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Hi, I'm your host, Kevin Eikenberry,
and usually these episodes are about me

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sharing a short piece of information
with you or bringing on a guest.

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But for the next six weeks, as a part
of this very special series called

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The Evolving Workplace, I'll be handing
the mic over to Wayne Trammell.

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Wayne's been my coauthor of the long
distance leader, twice

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the long distance
teammate in the long distance team,

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and he's been the host of an ongoing
podcast called

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Long Distance Work Life Podcast,
which has just come to a close,

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although all those episodes are worth
your time,

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go to Long Distance worklife.com
to learn more.

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In this series,
Wayne will give new context

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and new ideas for us
as leaders to understand

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the evolving workplace and how we can lead
our organizations and teams through it.

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I hope you will enjoy
all of these episodes in the series,

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and I hope you'll continue
to enjoy everything else we bring you

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on the Remarkable Leadership Podcast,
and now here's Wayne.

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Hi everybody.

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We're now

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a master trainer and the subject matter

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expert on the evolving workplace
for the Kevin Aitken Barry Group.

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And this is the fourth of our six part

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podcast series on the evolving workplace.

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We started with some context, right?

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Episode one was how did we get here?

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Episode two is the world

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is kind of divided between remote, hybrid
and in office.

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Last episode
we talked about the technology trends

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that we're all going to run into
in the next five years.

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And now we want to answer, so what?

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So this episode will be about
so what does this mean

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at an organizational level?

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Next time we'll look at
what does it mean for individuals.

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And then the last episode will be
what does this mean for leaders.

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All right.

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So what are the choices that organizations
are going to have to make

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in the next five years or so?

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To stay ahead of the competition,
to serve their customers,

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to stay in business in some cases.

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And I want to look at

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kind of all of this.

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Here are five trends that I think are
going to happen, in the next little bit.

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The first and stop me
if you're sick of this already

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is the use and increased power of AI.

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It's happening now.

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The famous and wildly overused
William Burke's quote.

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The future is here.

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It just isn't evenly distributed yet

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is more true than it's ever been.

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And also it's a little bit restrictive

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because it presumes
that we're all chasing each other's tails.

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But AI is going to be

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a huge part of any decision maker

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making that organizations are going
forward.

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I'm not being alarmist, but, you know,
we've already interacted with chat bots.

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We may think that Dwane,
that customer service is a live person.

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He probably probably isn't.

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But this is going to

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change the very structure
of what companies work like.

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We've talked before

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about how the fact that in 1990,

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somewhere between 6
and 7% of the workforce was in admin,

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secretarial jobs, jobs,
we don't even call them that anymore.

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But 6 to 7% of the workforce,
that's around seven,

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8 million
people were employed in jobs that

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to a great degree don't exist.

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I mean, less than 2% of the workforce
is now labeled

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as admin or secretarial.

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And even then,

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the jobs
that those people do are very different

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than when my mom was a secretary
back in the day.

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Another example.

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And this is important
because it's more recent

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and we can get our heads around
this one is the concept of bank tellers.

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If you look at the raw

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data, the number of people employed
as bank

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tellers has dropped about 60%
since the introduction of the ATM.

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Banks are opening

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new branches,
and if they are, they are smaller,

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and they are designed to serve

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largely older people, poorer people,

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people
who maybe aren't technologically savvy.

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And the role of the teller
itself is very, very different.

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If you look at what a bank teller does

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now, as opposed to what they did
ten years ago.

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Bank tellers
never used to be allowed to open accounts.

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You had to go to a camera
opening specialist.

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Well, now you can do that on the counter.

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If you've ever had to replace an ATM card

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and had them knock one out
right at the desk.

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You know that it's a very different world.

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And so the role of a bank teller,
just as an example, has wildly changed.

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The people who work in customer service
facing roles are filling

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largely what those roles used to be.

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And, and

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this has an impact on things
like productivity.

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Individual people handle much

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more productive interactions.

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The actual productivity of any per person
has skyrocketed, despite the fact

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that apparently humans are lazy
and easily replaced.

