Forging a path for success for Black women entrepreneurs

These Atlanta founders are creating opportunities and connection for women in business

Black Lady Business School cofounders Tamay Shannon and Kathryn R. Smith at WeWork Tower Place 100 in Atlanta. Photographs by Nicole Craine

Black business owners and workers too often face systemic biases: from underrepresentation in the boardroom to higher rates of unemployment. In Black-Owned and Proud, we profile innovative Black entrepreneurs building businesses and bringing much-needed change to the face of enterprise.

Black women are starting businesses at a higher rate than those in other demographics, according to a report by the Harvard Business Review. The study showed that 17 percent of Black women are starting or running a new business, compared to 15 percent of white men and 10 percent of white women.

However, that same report found that only 3 percent of Black women currently operate a mature (or established) business. There are several reasons for the drop-off, but chief among them is a lack of access—to funding, mentors, networks, and business strategy. And without these resources, it’s hard, if not downright impossible, for black women entrepreneurs to be competitive and successful.

Tamay Shannon and Kathryn R. Smith aren’t surprised by these statistics. They were already well acquainted with these obstacles when they decided to launch the Black Lady Business School (BLBS) in Atlanta during the pandemic. The mission of the member-driven organization is to drive up the number of successful, established Black female entrepreneurs. 

“Black Lady Business School is different from other schools and networking organizations because we help women turn what they’re learning into real-world strategies, and help them execute on those strategies,” Smith says.  

Improving the stats

Entrepreneurs who attend business school and also start traditional businesses are more likely to know the “tricks of the trade.” But Black women entrepreneurs are less likely to fall into those categories, and they tend to be underrepresented in business schools. 

Black Lady Business School was founded to give Black female entrepreneurs the skills and strategies they need to succeed.

And while among women-owned businesses the most revenue is generated in wholesale trade, retail trade, and professional, scientific, and technical services, according to an American Express report, Black women are more likely to own service businesses like hair and nail salons and healthcare and social assistance businesses, which don’t generate as much revenue. Among other things, this can be a factor that lenders consider when considering to approve or deny a loan.

“Black Lady Business School is one part of an ecosystem of resources that can support women and minorities, helping them thrive in business,” says Smith. “Working together we can definitely make a difference, providing more visibility, access, and resources for women and minorities in entrepreneurship.”

Shannon and Smith are well equipped for this undertaking. Shannon is principal consultant of Atlanta-based W2S Marketing. With over a decade of marketing and social media experience, she’s worked with national and international brands, and provides marketing expertise to small businesses. 

With WeWork, we can connect with and support our community on a different level.

Kathryn R. Smith, cofounder of Black Lady Business School

Smith, who has an MBA, brings over 15 years of marketing and communications experience to the organization. Having worked with several Fortune 500 companies (including AT&T and The Home Depot) before founding Walton Birch LLC in 2019, she helps entrepreneurs in areas including marketing, business analytics, website development, and corporate learning. At Black Lady Business School, Smith plays a pivotal role in developing the programming and the instructional design for the program. 

Creating authentic spaces

Shannon and Smith point to two things that set this organization apart from others: authenticity and relatability.

“There aren’t many people who look like us who are doing what we’re doing, so it’s important for us to be present, to show up boldly and authentically, and to help create spaces and opportunities for people like us,” Shannon says. 

As such, the co-owners choose underrepresented experts as well. “Our programs are full of colleagues, instructors, and speakers who look like [our clients] and have been through what they’ve been through,” Shannon says. “When women and underrepresented groups don’t have to worry about how they come across or think about code-switching, they can focus on absorbing knowledge and making connections.”

Shannon and Smith use their private office to run their business and bring their community together.

To create authentic spaces, the organization also needed an actual space, and winning WeWork’s Small Business Week contest played a critical role. Now operating out of WeWork Tower Place 100 in Atlanta, the founders have a space to bring their community together and better support them in business. 

“We have workspaces to collaborate on projects, and also spaces for members who need a quiet place to work,” Smith says. There’s even a mini studio space where instructors can record on-demand content. “With WeWork, we can connect with and support our community on a different level,” Smith says. And they both say that having coffee and cold brew on tap helps to energize them. 

In 2022, BLBS launched its instructor program featuring experts and experienced entrepreneurs from across different industries providing educational content to help members grow and accelerate their business. In 2023, the organization plans to launch a cohort program, and is looking for Atlanta-based local experts and organizations to partner with.

“Black Lady Business School creates a space for entrepreneurs to show up as their authentic selves,” Shannon says. “In other organizations, this is a minor consideration, but BLBS places the emphasis on authenticity front and center.”

Terri Williams is a freelance journalist with bylines at The Economist, American Bar Association Journal, Time, USA Today, Yahoo, Realtor.com, Architectural Digest, Real Simple, Investopedia, and several other companies you’ve likely heard of.

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When a childhood friend becomes a business partner

These Atlanta founders are creating opportunities and connection for women in business

There are many fond memories shared between childhood friends. But what happens when a brilliant business idea comes out of a casual movie night? Next thing you know, you might be launching a company with the same person you shared crayons with in the first grade. 

Starting a business with a friend can seem like an ideal situation: You’ve already earned each other’s trust and know each other’s strengths and weaknesses. Yet if the business hits troubled waters, things can get a little messy—and may start to feel personal. Steven Papadakis and Peter Abreo, two members of the WeWork community, know this story very well. Each of them launched businesses with childhood friends—and today, their friendships and companies are thriving. Here are their tips to keep both your business and your friendship strong. 

Agree on a vision

A clear vision is essential for any business, but this is particularly true when you’re starting a business with a friend. Getting on the same page in terms of your goals, mission, and long-term business plan ensures that you and your friend are working together toward the same outcome. “The vision becomes the force that drives you to get things done,” says Papadakis, a member at WeWork 3537 36th St in Queens, who launched Nyath Group—an umbrella company that encompasses electrical contracting and real estate—with his childhood friend Michael Gatzonis. Both founders had the same vision: an ambition to create generational wealth for their families through real estate.

Build on existing trust 

“The best part about building a business with a friend is knowing that you can trust and rely on the person you’re hustling with 24-7,” Papadakis says, who’s known Gatzonis since eighth grade. It’s important to use that trust to your advantage and keep the same mentality in business. “Michael (Gatzonis) is very ‘go, go, go, and we’ll figure it out later.’ I’m more analytical with my approach,” Papadakis says. Because their company is founded on a long history of friendship and a strong basis of trust, these differences are more advantageous than disadvantageous. Papadakis and Gatzonis know when one approach works better than the other in certain situations. 

Find someone who challenges you 

Peter Abreo, a member at WeWork Galaxy in Bengaluru, India, got lucky when he ran into an old friend in the WeWork Galaxy kitchen who he hadn’t seen in 25 years. “Gerard has a big-thinking approach, so he inspired me and drove me to conceive of Bespotted,” Abreo says of childhood friend Gerard Rego.

Shortly after they reconnected, Abreo launched Bespotted, a platform that allows freelancers to list and benchmark their skills, along with another childhood friend. “[Rego] challenged me to disrupt the business models of a few technology platforms,” Abreo says.

Bring in fresh perspectives 

If you initially met your business partner at a young age, you may come from similar backgrounds. For example, Abreo and Rego went to the same church growing up, and Papadakis and Gatzonis went to middle school together. Therefore, it is important to bring in new perspectives from people who can help identify blind spots that founders from similar backgrounds may miss. Papadakis and Gatzonis started their company in 2018 and quickly built out their team. “We originally started with a hot desk in 2017,” Papadakis says. “Eighteen months later, we have two offices and 11 full-time employees.” In the past two years, they’ve hired electricians, real estate buyers, field managers, and other employees who have allowed them to take on larger, more profitable projects. Without the expertise of these employees, the business wouldn’t have been able to grow at its current rate. 

Carve out some friend time 

When you work together all day, it’s easy for a casual dinner to turn into a business one. But setting aside time to focus solely on your friendship can help your relationship stay strong—which, in turn, benefits the business. If you’re spending quality time together, try to leave your laptops behind and silence your phones to tune out work-related distractions. 

Communicate often, with everyone

Despite your best efforts, the boundaries between work time and friend time will be crossed at some point. When that happens, be sure to share any of the great ideas that are generated with the rest of the team. It’s important that all of your employees feel included and supported, even if they’re not coming to brunch with you on Sunday morning. 

Write down your plans

Writing everything down is a best practice for any entrepreneur starting a business, but it is a nonnegotiable when going into business with a friend. While it may feel unnecessary or a little uncomfortable at the time, documenting a business plan, an exit plan, and the what-if scenarios can help you navigate any murky waters without hard feelings—ultimately preserving your friendship in the long run. “Though we haven’t faced too many challenges as of yet, the hardest part of running a business with a friend is deciding how to continue our friendship irrespective of the business outcomes,” Abreo says. 

Express your appreciation

Showing gratitude to someone helps bolster a strong bond between two people in business, particularly those who have a relationship they’d like to preserve outside the business. Telling your business partner that they nailed that investor pitch can go a long way in establishing empathy and trust. Abreo’s best advice: “Build trust, be transparent, and genuinely believe in each other’s skills and capabilities.” 

If there’s one thing that Abreo and Papadakis have both learned, it’s never pass up an opportunity to catch up with an old friend or engage with a new one. You never know when it could change the trajectory of your life. “Bumping into a childhood friend in the kitchen would seem normal to most,” Abreo says in his blog post on Medium, “unless you’re able to look back a year down the line to figure out that it had completely altered your career path.”

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world.

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As 2019 ends, WeWork thanks the members who made this year count

These Atlanta founders are creating opportunities and connection for women in business

’Tis the season for wrapping gifts, wearing holiday sweaters, and eating delicious cookies—and showing your appreciation for the ones who mean the most. As 2019 comes to a close, the community teams at WeWork gave thanks to those who help the community thrive—the WeWork members. 

Starting on Dec. 2, community teams in over 60 WeWork buildings hosted a series of events to show their appreciation for the members in their buildings. “This was a great opportunity to make the holiday season even more special for our members,” says Yani Romero, a community lead at WeWork 1460 Mission St in San Francisco, who planned several events with her colleague Eleanor Hall, the building’s community associate. 

