Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
- Workplaces should prioritize human energy over short-term metrics, creating environments that inspire and engage employees for long-term growth.
- The move away from profit-centric models towards values that prioritize people and sustainability can create more meaningful work experiences.
- Rethinking office spaces as tools and embracing flexible work environments can enhance productivity and well-being.
This article is based on the Allwork.Space Future of Work Podcast episode featuring Josh Allan Dykstra, Founder & CEO of The Work Revolution. Click here to listen to the full episode.
What if work didn’t just drain people, but actually gave them energy?
Treating the workplace as a space that fuels people, rather than burns them out, is an untapped strategy that could reshape our entire approach to success.
Josh Allan Dykstra, Founder & CEO of The Work Revolution, who has been an influential voice in reshaping the future of work, recently joined the Allwork.Space Future of Work Podcast to discuss how.
His expertise in Human Energy™️ has led him to challenge traditional notions of leadership, workplace culture, and organizational structures. Through his lens, work should be a place that not only supports productivity but also nurtures the energy of those within it.
The Engagement Crisis in Modern Workplaces
One of the most troubling statistics Dykstra highlights is the persistent disengagement in workplaces. Gallup’s employee engagement metrics show that for decades, only a third of employees were truly engaged in their work.
“Ever since Gallup has started measuring it, it’s mostly been 2/3 of people are kind of meh about work, or worse,” Dykstra said during the podcast conversation. This widespread disengagement signals a deeper issue in how companies approach employee experience.
For Dykstra, this isn’t simply a matter of poor management but a failure to create workplaces that inspire employees.
“We’ve not actually done a very good job of creating institutional places for people, where they’re going to spend the majority of their waking adult lives doing things they’ve historically not been very motivated or inspired to do,” he said on our podcast.
Acknowledging this gap is the first step in transforming workplaces into spaces that actually energize people.
Short-Term Thinking and Its Long-Term Consequences
One of the key challenges in achieving meaningful change within organizations is the dominance of short-term thinking in business. This prevalent mindset is driven by the pressure to meet quarterly earnings and immediate financial goals.
Dykstra argues that this short-term focus creates a significant obstacle for companies that want to build sustainable, long-term success.
The business world, he explains, is currently operating within a system that encourages short-term action cycles and success metrics that are evaluated on a daily or quarterly basis. However, humans, as Dykstra points out, are inherently a long-term investment.
Unlike short-term financial goals, employee growth and development require patience and an environment that nurtures individuals over decades, not just a few months.
This tension between the immediate needs of a business and the long-term development of its workforce is a persistent challenge.
Leaders are often torn between maintaining the necessary pace of business operations and investing in human potential. Despite these challenges, Dykstra believes that with a shift in perspective, this tension can be resolved, leading to more energized and engaged employees who contribute to long-term organizational success.
Moving Beyond Profit-Centric Models
The traditional business model has long been fixated on maximizing shareholder value at all costs. Dykstra critiques this narrow view that the purpose of business is to maximize shareholder return.
This philosophy, he argues, has led companies down a path that doesn’t account for long-term sustainability or human well-being.
For Dykstra, the way forward requires a new kind of organizing story — one that places value on cooperation and humans flourishing, not just profit.
“We need a different kind of organizing story,” he proposes, advocating for a shift toward values that prioritize people and the planet, not just financial gains.
This reimagining of what business can be could set the stage for a more sustainable and meaningful future of work.
Rethinking Workplaces as Tools
With the rise of flexible work arrangements, many companies are grappling with how to balance remote and in-office work. Dykstra suggests reframing the office as a “tool,” much like any other resource used to get the job done.
This simple yet powerful idea encourages organizations to think about the office not as a necessity for everyone, but as something that serves a purpose depending on the nature of the work.
“There are some jobs that need the tool of an office. Some jobs do not,” Dykstra explains, urging companies to evaluate their needs and trust employees to choose the best environment for their roles.
This more flexible approach allows employees to work in a way that supports their productivity and well-being, ultimately benefiting the entire organization.
Human Energy Is The Key to Unlocking Potential
At the heart of Dykstra’s philosophy is the concept of Human Energy. Rather than focusing solely on output or efficiency, he encourages leaders to consider how their work makes people feel.
“Does this work inherently bring me energy? Do I feel energized when I do it?” Dykstra challenges organizations to recognize that the true potential of their employees is unlocked when they are energized and engaged, not simply driven by obligations.
He introduces the idea of an “energy journal,” a simple exercise that encourages individuals to track what energizes and drains them throughout their workday.
“Just take a piece of paper, draw a vertical line down the center, on one side, energizing tasks, and on the other side, draining tasks,” Dykstra advises. By identifying these patterns, individuals can better understand their needs and take steps to align their work with what energizes them.
A Path to a Human-Centered Future
Dykstra’s vision for the future of work is one that places people at the center, embracing human energy as a powerful resource.
His ideas present a compelling challenge to the outdated models that dominate the corporate world today. By focusing on long-term human development, reimagining business purposes, and creating flexible work environments, organizations can create an environment where people truly thrive.
As the future of work advances, the question remains: will businesses take the necessary steps to ensure a more sustainable, human-centered model?