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But you don't need to perform
the simple tasks.

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I will do that.

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But there are going to be roles for humans
that look very different.

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Similar change happened after
the introduction of the PC and laptops,

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and some of you listening to
this will understand.

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You know.

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The reason that the number

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of secretaries and admins
reduced was suddenly people were able

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to handle their own course, bond
and build their own presentations,

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do their own, invoicing, for example,

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because it's all automated.

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And yet that took time from other
functions that people were supposed to do.

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So the average salesperson,
the average manager

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now does not only more work
than their person

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in the past in terms of number
of calls and all of that,

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but it's also

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they're doing the admin work
on top of the stuff that they're doing.

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So the productivity is way
more than it used to be.

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And the expectations of a salesperson
and are now so very,

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very different.

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What is your organization's business?

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What do the people in your organization do
and what will

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they be expected to do in the future?

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Are important questions that organizations

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need to figure out,
and the sooner the better.

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Of course.

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As is often

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the case, the people on the bleeding
edge of this are the sales department.

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Businesses do not exist unless somebody is
bringing in revenue, right?

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Well, the role of a salesperson is

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different than it's ever been.

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And knowing that

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reaching customers and interacting
with customers and what salespeople

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are expected to do with
their customers has changed dramatically.

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It used to be very simple.

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You were either inbound,
you sat by the phone and you took orders

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and you serviced your customers that way,
or you reached out.

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You did things like cold
calling and emails

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and mailing and visiting
and dropping by offices.

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And the problem is that with cell phones,
with people working from home,

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that kind of outreach

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largely doesn't work anymore. And,

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you know, people block their cell phones.

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When was the last time you made a phone
call and the person actually answered?

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Unless they were expecting you?

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Heck, if you're a parent,
you can't even get your own kid

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to answer the phone
and you're paying the phone bill, right?

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That culturally we don't

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pick up the phone.

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We don't check voicemails.

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We largely reject any email

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coming in that we don't recognize
the source from is spam.

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Well, if I'm an organization
trying to grow my business.

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These are challenges
that we're going to have to overcome.

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And some of this
AI is assisting some of this,

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helping us write more targeted,
more focused emails.

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Although there is some personal touch
that's being lost in that.

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But organizations
are going to have to adapt to new ways

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of reaching their customers
because the old ways, quite frankly,

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no matter how hard you work,
aren't effective anymore.

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And you
have to find people to do the work.

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The problem is,
if you eliminate a whole group of jobs,

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you know,
you eliminate 60% of the bank tellers

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and you still need to replace
existing bank tellers.

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But they're now doing very different jobs
than the people

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that were let go.

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Finding, employing and training

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good people is going to be more important

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than ever and also more difficult.

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The paradox is that there is no shortage
of human beings to do the job.

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If you look at the number of jobs

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versus the number of people
in the country, it shouldn't be a problem.

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The problem is,

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of course, that those people don't know
how to do the jobs that there are.

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And so this creates a couple of challenges
for organizations.

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It means that those people
who are trained and able to do

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the job are able to charge a premium.

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Salaries go way up for very specific.

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Employment categories.

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And what are the jobs

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that are left are not considered
terribly desirable.

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They don't pay a lot of money.

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If you look at retail, for example,
if you wonder why retail service

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isn't as great
as we imagine it used to be,

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and largely that's a figment
of your imagination, by the way.

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But if we consider that retail
and food service

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isn't as good as it used to be,
it could be that

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over half of the people
hired in those jobs quit every year.

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The turnover rate in retail, for example,

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is 60%.

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So that's a problem, right?

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Then we look at things like,
where are we going to work?

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Remote work mandates have large easily

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resulted in reduced headcount.

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Now some of that,
by the way, is intentional.

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We're thinking of, dropping
15% of our management staff if we

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use a go back
to work policy, you go back to the office

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policy, we're going to lose
about 15% of our people.

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That's no coincidence.

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Now, are you losing the right 15% of

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that headcount is a legitimate question.