Romero and Hall kicked off the month by ordering freshly baked cookies for their members from a local bakery. They also brought in manicurists and massage therapists from local spas to offer their members a day filled with self-care. “We understand that the holidays are a crazy time,” Romero says, “so we want to make sure our members feel special.” 

The team prioritized working with local businesses to show that their community extends beyond the walls of the building, and planned an event to put together holiday care packages for the homeless. Downtown Streets, a local nonprofit organization that’s committed to ending homelessness, partnered with the building to distribute the packages to the homeless in the area. “We are grateful for our members in our building, but we’re also grateful for the greater community that we’re in,” says Romero.

The members are the heart and soul of WeWork buildings, and the onsite community teams often have a close relationship with them. “As the community team, we want to make their lives as fun, relaxing, and obstacle-free as possible,” Romero says. While the community team always goes above and beyond to make sure their members’ needs are met, these seasonal events gave them an excuse to elevate the member experience. “It was a great way to give back to our community and invest in the people who make this business thrive,” she says. 

For Alexa Healey, a community lead at WeWork 115 Broadway in New York, the holiday season provided the perfect excuse to bring together her 1,500 members, who work across six floors of the building. “These events give the members a chance to see how big the community is,” Healey says. “For some companies, the building gives them a family within their office space.” 

Healey planned several events for the month of December, her favorite being a waffle breakfast. “I made homemade waffles for all of the members,” she says. She planned the breakfast for early in the month, so she could meet some of the new members who had recently moved into the building. “It was a total surprise for our members,” she says, “and everyone had a smile on their face.”

Healey also bought 200 holiday and New Year’s cards and set them up on a table for her members to fill out for their loved ones. Romero and Hall planned a gift-wrapping station and offered to wrap any gifts their members brought into the office. “The members were so genuinely appreciative,” Romero says. 

Ishpreet Chandok, a community associate at WeWork RMZ Latitude Commercial in Bengaluru, helped one of her members organize a “gratitude dinner” for other members in the building and their families. During the dinner, attendees told stories about the people in their lives they appreciate, wrote thank-you notes for loved ones, played charades and other games, and shared a delicious dinner. 

“We often get so caught up in our routines—these events keep you grounded,” Chandok says. The dinner gave members an opportunity to share the space and community with their families, which is not an aspect of their lives that family members usually see. “Gratitude is magical,” she says. “Grateful people are happier people, aren’t they?”

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world.

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For Giving Tuesday, buy gifts that give back

These Atlanta founders are creating opportunities and connection for women in business

The vibrant but chaotic energy of the holiday season makes it easy to forget that gifts are more than material objects—they can be a thoughtful way to show your appreciation for those around you. On Giving Tuesday, this gift guide, brought to you by WeWork member companies, offers you an opportunity to get started on your holiday shopping while giving back to charitable organizations and communities in need. 

For a cozy night in

Whether for a faraway best friend or a coworker whose name you picked for Secret Santa, comfy socks are an essential holiday gift. When you buy a pair of Conscious Step socks, a portion of the proceeds is donated to a nonprofit. “We believe that what you wear can be a form of self-expression and activism, and can say something meaningful about you and the causes you care about,” says Prashant Mehta, founder and CEO of Conscious Step, a member at WeWork 109 S 5th St in Brooklyn for over three years. On the brand’s website, you can choose from 16 different social causes, like LGBTQIA+ rights, disaster relief, fighting hunger, and rainforest conservation, so you know exactly where your money is going. They also partner with fellow WeWork members Room to Read and Conservation International$14.95.

Socks from Conscious Step ($7.95).
Photograph courtesy of Conscious Step

For the beauty guru 

Lush’s commitment to making an impact is a key part of its business and helps the body and beauty company’s hand lotion smell even better. One hundred percent of the proceeds from Lush’s Charity Pot body lotion go toward supporting environmental and humanitarian rights, and since 2007, when the product was launched, Lush has donated more than $33 million to charity. The company—a member at WeWork Marine Gateway in Vancouver—also started the Sustainable Lush Fund, which supports local ecosystems through sustainable ingredients that are used in many Lush products today, including the Charity Pot body lotion. $7.95.

For hydrating on the go

S’well, a member company at WeWork Medius House in London, was founded nearly 10 years ago with the goal of reducing the number of single-use plastics that end up in landfills. Not only are S’well bottles stylish, convenient, and eco-friendly, but the company partners with charitable organizations such as UNICEF and Lonely Whale. Since 2017, S’well has committed $1.4 million to supply clean and safe drinking water to communities in need. $25–$45.

For a glamorous touch

Bird + Stone, a member company at WeWork Dumbo Heights in Brooklyn, creates ethically- and locally-made, sustainably-sourced jewelry and donates a percentage of its profits to organizations that support women in politics, women’s health and education, climate change activism, and empowering those in poverty. Its website enables you to shop by cause, so you can support the organization and social causes closest to your heart. “On Giving Tuesday, we are doubling the donations to the cause partners,” says Caitlin Kawaguchi, the company’s director of marketing and partnerships. Prices vary.

Bracelets from Bird + Stone (prices vary).
Photograph courtesy of Bird + Stone

For a new point of view

Since the company was founded in 2010, Warby Parker has believed that quality, stylish glasses should be affordable and accessible. Its signature program is Buy a Pair, Give a Pair, in which it partners with organizations like VisionSpring to ensure that for every pair of glasses purchased, a pair is given to someone in need. The member company has also started Pupils Project, which helps train teachers and nurses in schools to give free eye exams and glasses to schoolchildren in need. If you’re buying a gift for someone else, be sure to take advantage of their at-home try-on feature, which will allow your loved one to try on four pairs at home before deciding which pair they want. Starting at $95.

For a new wardrobe staple

Even if you missed Everlane’s Black Friday deal, during which the company donated $10 to nonprofit Oceana for every order placed through its Black Friday Fund, your gift will still give back when you order from the company’s 100% Human collection. The line’s sleek design is meant to remind us that we are all human, and $5 of every item purchased is donated to the American Civil Liberties Union (ACLU). Everlane, a member company at WeWork 428 Broadway, offers soft and cozy T-shirts, sweatshirts, tank tops, and more, and prioritizes ethical conditions in its factories. $22–$50.

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world.

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16 tips for managing remote teams

These Atlanta founders are creating opportunities and connection for women in business

Working remotely—whether from home, a café, a coworking space, or a satellite office—is becoming increasingly popular as people seek out flexibility and balance in their work environments. In fact, data from the U.S. census indicates that over 8 million people worked from home in 2017, and current workplace trends suggest that number will continue to grow. 

There are plenty of benefits of integrating remote work into your organizational culture. When your talent pool is unrestricted by location, you’re better equipped to recruit the very best talent, with a better chance to increase diversity in the workplace by hiring people from different locations and backgrounds. Offering your employees flexibility can also reduce your business’s carbon footprint and help your employees cut commuting costs, too. Studies show that when employees have the option to work remotely, they feel a stronger sense  of work-life balance, which can boost productivity and overall well-being, ultimately saving the company money in the long run.  

But managing a remote team comes with challenges. Without face-to-face contact, it can be more difficult to establish personal connections and build trust with employees. With remote employees, managers have less insight into their teams’ day-to-day tasks, and may have to experiment with different types of communication practices to help the team function at its full potential. 

With so many people seeking out flexible opportunities, managers have to learn to adapt to this new format. With the right tools and tips, managers can ensure their virtual employees are supported, productive, and engaged. 

How to successfully manage remote employees

1. Use visual and chat tools 

There are countless communication tools at your disposal, and taking advantage of that technology is essential for managing remote employees. Set your team up with the right tools that will help you communicate effectively and help your remote employees feel part of the team

WeWork The Landmark in Guadalajara.

Not all tools serve the same function, though. You shouldn’t have a conversation about performance, for example, via a chat tool, as the conversation can be emotional and requires a more personal connection. Instead, a performance review should be conducted over a video chat in the event that you and your remote employee can’t meet in person.

Tools like Slack and Gchat are best for quick communication and casual conversation, and virtual meeting tools like Zoom or Google Hangouts are most effective when used for team meetings, so your remote workers feel like they are in the room. Most virtual meeting software allows you to share your screen, so your team can view the same material, no matter where in the world they work.

2. Set expectations and deadlines

It’s not possible for an employee to succeed if you are not clear about your expectations. This can be particularly hard when your team is remote, because you have less insight into what your employees are working on throughout the day. Setting clear deadlines for projects is helpful, because saying something needs to be done “quickly” is subjective—does this mean within the hour? Or by end of day? 

Set expectations for your remote employees about response times, working hours, and cadence of communication. You’ll want these expectations to align with the ones you set for your in-office employees to ensure there isn’t a double standard of some kind. 

3. Have regular 1:1 meetings

Having regular 1:1s allows you to connect with your employees, check in on projects, and develop a rapport. Unlike direct reports who work in the same space with you, there is no opportunity for impromptu office run-ins, so keeping these meetings consistently on the calendar is an essential way to stay up-to-date on what your employees are working on. Having a regular meeting cadence also helps build trust and create space for support. Make sure to hold 1:1s via video conference whenever possible.

4. Squeeze in some face time

If you have the opportunity, a face-to-face meeting can build morale and help your remote workers connect to the company culture and the team. If you’re in the same area, it could be helpful to schedule a weekly or biweekly in-person meeting. If your remote employees are spread across the world, a yearly team off-site or teamwide conference can help build a stronger team connection.

WeWork 131 Finsbury Pavement in London.

Make the most of the time that you do have with your remote employees. Talk about work, but also use this time to build personal connections. Going out for lunch, or doing something fun outside the office can help break down barriers. 

5. Be mindful of schedules for employees in different time zones

You wouldn’t want your manager scheduling a weekly meeting at 9 p.m. Be mindful of which time zones your remote employees are in and be respectful of working hours when scheduling meetings, sending messages, and checking in. If you’re operating in time zones in which working hours never overlap, alternate who will have to take meetings outside of their scheduled working hours. One week, you stay online late; the next week, they hop online early. 

Even if you send a message and don’t expect them to respond until the following morning, they may feel pressured to be online and available even if that isn’t your intention. Being explicit about expected working hours and response times can help alleviate this issue. 

