Several weeks ago we discussed some of the considerations that an organization might take into account while searching for an office space that reflects its values and brand identity. Now that you have found a location, it’s time to begin thinking strategically about how this new space can help you meet the organization’s objectives by building morale, improving productivity, and creating a real sense of inclusion and buy-in from your staff. To do that effectively, it’s helpful to start by asking some critical questions that will form your initial concept of what the finished product might look like, guide the rest of the planning process, and inform how you ultimately decide to design and utilize the space. In upcoming posts we’ll explore some economical visual design ideas to bring your brand to the forefront within that space, as well as how to navigate the actual move itself.

Office sectioned into different areas for different needs

First, and most importantly, what kind of environment are you looking to create? What type of energy do you want to generate and convey? These questions speak directly to how your new space is going to serve as a reflection of your organization and its mission. The answers will ultimately be a byproduct of the configuration as well as branded elements, design and color choices, daily usage, etc. If you begin this process thinking only about the number of desks, chairs, file cabinets, and shelving units you need, or focusing solely on how much these things are going to cost, then you will most likely end up with a very utilitarian office space. But if you start instead by envisioning how your staff will feel in a space that has been thoughtfully and intentionally laid out, and which offers. You can price everything out later and make informed choices about furniture, storage, and technology once you have set the vision. There are lots of low cost solutions that will look great and fulfill their function. Don’t worry about those things at this stage, however.

What does the overall workflow and style of your collective team look like, and how can you promote that while also considering individual styles and preferences? This is challenging to balance, but it will be crucial for you to think through how members of your team will respond to the choices that you make. Consider (and ask them for input on this) what works well in your current space and what should be done differently. How does the layout and furniture promote or inhibit their productivity? Are there any aspects of the common areas or conference rooms if you have them that cause frustration or limit productivity? What amenities might be missing that other modern workplaces have?

Let’s say you are a proponent of more open and communal workstations because you feel it’s the best set up for team engagement, brainstorming, and camaraderie, or maybe that is simply the most economical way to lay out and furnish a space. Regardless of the rationale, we are certain that isn’t the layout everyone feels comfortable working in, whether it’s because of limited personal space, noise level, or the constant activity around them. Start to think about how the new space might be able to work better for those individuals. It’s hard to satisfy everyone, but making the effort up front by seeking solutions will go a long way to keeping your staff engaged.

What are the dynamics within and between departments or teams, and how do you begin arranging the seating locations accordingly? How much collaboration is there, both informal and impromptu as well as structured and formal, ie, regularly scheduled meetings? Strategic seating and placement of teams that need to coordinate their efforts and connect more frequently makes sense and is a natural starting point to begin your seating plan. In a perfect world, everything would work out as you envision it. However, sometimes limitations that might be out of your control prohibit you from placing everyone near to one another in exactly the manner you think would be best. Here is where you need to start setting your priorities and adjusting. Nothing is going to end up perfectly. Somebody or somebodies are going to wind up in a location they wouldn’t have chosen for themselves. It’s like doing the seating for a wedding reception when that uncle who you didn’t think would ever come RSVP’d yes late and now you have to start all because the only open seats are at the kids table. Time to get creative and remain patient.

How many individual offices does the space have and how can you best use those as a resource? Who needs an office for their work? Does anyone? Who would like an office? Who feels they deserve an office? Who might you like to reward with an office if there are enough to go around? These are some of the basic dynamics that you need to identify upfront (probably before you even begin the process of looking, in actuality). There are a number of different ways you can go about utilizing the available offices to create a cohesive and collective feel in the overall space. If you can’t allocate a department head or senior staff member his or her own office (or choose not to), consider giving each department an office of their own to use for brainstorming sessions, conference calls, visitor meetings, or as a quiet location away from the activity if and when needed. This a great compromise. It allows for that office to be enjoyed by a greater number of people, helps to establish consistency of access and usage across departments, while still leaving it up to the determination of the department head(s) how it will be used by the individual team.

If you’re the executive director, owner, or principle, final decisions on all of these matters are yours to determine and communicate. Some of them will be simple and purely a matter of function without much room for debate. Some of them are a little more complicated, but are dictated more by team dynamics and necessity than interpersonal dynamics. Finally, some of them may be quite difficult and will require careful messaging as to how decisions were made - not necessarily individual decisions, but what ‘rules’ you established at the beginning of the planning process that governed your approach to making determinations. It’s helpful to communicate these rules to everyone at the outset, preferably in person, and then to reiterate them from time to time when and if needed to keep your team in the loop.

Don’t forget, for you and your staff this should be a time of potential and possibility and renewal. Moving locations is often a sign of growth, expansion, success, and new opportunities for the organization. Enjoy that. Lean into it. Talk it up as much as possible. Ask your team for input regularly so they feel invested. Organizations, especially small or burgeoning businesses, social ventures, and not for profits with tight budgets and a conscientious eye toward necessity before all else, can really benefit from the anticipation of something a little newer, a little bigger; with a little more natural light, perhaps. You should be proud of your space. It should be a destination that your team feels good about walking into each day. By starting your planning process with some key considerations that are aimed at building a better workplace for your team, you are well on your way to ensuring that happens.

Get in touch if you would like us to help you make your new space work for you.

The Space | Installment #3: Office Planning, Utilization, and Asking the Right Questions

Medley