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But this doesn't address

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some of the changes in public policy
that are going on.

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Think about challenges
to diversity, equity and inclusion.

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Think about back to work mandates
that are fairly arbitrary,

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but no less strict.

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You know, on one hand,
organizations are going to celebrate, hey,

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we don't have to invest money in people
that we don't want working for us

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anyway,
which is a strange way of looking at it.

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But you hear this all the time.

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It's going to cause a rise
in the cost of hiring certain people,

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especially in pools,

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that are largely ignored
or not accommodated.

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Employees, especially women,
visible minorities and the disabled,

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are likely going
to suffer in the upheaval.

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But all this talk about

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returning to the office
and going back to the norm,

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it's still going to cause a major upheaval

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in facilities, real estate
operating costs.

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Because what does a company really need?

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Even if you return to the office
and pretend like Covid never happened,

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and we go back to the blessed
before times,

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you may have fewer people
when you had before,

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if you have a hybrid workplace,
for example,

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Wednesday and Thursday,
you might need as much space

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as you ever had
because everybody is in the office,

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but you're still paying for office space
that people aren't in the other

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five days a week.

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How many people do we need on site?

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What facilities to those people need?

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Do we need assigned desks?

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Do we need assigned offices?

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Can we do hotels without causing
all kinds of major problems?

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Is the work designed so that people doing

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social, interactive, collaborative work

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can get that done while those needing
quiet and focus can do that.

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What the office is going to look
like is going to change,

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and everybody who renewed their office
leases lately

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or built space are going to find

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in the next five years that what they need
and what they have

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are probably not the same thing.

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This is really going to impact
collaboration,

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how people work together, how they,

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face the public.

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Since the idea of giant buildings
with our names on it

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are probably going to become more
and more impractical.

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So the nuts and bolts

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that we've kind of kicked down the road
by having everybody return to work

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is now a challenge that organizations
are going to have to face.

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Finally,

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and I have to be very careful here
because I have some

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very strong opinions on this
that may or may not match with yours,

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but whether you like it or not,

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we are about to enter a period
of increased consolidation.

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In times of uncertainty,
a lot of entrepreneurs

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say the heck with it.

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They retire, they close their businesses,

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others, sell to a bigger entity.

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And this creates fewer

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but larger organizations.

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Whether or not
the consolidation of entire industries in

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a few is a good idea
is for someone other than me to decide.

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But just as an example, if you think about
all the thousands of newspapers,

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radio stations, television stations
and streaming networks in the world,

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and then realize that in the US,

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90% of
those are in the hands of six companies,

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you understand
that this is going to have some impact.

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It's easy to say

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that organizations have to choose

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what they're going to do, that,

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you know,
just make a decision and move on.

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But it's not that easy
because organizations

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don't do anything.

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Organizations do not make decisions.

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Organizations do not take action.

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It's the people in those organizations

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that make those choices. So.

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This is going to require

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a whole new, not a new set of skills.

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We've always needed things
like resilience and good decision making,

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but we're going to have to actually build
and cultivate those skills

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in the next few years
so that the people leading

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organizations are making good decisions.

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Now, in upcoming episodes,
we're going to take this

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because just as how we got here
was context

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for this conversation,

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the challenges
that organizations are facing

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is context for what does this mean
for individual workers,

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and what does it mean for leaders
inside these organizations?

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So if these are the challenges
that organizations are facing,

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what it means for individual humans

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depends on satisfying these needs.

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So in future
episodes, we're going to examine that.

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If you haven't heard the previous
episodes of this podcast,

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please check them out at Remarkable

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podcast.com and

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we'll talk to you next week about what
all of these changes

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and all of these challenges
mean for individuals.

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In the meantime,
please check out Kevin eikenberry.com.

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We are at your service.

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If you have questions
about how we can help

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your organization tackle these challenges.

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Don't be shy.

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My name is Wayne Trammell.

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I'm Wayne at Kevin.

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I can bury com, and we'll hope to see you

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on the next episode
of The Evolving Workplace.