6. Make sure virtual employees feel included

One of the trickiest challenges managers of remote teams face is making sure that their remote employees feel included in meetings—particularly when part of the team is not remote. “It’s important to make sure people are making eye contact with the person on the screen and to position all participants so they feel they have a seat at the table,” says Lakshmi Rengarajan, WeWork’s director of workplace connection. It can be easy to schedule a last-minute meeting to hash out a problem, plan a project, or brainstorm an idea, but remote workers are often left out of these impromptu meetings because they aren’t included on the invite, there is no video option on the invite, or the meeting is outside their working hours. 

WeWork Javier Prado Este 476 in Lima.

To combat this challenge, do your best to make all meetings remote-friendly. This means including a call-in option for every meeting invite, and doing your best to plan ahead. If you do need to call a last-minute meeting, be sure to take detailed notes and follow up with your remote employees afterward to relay the information and see if they have any questions. 

7. Establish professional trust and flexibility

When you’re managing remote employees, you won’t have as much oversight into their day-to-day, so it is important to build professional trust. Making an effort to see your employees in person from time to time can help build trust, and regular 1:1 check-ins give you an understanding of your team’s workload. 

It’s also important to be flexible. Many remote workers seek out virtual jobs to maintain flexibility in terms of location and hours. That doesn’t mean that they should be working from their phone while attending a concert, but it does mean you should help your employees determine working hours that work for them and trust that they’ll get their work done during those hours. 

8. Nail the onboarding process

Starting a new job can be scary for anyone, but this is particularly true when you are not physically in the same space as your coworkers, or on the same work schedule. The onboarding process sets the tone for what’s to come, and if done well, can make your remote employees feel excited and motivated. If possible, set up some in-person time during the onboarding process, as it will build trust and will be logistically simpler. If that’s not possible, make sure you have robust training documents and a standard onboarding process. Checking in with your new employee at the end of each day, schedules permitting, can give you some time to sync up and answer any questions they have during the first few weeks. 

WeWork 6 Jiuxianqiao Lu in Beijing.

9. Find ways to collaborate 

It’s easy to give your remote workers tasks that can be done in a silo, but promoting collaborative projects is a great way to build team morale and keep your remote employees inspired. There are easy ways to brainstorm and problem-solve as a distributed team, like using a Google Doc for ongoing ideas or hosting a Slack brainstorm. 

10. Use a project tracker 

Managing projects over email can leave you and your employees with an exploding inbox that is difficult to keep track of. Instead, a project management tool, like Asana, Airtable, or Trello, helps keep you and your team aligned on next steps, expectations, deadlines, and ownership. Most tools allow you to comment on tasks, reassign them, set deadlines, and attach documents or content. A lot of details can slip through the cracks when you’re coordinating a project over email, so moving your project to a project tracking tool can remove some clutter and confusion from your inbox while giving your remote employees a visual way to see where projects stand.

11. Set goals 

Along with setting expectations and guidelines, you should set goals with your remote employees. It is easy for any employee, remote or otherwise, to lose steam and do the bare minimum if they don’t have long-term goals that they are working toward. To keep them engaged, productive, and feeling included, make sure they know what success looks like for their role and that they understand how their goals make an impact on the team’s goals. 

12. Communicate overall company and team goals 

Remote workers, and all workers for that matter, should have personal goals they’re working toward, but being open and clear about company-wide or team-wide goals can help your employees understand how their personal goals ladder up into larger goals. For remote workers, this is particularly important because it reminds them that they are a valuable part of the team and are not forgotten. As a team leader, you may have heard large-scale company goals so many times you could recite them backwards, but that information doesn’t always trickle down to remote employees. 

13. Institute a buddy system 

If some of your team is remote but others are in the office, pairing your remote employees with an in-office employee can ensure that your remote employees feel supported and connected to the company and that no information slips through the cracks. Of course, this in-office employee shouldn’t fill in for you, the remote worker’s manager, and you do need to be cognizant of the extra work that in-office employees are taking on. But overall, this strategy builds more productive teams by preventing lapses in communication. 

WeWork Carrera 11B in Bogotá.

14. Create watercooler moments 

Having casual conversations about non-work-related topics can create intimacy and build relationships across your team. Of course, with remote workers, there aren’t watercoolers or office snacks to bring the team together. If many of your virtual employees work in the same satellite office, you can set up a webcam between your office and their office to make it feel like you are working together. This might feel weird at first, but after a week or two, your employees will adjust and it will feel natural. Just make sure that the webcast goes both ways; that way it won’t seem like you are spying on them. 

If a webcast is not doable for your office situation, or if most of your employees work from home, find ways to encourage non-work chatter. For example, have everyone check in before each meeting to say how they are feeling or to share something about their weekend. Or, as Rengarajan recommends, “You can reach out to a long-distance colleague and say, ‘Let’s just have a chat on video over lunch together.’”  

15. Offer praise

Remote employees can often feel like their work isn’t seen, recognized, or praised, so make sure you are vocal when they do a good job. Shout them out to the whole team via email or in a meeting to show them that their work is meaningful and impacts the goals of the team. Positive feedback will encourage them to keep up the good work. 

16. Hire the right people 

Not every worker is cut out for remote work, and that’s OK. Remote workers need to be more independent, take initiative on their own, and have an environment that allows them to be productive. When you are hiring an employee who will be working remotely, make sure to ask them questions that show they can work independently. Ask them where they will work—do they have a quiet place they can take phone calls? Access to consistent WiFi? You won’t be able to sit by their side for on-the-job training to teach them the skills they’ll need, so make sure they are confident in the skills required to succeed on your team. 

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world.

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The Brooklyn Navy Yard’s Dock 72 offers a bright space for innovators

These Atlanta founders are creating opportunities and connection for women in business

The Brooklyn Navy Yard celebrated the debut of its 16-story office building Dock 72 in October with a ribbon-cutting ceremony held by co-developers Boston Properties, Rudin Development, and WeWork. The new 675,000-square-foot building—which is the Yard’s first new commercial building in more than a decade—is replete with state-of-the-art amenities and magnificent views of the Manhattan skyline. The space is modern, but still makes many thoughtful allusions to the site’s storied past, including vintage cannons on the building’s lawn.

“It is an honor to come together with our partners to invest in an area that was historically home to the ship building industry and to transform it into a beautiful space that can facilitate the next wave of innovation in this great city,” said Sebastian Gunningham, co-CEO of WeWork. 

Besides Dock 72’s unique shape and structure, which was built on columns to withstand flooding in the event of a major storm, the luminousness of the building’s interior is the first thing to notice. The building is 550 feet long and 90 feet wide, which creates natural light throughout the entire space. No office is more than 20 feet from a window, making every workspace bright and airy.

The abundance of natural light evokes a sense of calm productivity that would serve a diverse range of work. Karen Young, CEO of women’s razor company Oui Shave, which moved from WeWork Dumbo Heights to Dock 72 on Oct. 1, says the new space has been a wonderful change for her team. “One of the things I love in particular about the Navy Yard is that it has a really vibrant energy of people working across an array of industries that we love being a part of.” Young adds that witnessing the work happening around her “gives us a nice boost of energy that I’m really appreciative of.”

Young says she’s lucky enough to walk to her new office space, though when it’s rainy out, she’ll hop on the Navy Yard’s free shuttle, which offers ride service from DUMBO and the Atlantic Terminal. Her new workspace has allotted her a new way of commuting, too: Young says the access to the ferry, which opened the new Navy Yard stop in May, has encouraged her to make more appointments in midtown Manhattan, where she’d rarely visit previously, since she can get off at 34th Street. “It’s such a fun way for a New Yorker who doesn’t usually use the ferry to commute,” she says.

Dock 72 and the greater Navy Yard area will fuel the next generation of tech innovators, product designers, and beyond, said David Ehrenberg, president and CEO of the Brooklyn Navy Yard Development Corporation. “This ecosystem we’re trying to create is where we’re not a monoculture, and it’s not just one kind of company,” Ehrenberg said at the ribbon cutting. “It’s the diversity of the companies here that is our strength.”

Corporate tenants are renting more Brooklyn office space than they have in the past four years, the Wall Street Journal recently reported. A surge of tech, apparel, and media companies are finding new homes in the borough. Transportation is one key ingredient to making the Navy Yard and its surrounding area the place to be. Workers can commute by bus, car, bike, subway, and even ferry—thanks to a new stop that was built just for the building—making it one of New York’s most accessible office buildings, said Michael Rudin, senior vice president of Rudin Development. 

The Brooklyn Navy Yard began its existence as a shipbuilding facility established by President John Adams in 1801. Shipyards have been replaced by Dock 72’s outdoor basketball court, soon-to-be-opened food hall (with which restaurateur Danny Meyer is involved), hand-painted murals, and outdoor terraces. What’s remained the same, however, is that the hub provides a home to innovators who are shaping the future of the country. 

Kate Bratskeir is a writer for WeWork’s Ideas by We, focusing on sustainability and workplace psychology. Previously, she was a senior editor at Mic and HuffPost. Her work has appeared in New York magazine, HealthTravel & Leisure, Women’s Health, and more.

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I am easily distracted at work. How can I be more productive?

These Atlanta founders are creating opportunities and connection for women in business

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In Work Flow, we delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything: ideasbywe@wework.com.

Every morning I wake up, I promise myself that I’ll be better at managing my time. I get into work and make a list of what I need to accomplish—but inevitably, an hour or three later, I find myself already distracted by social media, side conversations with coworkers, emails, unexpected tasks that my boss sends my way, or whatever comes into the picture to occupy my energy and attention. By the end of each day, I find myself hopelessly behind, and it’s getting me down. I feel like I just don’t know how to manage my time right. Or maybe I’m just lazy and unproductive? What can I do to increase my efficiency and productivity and get done what I really need to each day? My manager hasn’t complained (yet), but I’m afraid of getting a bad performance review.

