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How does a change leader know who to focus on to explain that the legitimate benefits of returning to the office outweigh the legitimate benefits of staying at home?

As the world—cautiously but inexorably—returns to the office, an inescapable concern is how to deal with those who don’t want to return.

That’s a fair question. Some people are going to oppose returning to the office versus working at home. That opposition is legitimate. It could be rooted in work-family balance, flexibility, commuting, workplace distractions, comfort, clothing, conformity, or a hundred other concerns.

But how are leaders to know who is going to resist?

Some employees will openly and adamantly oppose returning to work. Others will tepidly accept it but show outward signs of discontent, ranging from lateness to irascibility. Some are hesitant but willing, yet keep their opinions to themselves for fear of alienating their colleagues who protest the move. Others are happy to be back with colleagues, making that known far and wide. In most cases, though, there will not be evident signs.

Currently, 93% of the U.S. workforce is composed of three generations: baby boomers, Gen-Xers, and millennials.

Baby Boomers (born 1946–1964, 57 to 75 years of age)

  • Retiring at a rate of 10,000 per day
  • Inclined to seek contract work after retirement
  • Tend to be workaholics who get personal fulfillment from work

Gen Xers (born 1965–1980, 41 to 56 years of age)

  • Prefer independence and fewer rules
  • Seek to balance work and family
  • Want to communicate directly with leaders

Millennials (born 1981–1996, 25 to 40 years of age)

  • Take an entrepreneurial approach to work
  • Prefer direct communication and feedback
  • Want a social, friendly work environment

Read the complete Fast Company article BY JAMES R. BAILEY: https://www.fastcompany.com/90673558/this-is-how-each-generation-is-feeling-about-returning-to-the-office

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