Q: When you’re approaching making workplace effectiveness improvements organizationally, what does it take to make sure everyone’s needs are being fulfilled?
I'm not gonna say negotiation. I would say, really good human skills. You know, are we aligned? What are you really trying to achieve? When you talk about what we're trying to achieve as a business? It allows us to objectify the process. It’s less about, ‘well, I want to be on the top floor because of us are better.’ What are we trying to achieve as a business?
I love what our company does. I've got the luxury of working for a company that saves lives. And it's actually really wonderful because it's very easy to reconnect people to the mission.
For example, years ago, I received a ping from an administrative assistant. She said, “My VP needs a sit-stand in her inner office, and it was rejected by your team.” I was like, Oh, that's interesting. Okay. Do you mind if I speak with the VP? Turns out the VP had just joined us from an edtech company where they didn't have assigned offices. She didn't love being in an office. And I said, Okay, and the reason we said no was because your admin was looking at a very customized situation.
We try not to customize, because we spend three to $5 million a year customizing offices, and then when you move to another role, we’ll spend another three to $5 million that year to put it back to standard. $5 million funds 1 to 2 clinical trials. How do we want to spend that money? And she's like, I am so with you. So not only am I like, we can go the standard, but also, frankly, can you come speak to my entire staff? And just give them that stat? I was like, yeah, no problem. So I recognize that, that's the gift that we have are so mission driven, that we can connect people to the mission and make sure we're spending funds wisely.