I don’t think you’re lazy and unproductive. More likely, you’re overextended and oversaturated with information, demands, and distractions, which means you don’t have the focus you need to get things done in a linear fashion. Like everyone in the year 2019, you’re dealing with a wealth of data and communications and opinions being thrown at you all at once, and you’re supposed to separate the wheat from the chaff, the good stuff from the bad, but it’s all coming at you in a flurry, so you’re in triage mode, just dealing with whatever’s the biggest emergency, whatever mandatory meeting pops up, or whoever asks you the most urgent question. Constantly addressing the thing right in front of you means that you never have time to get to the end of your to-do list—if you even have time to look at it—let alone get ahead. Rest assured, this is not the qualm of a lazy person. (And I doubt that lazy people write into advice columns all that often.) It’s the problem of an ambitious 21st-century person who’s, well, dealing with the 21st century. 

That you write a to-do list each morning is a really good start, and I think you should commend yourself for that. You know at some inherent level that writing down your priorities is key to actually getting them done. I believe it’s going awry for you because neither your to-do list nor you, writer of your to-do list, takes into account the fact that your day is bound to move you in directions you don’t expect, which it seems like it pretty much always does. It’s OK to have flexibility in a to-do list—it’s just a fact of life that things change. The bigger problem, though, is that you don’t feel in control of your own day—so that’s the major thing you want to address: How can you not simply become more productive but gain ownership over your day so that you make it feel better and more productive for you

5 strategies to increase your productivity at work

1. Create an “I did” list

First, take a day or week and document what’s going on, hour by hour, to figure out where the bulk of your time is going. You’ve got your to-do list; write your “I did” list right next to it, and figure out what’s happening. Instead of “finish report on marketing strategies,” maybe you got sucked into a hole of tweeting and retweeting after something happened on your social media account. Maybe you couldn’t write the important email that was top priority because you got called into a team meeting to talk about a new client. Whatever it is, write it down. This will give you valuable insights about how you’re spending your time. There are plenty of time trackers you can implement to help figure out where all your energy is going, but be wary of falling into the app trap of spending a lot of time there instead of on your actual work. I’d start with the old-fashioned method first, just to really get a firm grip on your day. 

2. Find ways to say no 

Once you know where your time is going, look at what you might change. There are some things you can easily eradicate—don’t suddenly start shopping for new face cream when you’re on a deadline—but other things, like being asked by your boss to hop into a meeting with her, you’re going to have to do (and they really are priorities, just not those you could identify in advance). Return to your “I did” list and figure out which of those things you could have said no to, and which were imperative that you actually did. And if you could have said no, how would you have gone about it? What you’re creating here is a kind of future guideline for how to handle distracting situations, so when they come up again, you can act as you’d prefer, protect your own time, and focus on the most important tasks at hand.

3. Create boundaries 

If people are always coming by and asking you questions that distract you from the task at hand, consider noise-canceling headphones and implementing a system that lets passersby know clearly whether you’re open for business or “closed” and focused, head down, in an important project. I’ve heard of an office where employees had flags at their monitors they could raise when they didn’t want to be interrupted. Consult a manager to talk about the more office-wide distractions you face and how it might be best to incorporate a system into everyone’s workday—the key, of course, is that it not be as distracting as your distractions! 

Then there are the distractions we carry around with us, in our pockets. Yes, I’m talking about phones, and to some extent our computers, too. There’s so much information coming at us at all times, but you can take measures to limit it and regain your focus. Take Instagram and/or Twitter and/or Facebook off your phone during the workweek. Put your phone on airplane mode for part of the day. Put your phone on silent and then put it away—check it only to reward yourself after accomplishing something. You might silence Slack notifications, or update your status on Slack to indicate you’re in the middle of something and don’t want to be interrupted. And you can use apps like Freedom on your phone and computer to block the websites you find yourself turning to when you shouldn’t be. 

4. Avoid multitasking 

There’s proof that shifting back and forth with your priorities, or trying to do them all at the same time, i.e., the dreaded “multitasking,” actually decreases productivity. But “batching,” i.e., blocking off a period of time to do a bucket of work can be time economical. You’re in the right state of mind to get a bunch of these associated things done, so go for it. 

Focus on hitting your priorities one at a time—until completion. True, you can’t always do this, and even though most of the advice out there is to focus on the biggest (most important, or “worst,”) task first, it can be fulfilling and energizing to cross off your list a slew of little, simple tasks (like responding to emails) first thing in the morning, to put yourself on the right track and make you feel productive. Look at your time available, too, and slot in the work that fits: If you have only 15 minutes before the next meeting, what’s the most obvious thing you could finish in that time period? This is really about what works for you. Only you know if you’re a morning person, a night person, or a person for whom procrastinating is part of the process.

5. Take smart breaks and reward yourself 

The fact is, workdays are busy! Things happen! You can’t always get done what you thought you would. But you’ll be more able to address what’s coming at you if you take self-care breaks occasionally, rewarding yourself for the things you are making headway with. Make sure to take lunch. Drink water. Get up and stretch. If you finish a big project, go for a short walk outside, get yourself a coffee or tea or a treat. This stuff will energize you more than, say, turning to Facebook and getting sucked into a swirl of endless, and relatively meaningless, scrolling. Some people have great results using a timer. Set your timer for, say, 30 minutes, and once you’ve worked solidly for that amount of time, take a five-minute break, and then start your timer again. At the end of a day of this, check your to-do list against your “I did” list. When you find those things pairing pretty closely (hey, no one is perfect), you’re onto something. Oh, and definitely make sure to cross off everything you got done. It feels great.

For more ways to increase your productivity, try these eight seemingly counterintuitive tactics

Jen Doll is a journalist and author of the memoir Save the Date: The Occasional Mortifications of a Serial Wedding Guest. Her writing has appeared in The Atlantic, Harper’s Bazaar, the New York Times, and other publications.

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A cancer survivor built a wellness platform using the WeWork network

These Atlanta founders are creating opportunities and connection for women in business

We to We features members who have built their companies on the WeWork platform. 

Kathleen Brown hopped on a video call from a car in Los Angeles after meeting with a fellow WeWork member and potential partner for Buddhi, the community-powered wellness platform Brown is creating for cancer survivors and their loved ones. She was in L.A. on a business trip from Chicago to meet with prospective partners for her business, many of whom she met through her connections at WeWork. “Anything I don’t know how to do myself, I put out to the WeWork community and someone is able to help,” she says. 

When Brown was young, she was diagnosed with a rare form of bone cancer and within three months was given her last rites at a local hospital. During her 15 months of treatment at St. Jude Children’s Research Hospital, she was inundated with flowers and get-well cards from well-intentioned supporters. “People show their support in the way they know how to,” she says. “But it made me feel sicker, pitied, and also ashamed that I was not fully appreciating their support.” 

Miraculously, Brown made a full recovery after finishing her treatment in December 1996. She started sharing her story at fundraising events, and later took on a variety of volunteer and professional roles at St. Jude.

She began working from a hot desk at WeWork 220 N Green St in Chicago in April 2017 while working at St. Jude. Through St. Jude and WeWork, she connected with many people who had been touched by cancer and who were looking for a support system. “A cancer diagnosis does not come with a get-well guidebook,” she says. “And I kept thinking: How can we empower friends and families of those who are sick to invest in the kind of support that their loved ones actually need?” 

That question became the genesis of her company Buddhi, a wellness platform for those whose lives have been touched by cancer: patients, survivors, family, and friends. “The platform aims to reduce stress for patients and loved ones, so they can find support that is personal to their needs,” she says. Brown wants to provide survivors with resources and a network of other survivors and patients, and to help friends and families understand the kind of support that is most helpful to patients. 

“I was not a born entrepreneur, and I never thought I would start a company,” Brown says. But after dealing with long-term side effects that were related to her treatment, she spoke with the WeWork community team about her idea. They immediately wanted to help, encouraging Brown to start talking to other WeWork members. Through the help of the community team and the WeWork member network, she was able to find investors, business partners, financial advisers, and a web company to design the brand and site. Even the photographer for her website is a fellow WeWork member. 

Alex Ford-Carther, a WeWork member and the cofounder of Coder, a venture development platform that works with early-stage businesses, was introduced to Brown by the community manager at their building. “We could tell Brown was not only passionate and knowledgeable about the idea, but that she also had the business experience and fortitude to execute,” Ford-Carther says. Since their introduction in March 2019, Ford-Carther and his team helped Brown define Buddhi’s brand, build out her pitch deck and financial model, and design the user interface. “Every interaction I’ve had with Brown is genuine and pure,” he says. “There’s no doubt Buddhi will be successful as well.”

Brown left her job at St. Jude in April 2019 to pursue Buddhi full-time and got a hot desk in the same location to maintain her network. She plans to launch the platform by early 2020. On the site, cancer patients and survivors will be able to access resources for their mental and physical health, while their friends and family can learn what type of support would make the most difference. For example, rather than flowers, supporters will be able to send a subscription to a meditation app or superfood mixes. 

Brown is planning a soft beta launch to work out the kinks and get feedback from early users. “We already have a wonderful community of supporters through my own network, through St. Jude, and through WeWork,” she says.

“Kathleen Brown truly embodies the word community,” says Lori Covey, a community lead at WeWork 515 N State St in Chicago who has grown close to Brown. Brown recently signed for a three-person office at the newly opened WeWork 625 W Adams Street in Chicago, where she’ll debut the official headquarters for Buddhi in November. “I never would’ve had the courage to leave my job if I hadn’t had the security of the WeWork community,” Brown says.

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world.

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What’s the best way to inspire (or push) creatives to be more creative?

These Atlanta founders are creating opportunities and connection for women in business

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In Work Flow, we delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything:
ideasbywe@wework.com.

I manage a creative team, but my creatives seem stuck in a rut. Their ideas aren’t bad exactly; they just lack the sizzle that I remember hiring them for—and they are definitely not going to cut it with a demanding client. (All of our clients are demanding!) My efforts to get them to do better—mostly telling them to have another go at it or try harder—haven’t been very effective so far. When the work just isn’t there, how do I make it better? What’s the best way to inspire (or push) creatives to be more creative?

Creativity is a weird, magical thing—and it is really hard to press a button and just, bam, make it happen. One, two, three: Be creative! It doesn’t work. In fact, putting pressure on people to be more creative almost always ends up sucking the life out of them and their ideas. Yet the expectation that someone, having gotten a job as a creative, is able to perform creatively on the spot is a huge part of our working culture. 

