COO Sean Parker, who was able to raise funding the company desperately needed to grow.

Many quickly growing companies don’t have the luxury of starting with a detailed organization design that’s built to scale, and some reach a point where they need a reset or redesign. There are myriad advantages to proactively designing a company structure that best suits your people, including increased efficiency, faster decision-making, improving the quality of goods and services, and motivating teams. Company structure and communication go hand in hand. 

Fostering Bilingual Communication Between Eclectic Speakers

Communication styles can differ between visionaries and leaders, but there needs to be a foundation and commitment to keep the lines open. This is especially crucial during the current crisis, as priorities continue to shift and organizations continue to pivot. McKinsey identifies five things superior crisis communicators do well: 

  1. Give people what they need, when they need it 
  2. Communicate clearly, simply, and frequently 
  3. Choose candor over charisma 
  4. Revitalize resilience 
  5. Distill meaning from chaos

A great communicator – either in a time of crisis or not— also prioritizes listening and exercising empathy. Listening has a rippling effect. Visionary leaders can’t understand the challenges of executing their ideas without listening to organization leaders and organization leaders can’t know the challenges of their employees without listening to their concerns. Open, honest communication should be a high priority for any individual you hire. 

This is your moment to raise the bar on your company leadership. Harvard Business School analyzed 4,700 companies across the last three recessions, and discovered that 9% were able to come out in much better positions than they entered because their focus was “progressive.” They had to cut back, but were extremely selective about how they went about it, and they continued to make strategic investments. It wasn’t an either-or choice between hiring or downsizing; they embraced an “and” approach. They understood that they could do both smartly.

Here are 3 key hiring takeaways supported by research

  1. Ask your top leaders to identify three to five great players they would have liked to have hired in the past few years and check in with those individuals.
  2. Approach the remote interviewing and reference checking process with as much rigor as an in-person process.
  3. Go above and beyond to motivate the best candidates.