At The Argyll Club, we have over 30 flexible workspaces in London that can give your corporate business the temporary room it needs to bring your teams back together, safely. Finding a way to enable your teams to join together again, is critical as we move into this next chapter
The Argyll Club Blog
Published by sally.carter@t… | 25th February 2021
Published by michaela.wrede… | 25th February 2021
There has been a palpable change in the national mood since Boris Johnson’s announcement this week that we may return to restriction-free life from 21st June. While this positive burst of optimism is welcome, it conceals the longer-term unknown impact that the pandemic has had on our wellbeing.
It comes as little surprise that mental health problems have worsened across all age groups in the past year, and the third lockdown has been particularly harmful thus far due to struggles with job security, home schooling, caring responsibilities, bereavement and lockdown fatigue all being prolonged.
Published by michaela.wrede… | 18th February 2021
There is a famous quote by American author William Gibson, who said, ‘the future is already here – it’s just not very evenly distributed’. Never has that statement seemed more true than over the past year. We’ve seen an acceleration in the adoption of technology as consumers and businesses struggle to come to terms with virtual living and working, an effort described in one report by KPMG and Harvey Nash as a ‘huge and unprecedented spike in technology spending’.
In the workplace the initial challenge we have had to solve is one of virtual-to-virtual (V2V) communication, so that we may work together seamlessly while dispersed across the country.
Published by michaela.wrede… | 12th February 2021
Upside Down Management, the business philosophy centred around a culture of trust and autonomy, already had an increasing number of companies taking inspiration from it before COVID. One of the benefits of lockdown has been the opportunity to hold a large-scale experiment in the power and potential of this philosophy.
The originator of this way of thinking, retailer Sir John Timpson, described Upside Down Management as everyone having ‘the authority to find the best ways to do their jobs’ and in the words of current CEO James Timpson on its impact for the COVID era, ‘what I hope is that all businesses will recognise that the kinder, the more diverse and the less hierarchical they are, the more relevant they will be – and the more likely to succeed’. As the post-COVID business world shifts to a more hybrid workplace, combining face-to-face and virtual working, this philosophy of cultivating trust and autonomy will be central to corporate success.
Published by michaela.wrede… | 4th February 2021
It’s official: 11 months of working online is changing the way our brains function and our ability to work in teams. Neuroscientist David Eagleman tells us that due to our model of the world breaking down, our brains have been in a state of reconfiguration, forging new neural pathways to cope with our changed circumstances. Naturally, this affects how we function as teams. At its best, teamwork bonds us together, fosters innovation and improves efficiency. However, every driver of what makes a successful team, as defined by Tannenbaum and Salas in ‘Teams That Work’ (2020), has been challenged by the pandemic, affecting, for example, how we communicate and collaborate to how we coach one another and how motivated we feel as a result of our working conditions.
Published by michaela.wrede… | 28th January 2021
As the vaccine roll-out gathers pace, attention is gradually shifting to the horizon and what’s next for our cities. Alongside this week’s sombre milestone on COVID deaths, and news that 8% of Londoners have already left the capital, there is an emerging debate about whether the city will ultimately swing back to being a thriving centre for work or risk becoming a ‘Gotham City’, as Minister for London Paul Scully MP has warned, ‘deserted apart from those with the means to insulate themselves from infection, and those with no choice’. While it is true that London will be required to re-formulate itself into a safe, sustainable and technologically-enabled place to work, it is equally true that, to borrow from Mark Twain, reports of the death of London are greatly exaggerated.
Published by michaela.wrede… | 21st January 2021
In times of crisis we reach for nostalgia, looking back to periods when the world seemed a better place. In recent months a new wave of workplace nostalgia has crept into our psyche. Even the most humdrum aspects of life in the office have taken on positive qualities as we reminisce from our isolated home workstations. The stressful daily commute now seems like the ideal opportunity for a bit of ‘me time’. Catching the early morning train for a short client meeting on the other side of country now sounds like a delicious day out. We even miss the routine office birthday celebrations as yet another employee cuts a Colin the Caterpillar cake.
Published by michaela.wrede… | 12th January 2021
As we approach the first anniversary of lockdown, debate continues to rage on the pros and cons of working from home and how it affects our quality of life. While there has been much positive anecdotal evidence concerning the benefits of working from home, including articles this week advocating the joys of WFB (working from bed), the reality is that this social experiment is still in its early days and emerging on the horizon is a dark cloud of issues concerning employee quality of life and mental wellbeing that will threaten us in the forthcoming months.
Published by michaela.wrede… | 7th January 2021
As we all come to terms with the implications of a third national lockdown, cast your mind back to Spring last year when the novelty of working from home was still at its peak. One of the biggest benefits highlighted at the time was that remote working would herald the end of presenteeism, the practice of being present in the office for more hours than is required, as a means of impressing the boss or as a manifestation of job insecurity.
Published by michaela.wrede… | 17th December 2020
As agile working becomes more established, the role of the corporate headquarters is changing and the idea of the office as a clubhouse that reflects the corporate brand is gaining traction. Not least is this evidenced in research from CBRE, where every respondent to their global study of September this year believed that an office should be a place where a company reflects its brand and culture and provides space for employees to experience community and social interaction.