Clearly, being “creative” is a tough job. New, exciting ideas need not just be ready at a moment’s notice, they must also be palatable to other people (like demanding clients, as you point out) and ultimately make money for a company. This is complicated, and I feel your pain. Managing creatives is especially hard, because creativity inherently does not want to be managed! But, of course, these people are employees responsible for delivering something, just like “non-creatives,” and their value to the company is connected to the job they do. And your job is connected to getting the best from them.

So how do you make your creative team members feel not like they’re being managed but like they’re simply being given all the support and resources they need to be as creative as possible, i.e., do their very best job? It’s a multifaceted answer for multifaceted people.

Build the right environment

To do their best work, creatives need a physical workspace that is conducive to their work—think good light, art on the walls, and space for downtime. Even more importantly, creatives need a safe space—one in which judgment and criticism are limited. In team brainstorming sessions, for instance, make sure that everyone gets to share their ideas before the critique begins. This can be hard, since schedules, budgets, and client particularities tend to limit the sense of what is possible to achieve in the workplace. But to be truly creative, sometimes you need to take the needs of other people off the table, at least at first, and allow your brain to think without the constrictions of other opinions and feelings and needs. Give your team space to do that: Have a meeting in which you let them say whatever they are thinking; give them room for their ideas to bloom. (Later you can always separate the good ones from the bad, or, even better, encourage them to do so with their own ideas—a little self-editing, as it were.)

Provide a good (clear) creative brief

Before they get started on any tasks, make sure you’re providing your creatives with all the information they need to know in order to get you what you want, i.e., a short document that explains the project, its objectives, who the audience and client are, and details on tone and style, as well as timing and any additional pertinent information that they can refer to as they work. (You’ve got to answer these questions for yourself to start.) Don’t just throw a sheet of paper at a creative and say, “Give me your most creative ideas!” and then expect to winnow it down from there or simply be given what you want. We all need some guidelines to start with. Follow up with your brief by having clear conversations about what’s at stake, what the parameters of the work are, how it should look when you receive it, what refining it might look like, and so forth. Make sure there’s also time dedicated to your team asking you—or the client, depending on how you work—questions about the project. Creative ideas that also solve the problem you want them to can’t come from nothing, after all. 

Create a culture of good feedback

Let’s get one thing straight: Feedback does not equal judgment or criticism. Creative people are as likely to spin out of their creative moment as quickly as they spin into it once self-doubt creeps in. (And, unfortunately, telling someone “do better” or “try harder” is one of the worst ways to inspire anything better—it’s self-doubt city from there on out!) A big part of what you need to do as a manager of creatives is to keep pushing back the self-doubt, preventing it from coming into the room, and make the creatives keep believing in the process of being creative.

This is where feedback comes into play. You want to set up a culture of good constructive feedback, which involves you not just telling your employees what you think in a positive, growth-focused way, but regularly asking your employees for feedback about you. Most importantly, what can you do to help them achieve their—and your—goal? How is what you’re doing working, and not working, for them? (Keep in mind, everyone might need something a little different here.) For you, the job is to listen and to adapt your strategy to what (reasonably) works best for each member of your team. Practice “compassionate directness” by being accessible and visible: One good way to put this in motion is to have regular meetings with your employees, both in groups and one-on-one, where you speak frankly about your goals as a team and how to achieve them. “The more people are connected with a sense of ‘we are in this together,’ the more they are open to feedback,”  says Liz Burow, VP of workplace strategy for WeWork. Raise issues in ways that make them feel safe and supported not criticized. “Hey, I like the start of this idea, but let’s talk through where it might go to help us get to X” is going to be a much better start than “This idea is lame, where’s that sizzle I hired you for?!”

Here’s another thought: How would you want to be talked to if you were one of the creatives you’re managing? Put yourself in their shoes and shape your feedback accordingly. 

Give them a breath of fresh air

Everybody gets stuck sometimes. What stuck creatives need is a change. Luckily, there are millions of ways to help willing people get unstuck. 

  • Take them out of the office—a group outing to a movie, a museum, or something in nature, maybe, to get ideas flowing? Encourage short walks (studies show a simple walk boosts creativity, both during the act and then afterward). 
  • Assign creative exercises that can boost energy levels, morale, and spirit, as well as creativity itself. 
  • Remind people to pay attention to what they’re thinking in the shower, which is where 72 percent of our best ideas allegedly emerge. (Don’t try to force idea generation, just ask them to listen to what’s inspired when they can daydream on their own.) Encourage them to keep lists of these ideas on their phones and to share them, maybe in smaller teams (working on projects in small groups can be creatively inspiring, as well as more fun than solitary idea generation).
  • Suggest mindfulness and meditation, practices that put people in a more positive frame of mind and have been found to boost skills needed for creative problem-solving. (As little as 10 minutes per session can help.) 
  • Encourage your employees to take time away from work. Vacations help everyone dedicate more time and energy to the task when they’re back. 
  • Facilitate moments that help change their perspectives and ways in which they look at things. Retreats and off-sites, if you can get a budget for this, can be great ways to shift points of view, allow for collaboration in a safe/different environment, and bring out the most in your creative team in ways that keep growing afterward. Fun (and change) are friends of creativity. 

Be accepting of mistakes along the way

The adage is true that you can’t learn unless you mess up sometimes, and to be really creative, you’ve got to be free to not always (or ever) deliver something perfect the very first time. You also can’t be afraid of a punitive response if you don’t measure up. (Again, this is why having a supportive environment to do creative work is so important.) If you’re afraid you might get fired over a bust of an idea, well, you’re probably going to stop coming up with ideas that are anything other than safe and expected.

Rather than focusing on a win on the first try, it’s far more important that creative people keep going, because that’s how they’re going to eventually land on the solution that’s right. You can help them do that by supporting them through the mistakes, not criticizing them in a way that crushes them, and continuing to provide guidance about what you want and what works for you and your company throughout the process. 

Be honest with yourself

Once you’ve started to have open, confidence-inspiring brainstorming sessions and creative follow-ups (after explaining to everyone exactly what the expectations are), take stock. Run a gut check for yourself and answer as truthfully as possible. Why do you feel like your creatives aren’t measuring up? Are they lazy? Do they have bad ideas? Do they not understand what’s needed on a project? Have they been given all the information they require? Are they coming to you with problems you’re not able to fix? Ask yourself, also, if you’ve given them the right assignment. You’ll generally get better results by encouraging your employees to do more of what they love (assuming it fits your goals, too), so try to tap into what’s fun for them. Creatives who are motivated from the start are inherently going to push themselves to deliver more. 

Chances are, your creatives aren’t underperforming because they’re just bad at what they do—after all, you hired them due to their sizzle. It’s more likely that, like so many of us, they need the right environment and coaching to do their very best work. That may require some creative thinking from you, too.

Jen Doll is a journalist and the author of the memoir Save the Date: The Occasional Mortifications of a Serial Wedding Guest. Her writing has appeared in The AtlanticHarper’s Bazaar, the New York Times, and other publications.

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Seven reasons why podcasts are dominating the media landscape

These Atlanta founders are creating opportunities and connection for women in business

I will admit, I listen to podcasts at 1.5 times speed. The moment I realized I could absorb the same amount of content in less time, there was no going back. I listen to podcasts while I’m running, commuting, cooking, cleaning, driving—because it’s an opportunity to learn something new, catch up on current events, or laugh when my only other option would be music or silence. In fact, I have 22 podcast episodes downloaded on my phone as we speak—not to mention my “regulars” that I listen to almost immediately upon release. 

I’m not alone. A recent study by Edison Research states that 50 percent of the U.S. population has listened to at least one podcast, and listeners report an average of 17 hours of listening in the last week. These are impressive figures, especially when you consider that less than 25 percent of the U.S. population was familiar with the term podcast in 2006. 

There are good reasons for this media format’s meteoric ascent to popularity. “Podcasts are amazing for an intellectually curious person,” says Brett Brewer, who is the cofounder of several companies, including MySpace and Crosscut, a Los Angeles–based venture-capital firm. In the coming months, Brewer is launching a podcast out of the recording studio in WeWork Pacific Design Center, where he’ll interview successful entrepreneurs about their experience. 

In our current media landscape, many platforms are on the decline: In 2018, Nielsen reported that the amount of time people spent watching TV dropped below two hours per day for the first time; newspaper circulation, both print and digital, declined by about 8 percent in 2018, according to Pew Research Center; and 2017 research by Deloitte shows that movie ticket sales have decreased 6 percent year over year. At a time when people are unplugging, podcasts offer listeners an efficient yet intimate way to consume content. 

The meteoric rise of podcasts, explained

We sat down with Brewer and WeWork member Scott Lipps—the founder of Lipps LA, a celebrity and influencer management agency, and One Management, a model and talent agency, who hosts the podcast Lipps Service, for which he interviews influential names in music and pop culture—to understand why podcasts are dominating the current media landscape. Here’s what they had to say.

1. Podcasts are accessible

Podcasts are readily available, and listening to one requires close to no preparation. Anyone with a smartphone can listen to a podcast, and if you don’t have one, you can listen to many podcasts through a website. Apple Podcasts, Apple’s podcast-streaming app, comes built-in on the iPhone—no download necessary. Not an Apple person? There are countless options for listening—Luminary, RadioPublic, and Stitcher all allow you to listen to podcasts on the go. This year, music-streaming giant Spotify also introduced a dedicated podcast section on its platform. To listen to a podcast, you don’t need to buy a book, a Kindle, a cable or newspaper subscription. For most of these platforms, listening to a podcast is completely free. 

2. Podcasts allow you to multitask

Whether you’re driving to work, doing the dishes, or going for a run, a podcast is an entertaining (and acceptable) companion. Podcasts come in all lengths, so you can listen to a recap of today’s important news during your 10-minute commute, or you can take a deep dive into, say, a nature podcast that teaches you how trees speak to each other with an episode that keeps you entertained for hours on a road trip. Lipps attributes the popularity of podcasts in Los Angeles to the ability to multitask. “People in L.A. are spending so much time in their car, so a podcast is a great distraction,” he says. 

