Hartford Business Journal

HARTFORDBUSINESS.COM | September 12, 2022 41 Editor's Take Other Voices HBJ puts spotlight on gubernatorial candidates A s we head into mid-Sep- tember, we're now less than two months away from an important election. Voters in Connecticut will head to the ballot box on Nov. 8, to choose candidates in local, state and federal races. Nationally, all eyes are on the midterm elections as Democrats try to safeguard control of the House and Senate. In Connecticut, the spot- light is on the gubernatorial race. In this week's issue, Hartford Business Journal kicks off its coverage of the race, which will include sit-down interviews with three candidates — Democratic Gov. Ned Lamont, GOP challenger Bob Stefanowski and Inde- pendent candidate Robert Hotaling — to discuss their plans to improve the state's economy and business climate. In a very polarized political envi- ronment, I thought it would be wise to explain our approach to the coverage. All three candidates were invited to HBJ's office for an hour-long, sit-down to discuss their plans and vision for the state, particularly when it comes to supporting economic growth and the business community. As of press time (Sept. 7), inter- views were completed with Lamont and Stefanowski, and scheduled with Hotaling. Lamont's story is the first to publish in this issue simply because his interview was conducted first. We are allocating two-and-a-half pages in print, and a little more space online, for stories on each candidate that touch on business and economic issues. We chose a Q&A story format to allow for a wide range of topics to be explored. The Q&As are being edited for length, clarity and accuracy. Candidates were asked both similar and dissimilar questions because they are in different positions. Lamont, having served in office for four years, has a track record to defend, while the other two candidates have policy visions and philosophies they need to share. Of course, all topics were focused on our core audience: the business community. Unlike some other media outlets in Connecticut, HBJ will continue its policy of not endorsing candidates. We believe that responsibility ought to be left to our readers and that a nonpar- tisan approach is best to maintain journalistic independence. In many ways, this year's race is similar to the one that took place in 2018, when Lamont defeated Stefanowski by a 49.4% to 46.2% margin, or about 44,000 votes. The most recent Quinnipiac Univer- sity poll on this year's race, conducted in May, gave Lamont an eight-point lead. Owning the advantage of incum- bency in a blue state, Lamont will be difficult to defeat. Connecticut last had a Republican governor in 2011, when M. Jodi Rell held office. The business community has never been shy about voicing its opinion on state government policy. Of course, the best way to get involved is to show up at the ballot box. Until it's time to cast a vote, we hope our coverage better informs you on where candidates stand on economic and business-related issues. Rethink your return-to-office plans — or risk losing top talent By Christopher Luise E very company has re-imag- ined the way it works. Remote work and virtual collaboration became the norm during the pandemic — and the IT industry was swamped helping organizations adapt. But now, many companies are anxious to have their employees return to their offices, full time or most of the time. ADNET Technolo- gies won't be one of those companies. When you force employees to return to the office, you're also forcing them to decide if your company is the right fit for them. Here's why we'll keep letting our team choose where they work. Culture is built by commit- ment to people, not places Throughout the pandemic, we onboarded new hires without ever meeting them in person — yet they said their onboarding experience made them truly feel like part of the team. That's a testament to our people, not our process or offices. Without a passionate team that cares about connection and belonging, it doesn't matter what technology you have or perks you offer. Put the right people in positions to help others succeed and encourage selfless behaviors. Developing a people-first culture helps hybrid work succeed. Find ways to facilitate real, authentic connection in virtual settings. Virtual events, happy hours and one-on-ones can be a great way to help people connect. Importantly, get feedback from your teams to shape a workplace that works for everyone. This will empower your entire team to work the way that's best for them, while preserving company culture and identity. Take corporate events, for example. Webinars and videos can replace some training and conferences. Keep scheduled meetings intentional to keep attendees focused, actively listening, and participating whether they attend from the office or virtually. Structure meetings to enable remote staff to have the same experience as those in the room. This can mean turning all cameras on, moderating the meeting to ensure people have a chance to speak or leveraging tools like chat. Social events should be offered on an opt-in basis where everyone is welcome, but no one is required to attend. It's great seeing peers outside the office, but it's important to let people choose what works for them. Trust boosts business outcomes If you have the technology to support remote work, and you're still requiring people to commute to an office daily (or an arbitrary number of days), I challenge you to reflect on the root of that policy. The problem is often a systemic lack of trust between management and employees. Management-con- trol measures only make things worse. Nothing says, "We trust you" less convincingly than, "We're monitoring you." Return-to-office mandates can also feel personal when they don't impact everyone equally. If you're requiring most team members to come in, but letting managers and executives have flexibility, it sends a bad message. When you trust people at all levels of your organization to do their jobs in their preferred locations, you'll see higher rates of productivity, engagement and positive business outcomes. Return to office risks can outweigh rewards According to research from Microsoft, "50% of leaders say their company already requires, or plans to require, full- time, in-person work in the year ahead." Given the success of work-from-any- where policies across many industries, that's a missed opportunity — and it creates significant turnover risks for employers. The same research shows "52% of Gen Z and Millennials are likely to consider changing employers this year, up 3% year-over-year." People are prioritizing their lives, fami- lies, health and happiness — as they should be. Ask yourself, is it worth losing dedicated employees, or demotivating them, just to have them sitting where you can see them? I don't think so. Growth, productivity fueled by modern workspaces The office used to be the place you went to get your work done. That isn't the case anymore. The modern office is an operational hub and cultural outpost. It's a space where your team can get together to collaborate or connect over coffee. It's a place to share with clients and the community. Modern offices should be built for purposeful human connection, not micromanagement. Spaces should easily adapt for different groups and uses, without siloed cubicles or indi- vidual offices that divide teams. It's also okay to eliminate underused relics of the past, like fax machines and even server rooms, if your technology is cloud-based. If it's not adding value to your office, it doesn't need to be there. Choose technology that supports how you work now and in the future, not the way you have historically. Workspaces are inseparably linked to company culture, so equip them for collaboration — both virtually and in person — and create dedicated areas for connection and relaxation, like lounges and coffee bars. Adding a private room that can be used for anything — recreation, medita- tion, prayer or privacy — is also a great option. If you let your space get too formal or outdated, people will want to stay home. Your decision to adapt to remote or hybrid work will impact your business outcomes. In addition to enhancing accessibility, diversity and inclusion, embracing flexibility and trusting people will result in employee retention, satis- faction and productivity. A mandatory return to office won't. Christopher Luise is the CEO of ADNET Technologies, a Rocky Hill- based IT management, cloud services and cybersecurity firm. Greg Bordonaro Christopher Luise

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