3. Podcasts are easy to make

You don’t need a Hollywood producer and an account full of money to create a podcast. Many podcasts have launched out of basements, living rooms, and kitchens. But, as film producer Sim Sarna explains to The Hollywood Reporter, “podcasting is an intimate experience, and audio is intimate because we’re in your ears,” so you want to make sure that you’re recording with care. It’s for that reason that in 2018, Sarna and Anna Faris partnered with WeWork to build a custom recording studio in Hollywood for Unqualified, a hilarious relationship advice podcast that Faris hosts. 

Lipps frequents WeWork Pacific Design Center, which is equipped with four soundproof recording and editing rooms—it has a studio with equipment and rooms that have been converted into photo studios and hair and makeup studios. You can’t control when inspiration strikes, and “I love the ability to go into the WeWork studio within a moment’s notice and knock out an episode,” he says. Brewer says that WeWork’s studio gives him a professional space to interview very successful people. 

4. Podcasts are versatile

According to June 2019 data from Podcast Insights, there are over 750,000 different podcasts. Whether you want to learn about how phytoplankton produce their own fuel or get a recap of the most recent Bachelor episode, there is probably a podcast for you. “I happen to be interested in business,” Brewer says, “but whether you’re interested in sailing or space or travel, podcasts invite you in to listen to incredibly compelling conversations.” In fact, after seeing the success of Lipps Service, Lipps decided to launch two more podcasts—a dating podcast with the reality television stars and social media influencers the Kaplan twins, and a food-centered podcast that will interview famous chefs—to appeal to different audiences. 

5. Podcasts are intimate 

Outside of news and current events, podcasts allow listeners to get to know celebrities and high-profile guests on a more intimate level. “When you interview someone for a podcast, you get to see a different, very unique side of them,” says Lipps, who has interviewed bands like the Red Hot Chili Peppers, Kiss, and the Strokes. “The most popular podcasts are great because their hosts have a real knack for interviewing people and getting them to open up,” he says. Brewer attributes the popularity of podcasts to their authenticity. “When you’re listening to a podcast, you feel like you’re sitting around the dinner table with these people,” he says. “And that’s intoxicating.” 

6. Podcasts are adaptable

Lipps tells us that in order to gain popularity as a podcaster, it’s important to understand your audience. “Pay attention to the content that they are taking to,” he says. “Get audience feedback and find your niche.” Because of the episodic nature of podcasts, hosts can implement feedback from their listeners about the content, format, and guests faster than, say, an author or a newspaper, which shows the listeners that they are valued and makes them loyal to the brand. 

7. Podcasts build community 

Some of the most popular podcasts have built a loyal following around their listeners—a community that patiently awaits the release of each new episode every week or two. These shows sell merchandise; create Facebook groups; have their own social media handles; go on tours; and host live shows, meet-ups, and discussion groups. Because many listeners are already on their phones when they listen to a podcast, it is easy for them to head to social media to share the podcast and engage with other listeners, which builds a community around the podcast. And because podcasts can be very specific about their interests, listeners love to connect with others who are intrigued by the same topic. 

Jenna Wilson is a senior associate on the social media team at WeWork and a writer for Ideas by We. She writes about impact, sustainability, and WeWork’s employees around the world. 

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After 11 years in the U.S., WeWork brought this community associate home to Mexico

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members around the globe.

Jose Carrillo’s brother had wanted him to join him in the United States for years. Carrillo did not speak English, and had never strayed far from his hometown of 3,000 people in the Yucatán Peninsula of Mexico. He was nervous about moving to a place with a different culture and language, but ultimately “his heart wanted to go,” he says.

Carrillo joined his brother in San Francisco in 2008, arriving on Indigenous Peoples’ Day. “I felt a lot of emotions,” says Carrillo, who is Mayan. He says he thought he’d be coming to a foreign culture, but he realized that as an indigenous person, he actually had a lot in common with people in the U.S. “I thought that I didn’t belong here, but I realized I do,” Carrillo says.

After going to school to improve his English and holding down cashier and kitchen jobs, Carrillo applied for the position of community service associate at WeWork. Although he didn’t have experience in this kind of role, in his interview he expressed a desire to learn, and WeWork gave him a shot. 

Carrillo was pleased when he was offered the job, and that happiness turned into a deep sense of fulfillment as the months went on. He appreciated the way everyone was treated with respect at WeWork. “Visitors, members, and cleaners were all treated as equals, as human beings,” he says.

Over the next three and a half years, Carrillo dropped roots in the United States and earned a promotion to community associate at 535 Mission Street.

“The feeling of hugging my mom after so many years—it was indescribable,” says Jose Carillo, a community associate at WeWork who returned to Mexico after 11 years in San Francisco.

Still, something pulled at him: It had been 11 years since he had left Mexico, and he had not seen his family or returned home since. “I woke up one day and realized I didn’t want to be so far away from my family anymore,” says Carrillo. Still, he wasn’t sure about giving up everything he had built in California. 

He confided in Daniel Galindo, a civil rights attorney who was a member at his building, about his dilemma. Galindo, having made big moves himself, planted a seed in Carrillo’s mind—that if Carrillo was going to undertake a big move, he should try to keep at least one part of his life constant—the WeWork part.   

Carrillo broached the subject with his manager, and she suggested they talk to the director of the WeWork in Guadalajara about any available positions. “She was so happy to hear that I loved my family so much, but that I also still wanted to be with WeWork,” he recounts. 

After a few days, Carrillo got a reply, and one week later he had an interview for the same job he held in San Francisco.

Carrillo made the move, and now works as community associate at WeWork The Landmark in Guadalajara, where he is a short flight away from his family. On his first visit home, he went a day early and surprised his mom as she was doing her chores. “The feeling of hugging my mom after so many years—it was indescribable,” says Carrillo. One by one, the rest of his family members arrived. “It was an explosion of feelings,” Carrillo says. He was especially touched to see his father cry. 

He is grateful to have had the chance to continue his career with WeWork, across borders. He will miss the United States, but as he puts it: “I have two families now.”   

We spoke to Carrillo about what it’s like to do the same job in a new country, what he enjoys about Guadalajara, and the WeWork values that have impacted him most.

How WeWork Mexico is different from San Francisco: “The WeWork concept is new here,” says Carrillo, noting that his building has been open for under a year. “Members have been enjoying exploring how different it can be from a traditional office,” he says. Carrillo said one challenge has been that members come out of their offices less than they do in San Francisco, because the WeWork culture is so new to them, but that people are learning to move around and enjoy the social aspect.

“The people at WeWork didn’t see me as a former dishwasher, and this gave me the chance to change my life,” says Carillo.

How Carrillo is shaping culture in his new building: To help draw out the members of both larger and smaller companies to interact outside their own walls, Carrillo applies what he learned in San Francisco. “I learned a motto from my past managers: Kill them with kindness,” he says. “Hear them, help them, and make a difference.” Carrillo believes that being proactively kind helps buffer any difficulties that come up later. “It is essential to cultivate empathy,” he adds.

Favorite hobbies in his new city: “Guadalajara is a big city,” says Carrillo, which gives him many opportunities to explore. “I like to go to the parks; I like to look at handmade crafts and foods at the markets,” he says. He also enjoys hanging out with his friends from his building, having dinner or lunch on the weekends.

What he misses about the U.S.: Carrillo misses his family in California, his boyfriend, whom he is dating long-distance, and also the members in his old building. “I’m now torn, of course, between my two homes.”

The WeWork values that speak to him: Gratitude. Carrillo appreciates all the opportunities he’s had, both at WeWork and in life. “My parents worked so hard to give me a chance to go to high school, back when I was a kid,” he says. He also appreciates his U.S. WeWork family, noting, “The people at WeWork didn’t see me as a former dishwasher, and this gave me the chance to change my life.”

Interested in joining the WeWork community? Visit our community jobs page

Amber Scorah is the author of the memoir Leaving the Witness, published by Viking. Her writing has appeared in The New York TimesThe Believer, and USA Today.

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How three social media queens win followers and influence people

These Atlanta founders are creating opportunities and connection for women in business

“Influencer”: It’s a job title that didn’t even exist 15 years ago, and yet the art of engaging social media followers with aspirational curated content has evolved into a business that’s not only legitimate but often lucrative and seriously in demand. And it’s not just the pros who aim for online clout—even casual users of social media platforms are often looking for ways to boost their following and generate more meaningful interactions with their online communities. 

So how do you actually gain—and maintain—influence? For the answers, we looked to three of the biggest names on the scene. 

With over 5 million followers on Instagram alone, Aimee Song, a WeWork member in L.A., is one of the most well-known fashion influencers 11 years after starting her blog, Song of Style, as a college freshman. Brazilian-born Camila Coelho has parlayed her fashion and beauty know-how into a YouTube subscribership of over 4 million, a following of over 8 million on Instagram, and her latest venture, a clothing line that launched this June in partnership with Revolve. L.A.–based Chriselle Lim, who boasts over a million Instagram followers, is the founder and CEO of creative agency CINC Studios

Below, get insight and advice gleaned from panel discussions with the three influencers, which took place during NYFW at WeWork Now.

Chriselle Lim, founder and CEO of CINC Studios (middle) in conversation with brand strategist Idalia Salsamendi (right) at WWD Style Dimension. Photograph by Women’s Wear Daily/Patrick D. MacLeod

What you like matters more than your ‘likes’

In the social media game, it’s all about the likes. Your content is regarded as more significant—and profitable—if it generates impressive engagement. And there’s a psychological aspect at play, too: Many studies have shown that receiving likes can boost dopamine levels to an addictive degree. 

But it gets all too easy to confuse the euphoria of racking up likes with actual fulfillment, says Song. Though Instagram initially piqued her interest because she could share photos of her dog’s antics, her Halloween costumes, and favorite meals, like-chasing quickly took over. “In the beginning, it was healthy because I was doing it for myself,” she says of using social media. “I just wanted to create a moment.” After people responded positively to her photos and her follower count exploded, her motivation shifted. “I started looking at the likes,” she remembers. “‘Oh my gosh, this only got X number of likes. When I went overboard on this other photo, I got much more likes.’ I started doing it for the validation. That’s where the problem arises. Your passion and hobby are no longer your passion and your hobby.” 

Align yourself with brands you truly believe in

Spotlighting and recommending products through ads and collaborations is the bread and butter of many influencers’ careers. It can be tempting to gravitate toward the most profitable partners and deals, but top influencers warn that your audience will quickly suss it out if you’re pushing a product just for the payoff. 

“When I started working with brands, [I realized that] if I don’t like something, it’s going to sound awkward and fake,” explains Coehlo. “I made the decision that I would only advertise things I truly believe in.” A quick profit wasn’t worth the potential risk of alienating her supporters, she adds. “Even when we weren’t making any money, I said no. If I lose my followers’ trust, it’s forever.” Lim contrasts “the more, the merrier” mentality she had toward the beginning of her career with her current “quality over quantity” mindset. “With less but more thought-out content, brands are benefitting, followers are benefitting, and I am benefitting because it’s less stress,” she says.

Song also noted how organic discovery and research of products you’re truly interested in can lead to authentic, mutually beneficial collaboration. She pointed to a period when she had taken up juicing, and her followers suggested she use a slow juicer for higher nutritional value. She dove into online research to find the most suitable model, and after opting for one from a Korean brand, the company coincidentally reached out to her for partnership opportunities a week later. “I always feel like I manifest it,” she says of genuine partnerships.

Be willing to adjust your POV

Sometimes, all three influencers explain, growing and maximizing your opportunities can require lowering your defenses. “It’s easy to just listen to good comments, but I like reading the bad comments,” said Coelho. “Some are not just mean. Some people give good feedback.” As a public figure, you have to distinguish unconstructive criticism, harmful attacks, and demands that sacrifice your integrity from suggestions that might benefit you or opportunities that could expand your platform.

Lim spoke about the reversal many brands underwent in their attitude toward working with bloggers of color in recent years, as they realized how profitable and brand-beneficial embracing diversity could be. Suddenly, companies who had ignored her were clamoring to work with her. “I was really offended by that at the beginning. You didn’t want me before and now you do?” she says. Though her anger was valid, she’s glad she considered the situation from a different vantage point. “I had to put that into perspective—it was my personal ego in the way. If they’re using me and I like their aesthetic, I’m going to do the same—use them!”

YouTube beauty and fashion influencer Camila Coelho speaking at WWD Style Dimension. Photograph by Women’s Wear Daily/Patrick D. MacLeod

Take care of yourself

In the glossy landscape of social media, the ease of comparison, a breakneck pace, and a revolving-door mentality toward what’s considered trendy, relevant, and, by extension, valuable all coalesce into a recipe for precarious mental health. Song credits therapy, which she started a year ago after a friend’s recommendation, with helping her to prioritize her mental fitness. Despite an initial aversion to the concept (“If you’re from an Asian household, you don’t talk about how you feel,” says Song, who is Korean-American), she’s found that her therapy sessions have influenced every other aspect of her life. “I became a better communicator,” she says. 

Other boons to her peace of mind are unplugging (she didn’t use her phone at all during a two-week vacation this summer, and plans to do it again in the future) and one key realization about standing out from the crowd. “Since I was very little, I always wanted to be somebody else. I always looked up to other people, like the popular girls in high school,” she says. “But I realized that no matter how hard I worked, if I’m trying to be like somebody else, I’m always going to be second best. If I stay true to who I am, then I’m going to be the best version of myself.” And that individualism is a true asset, she adds. “Nowadays, [being] different is so much cooler than being just like everybody else.”

Rachel Mosely is a freelance writer and editor based in New York. She covers entertainment, culture, and travel, with work appearing in Cosmopolitan, Town & Country, Elle, The Root, and more.

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How travel became the new designer bag

These Atlanta founders are creating opportunities and connection for women in business

Owning a luxury designer bag—complete with ostentatious label and $4,000 price tag—is no longer the status symbol it once was. Today, it’s all about showing off life-changing travel experiences.

Make no mistake, the urge to impress is still there. But a cultural shift has taken place: Stuff doesn’t impress like it used to. Now, exciting, adventurous stories with friends on- and offline (and the willingness to pay for the best access) are what achieve social status.

The impacts of this shift are far-reaching, well beyond the boom in the travel industry. (According to the World Travel & Tourism Council, the global travel and tourism sector grew at 3.9 percent in 2018, capping off many years of continuous growth.) Not only do we spend our money on travel, but the desire for travel also impacts how we make money. Job seekers are asking for more time off as a negotiation tactic, and more companies are offering unlimited time off or flexibility in working remote (advances in communication technology allow you to dial in from anywhere in the world) to attract top talent. And employers reap the many benefits of people who travel—increased creativity, improved mental health, a shift in perspective. After all, the travel you do affects every aspect of your life, including work. 

“Travel is more accessible than ever, and transformational experiences are driving people to question their sense of values: ‘What do I stand for in this world? Do I want to just think about myself?’” says Simon Mayle, event director for International Luxury Travel Market (ILTM) Events, a company that tracks travel trends and hosts global conferences. 

Stuff doesn’t define us like it used to. The access-over-ownership economy is thriving (see: Zipcar, Rent the Runway, Airbnb), and in the “story economy”—the concept of storytelling used to improve marketing and branding, which was enhanced by the introduction of Instagram Stories in 2016—people are buying stories and memories over things.

Even LVMH, arguably the most powerful luxury brand in the world (and parent company of Givenchy, Louis Vuitton, Dior, Dom Pérignon, and Veuve Clicquot), recognizes that future growth in luxury depends on experiences. In April, LVMH finalized the acquisition of Belmond hotels, owner of iconic properties like Hotel Cipriani in Venice and the Copacabana Palace in Rio de Janeiro and luxury train lines like the Venice-Simplon Orient Express, for $3.2 billion. 

Travelers also want experiences that are truly transformative, says Ciao Andiamo founder Jonathan Pollock, a member at WeWork 175 Varick St in New York. The company focuses on immersive travel experiences to Italy. “The interest and demand for local, authentic experiences in food and wine is continuing to increase rapidly,” Pollock says. “In Italy, culinary traditions remain at the center of life and culture.”

Pollock launched Ciao Andiamo eight years ago, as the experiential travel trend was taking off. “[It was] at the forefront of the experience culture movement, and [we] knew this would only grow stronger over time,” he says. “Our mission has resonated with travelers since day one, and we have people return to Italy with us as many as four, five, and even six times already, each time exploring different regions.”

Immersive travel experiences that expose you to different cultures and ways of life have a lasting impact. Exposure to diversity creates more empathy and open-mindedness—another cultural shift that manifests across modern life and work.

Some hotels are marketing to the appeal of diversity and inclusion in travel. “People are choosing hotels based on the values that hotel represents,” says Mayle. “We’re seeing hotels really start to stand for things.” One example: Hyatt, which sponsored WorldPride this year, has developed a “For a World of Understanding” campaign, focusing on diversity marketing. “They’re trying to show that the world is a much more beautiful place if we travel and understand different cultures,” he says. The economy hotel brand Ibis has a “We Are Open” inclusivity campaign, saying they’re open to all types of travelers. 

In the end, relationships are at the core of experiential travel, Mayle says. “The new way of showing off that designer handbag is by taking people with us—by sharing those experiences through destination weddings, birthday celebrations, or family travel.” 

No buttery-soft, designer “it” bag can offer up the emotional and relational benefits of travel.

Annie Fitzsimmons is an editor at AFAR Media. Prior to AFAR, she was an editor-at-large for National Geographic Travel and a founding member of their editorial council. 

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Your social media strategy needs micro-influencers—here’s why

These Atlanta founders are creating opportunities and connection for women in business

Years before Instagram rose to prominence, Brandon Perlman saw the writing on the wall: Digital media was disrupting the way we consume stories. While working at glossy magazines, he was an early digital champion. “[I could] see how you could make content with a capital C outside of a magazine,” he says.

Today, as founder and CEO of Social Studies, Perlman is on the cutting edge of social media marketing. “I think we’re in this moment right now where everything is essentially content, but also every piece of content has the ability to sell,” he says.

Social Studies (née “The Gramlist”) is an agency that connects brands with influencers, using their own technology to measure audience engagement and reach. With a team of 20, a new headquarters by WeWork space in New York, and a client roster that includes Panera and Hilton, Social Studies is on the cutting edge of social media strategy. Their practice takes a diversified approach to helping brands broadcast their message to new audiences via social media, using a blend of influencers and micro-influencers—which might be the future of the industry.

Here, Perlman walks through his approach to social media success. But first, some basics:

What is a micro-influencer? 

Social Studies defines a micro-influencer as an Instagram account with an audience of 2,000 to 100,000 followers. From there, they also consider factors like the quality of the content, geography, category, life stage, past partnerships with brands, and the type of content (photography vs. video). Examples include HerCampus cofounder Annie Wang and Infatuation cofounder Chris Stang

“Everything is essentially content, but also every piece of content has the ability to sell,” Perlman says.

How is a micro-influencer different from an influencer?

It’s mostly about the numbers, Perlman explains. Influencers tend to have more than 100,000 followers, and many work closely with brands on partnerships and sponsored content. But keep in mind that sometimes a micro-influencer can grow their audience so much that they suddenly make the jump to influencer status.

How can a micro-influencer be a better partner for a brand than an influencer?

Micro-influencers can be better if your brand is looking to reach a specific audience—such as, say, millennial moms. Working with a handful or more of carefully selected content creators yields more content assets, which in turn reaches new and diverse audiences over a specific time frame rather than a one-and-done #sponsored partnership from an influencer.

Three essential tips for social media success

Perlman shares his best advice to any brand endeavoring to increase their social media footprint.

1. Identify your goals.

First, ask yourself why you want to expand your social media profile in the first place. Is it sales? Downloads? Filling a room for an event? Or are you looking for legitimacy through influencer recommendations? “If you align with the right influencer or content creator, not only does that individual give your brand a level of legitimacy, but they also create unique pieces of content that a brand can use to tell a very compelling visual story,” Perlman says. Start simply by figuring out what it is you want to get out of your brand’s social media account.

2. Look around at the competition, then do you.

“If you’re starting a new brand, or even if you’re a legacy brand, look at who’s disrupting the space either in front of you or behind you. Look at what they’re doing and see if that content resonates with you,” Perlman says. Observe their aesthetic, vibes, and the feeling you get when you look at their account—and see what content gets the most likes. “Really look around and evaluate: What’s working, what do I want to emulate, and where are my opportunities to diversify?” he advises.

3. Bigger isn’t always better.  

Name a few social media accounts and personalities you’d like to align with your brand—think big and small. If you’re interested in big influencers, ask yourself if and how they are a match for your brand. “There’s always value in working with someone huge,” Perlman says. “If somebody is huge, they’re a personality. You just need to make sure that their personality is additive to the brand.”

Going small has its advantages. “We say, ‘Why work with one big person when you could work with 50 smaller people and get the same reach at the end of the day?’” he explains. “You’re getting 50 diversified voices, aesthetics, audiences, geography—and 50 times the amount of content.”

Julie Vadnal is a writer and founder of the newsletter JULES. Her work has appeared in CosmopolitanElleEsquireGlamour, and Real Simple. Follow her on Instagram.

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Refinery29 Canada’s Carley Fortune wears what she’s comfortable in to work

These Atlanta founders are creating opportunities and connection for women in business

As our physical workspaces evolve, so does the way we dress. Work Style explores what we wear to work today—and why.

Who you are: Carley Fortune 
What you do: Executive editor, Refinery29 Canada 
Where you work: WeWork 100 University Ave, Toronto 

When Carley Fortune signed on as the first executive editor for the Canadian channel of Refinery29 last year, she had one other colleague. Now, with a team of seven—plus all the clothing, books, and random samples—they stand out amidst the other offices. “I’m sure people think we’re very girlie,” she quips. As for her work style, Fortune says she’s never had more freedom. Here, she breaks down her daily dress. 

Q: What’s on your schedule today?
A: It’s a fun day. Yesterday was the last day of Toronto Fashion Week and the first day of the Toronto International Film Festival, TIFF, so we are working on coverage of both and nailing down our schedule of interviews, screenings, and events for the festival. I’m going to the premiere of Joker on Monday. I have a hot-pink velvet Rachel Antonoff dress I’ve been saving for the right moment, and I think this is it.

Q: Give us the backstory on these pieces.
A: Horses is one of my favorite Canadian labels. I’m really inspired by how cofounders Claudia [Dey] and Heidi [Sopinka] have built a business that allows them to be creatively fulfilled while not following the traditional fashion brand format. But I also love horses, so if people think it’s just about the animal, I’m 100 percent okay with that. The skirt is also from Rachel Antonoff. It’s super comfy to sit in; it has a lining so your butt doesn’t get stuck to it. The earrings are Jenny Bird, another Canadian designer; I wear a lot of gold but the interesting part with these are the dangly bits at the back. My ring is also Canadian, a label called Mejuri. There are a lot of great accessories labels that seem to be popping up.

Earrings by Jenny Bird; ring by Mejuri. Both designers are Canadian.

Q: Is wearing Canadian important to you?
A: We have so much talent, and I try to support that talent when I can. There are considerable challenges to running a fashion business out of Canada, and we don’t often do the best job of tooting our own horn.

Q: Are there any expectations of what you and/or the team wears to the office?
A: At Refinery29—and this is what I love so much about working with women, particularly here—people wear whatever they’re comfortable in. If you want to be super fashion-y one day, you’ll do it. If it’s jeans, a T-shirt, and no makeup, that’s fine. Everybody has a really strong sense of personal style on our team; it just depends on the day. Sometimes, during lunch, I try to sneak out for a 20-minute run, and I will sit in my running clothes all afternoon. I don’t take for granted the freedom we have.

Q: Do you have a certain everyday look?
A: I like clothes that aren’t too different but have a bit of a quirky vibe. Right now, I wear this skirt to work almost weekly. I prefer sneakers for everyday; but these heels look far better. They’re A Détacher and I’ve had them for at least 10 years. I love white shirts, especially if the proportions are different. Also high-waisted pants and worn-in jeans. 

T-shirt by Horses; skirt by Rachel Antonoff; heels by A Détacher.

Q: How does your workspace factor into your daily decisions about what to wear? What else factors in? 
A: The space has an industrial vibe—concrete floors and exposed ductwork, with really bright, cheeky art. It feels pretty casual but stylish. There’s a wide range of style happening in our WeWork community, which is liberating.

Q: What do you put on when you want that extra statement?
A: One of my most loved pieces is a cream silk Maison Martin Margiela blazer with satin lapels. I got it for a steal at a Hudson’s Bay designer sale many years ago, and I still feel pretty smug about finding it. I try not to wear it too often so I’ll have it for years to come.

Q: Is there a One That Got Away—something you regret not buying?
A: I’ll say this: I actually dislike shopping immensely but I love clothing so much. I have an ongoing list of things I feel I always need. Last year, when I was looking for a blazer, I bought a cropped leopard print jacket with puff sleeves from Horses instead. A few days later, I went back and bought the matching pants. I had to have them!

Q: Is there anyone who inspires your style?
A: I remember when J.Crew opened in Toronto, Jenna Lyons showed up in a neon-green, knee-length sequin skirt with a nautical striped shirt. That was in 2011 and I remember thinking, This is my platonic ideal of dressing

“At Refinery29—and this is what I love so much about working with women, particularly here—people wear whatever they’re comfortable in.”

Q: How different is your weekend wardrobe?
A: I do a lot of exercising on weekends, so I’m often in my exercise clothes. Or else I’m usually in jeans and some kind of T-shirt, which I would wear to the office but I have a separate selection. It’s my weekend-mom style. 

Q: What are you excited to be working on right now?
A: We’re launching a series about parenthood this September that I’m really proud of. There are some incredible pieces about motherhood and identity, and I’m writing a personal piece about my own struggle with becoming a mom. It can be nerve-racking to put that kind of personal work out there, but I’m up for doing things that scare me.

The watercooler:

  • Book you’ve read 100 times: Tie between Pride and Prejudice and the Harry Potter series
  • Last great film or TV show you watched: Falling Inn Love 
  • Favorite workday lunch: The rare one that I make myself; I usually buy a salad.
  • Favorite Instagram account: @refinery29canada—we just launched it this week!
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What Glamsquad CEO Amy Shecter does all day

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries. 

Name: Amy Shecter
Title/company: CEO, Glamsquad, member at WeWork 31 St. James Ave in Boston
Years on the job: 3 years, 3 months

When Amy Shecter—then-CEO of CorePower Yoga—met with her mentor in 2016 to discuss her next career move, Glamsquad was at the top of her work wish-list. She was a longtime fan—and repeat customer—of the on-demand, app-based beauty service that allows you to get a blowout, smokey eye, or fresh manicure from the comfort of your own home. Two weeks after the meeting, she got a random call from a recruiter saying the fast-growing startup was looking for a new CEO, and would she be interested in pursuing the job. “So, I don’t know, did I put it out in the universe and ask for it?” Shecter says. “I think I did.” 

Since joining the company, she’s overseen its expansion to D.C., Boston, and San Francisco (the service was already available in New York, where the business was founded, Los Angeles, and Miami); forged a partnership with CVS that’s brought express Glamsquad services to select stores; and launched a haircare and makeup line. On a more personal note, she’s adopted a nighttime skincare routine that takes her at least 10 minutes to complete. “It’s quite the ritual,” she says. (It involves face wash, toner, two serums, moisturizer, eye cream, and lip cream.) “But my beauty pros tell me that they see a huge difference in my skin from when I started, and my husband keeps telling me that I’m getting younger and younger, so it must be working.” 

Below, she shares more insight into what it’s like to lead the daily charge at Glamsquad. 

I check email… as soon as one eye is open. I scan for anything important from investors, clients, or team members.

I use my commute to… respond to email. But only after I’ve spent some time meditating. I’ll do five to 10 minutes with Headspace, depending on my mood and how much time I have. I take a Via or a taxi from the Upper West Side to Flatiron, so my total commute is about 25 minutes.

I typically arrive… by 7:30. I’m a morning person.

The first thing I do when I get to the office is… talk to the client experience team. They get in early, too, because we have a lot of 6, 6:30, and 7 a.m. appointments. I also make my herbal Bancha tea. I have to start my day with my tea. It calms me and helps me focus.

I get super stressed if… we do a late cancellation on a client, which means we cancel without having an alternative for them. I take it very personally. I think of myself with wet hair, in my apartment, waiting for a blowout. I don’t want to leave any woman in that situation.

The last time I got the Glamsquad treatment was… this morning! (Just hair, not makeup.) I have a big meeting tomorrow and I have to leave early for it, so my beauty pro showed me how to wrap my head tonight to make sure I have good second-day hair.

I take my phone calls… anywhere, anytime.

My must-reads for the day include… Daily Mail, WWD, and the New York Times.

But if I’m procrastinating, I’m usually looking at… Instagram, Twitter, Sephora, or Ulta. And then I go down the black hole… The internet can take me anywhere.

We’re currently working hard on… New York Fashion Week. It’s a very, very busy 10 days for us. We’re doing five shows this time, including Lela Rose and Rebecca Minkoff, meaning we’ll do hair and makeup for the models and some VIP guests.

Getting Amy Shecter through her busy day at NY Fashion Week: Morning tea, the Times, and meditation. (From left) Nicole Miller NYFW 2019 invite: Courtesy of Glamsquad. Headspace and New York Times: Courtesy of Alamy stock. Tea and tarot cards: Courtesy of iStock

The best thing about NYFW is… being backstage with our beauty pros. It’s so much fun to see them in their creative moment. They’re so juiced up.

To survive NYFW you need… energy. It’s a couple of weeks with no days off, and that’s definitely not easy. But it’s fun, so it doesn’t feel so much like work. In general, I have a lot of energy.

I eat lunch… in meetings. I can count on one hand the number of times I’ve gone out for lunch. I work roughly 11 to 13 hours a day, and I probably spend 50 percent of that time in meetings. 

The last time I daydreamed in a meeting I was thinking about… vacation. I was craving sunshine and the beach, two of my favorite things. I don’t vacation that much, but I’m pretty good about taking school-break vacations. We just spent Labor Day weekend on Fire Island.

A critical aspect of leadership is… mentorship. We have a young team, and some staffers are learning as they go. I think it’s really important to be available to them so they can grow and get promoted and continue to evolve in their roles.

My go-to advice is… don’t be afraid to ask. Come in and say, “This is what I think I should do, and with your approval I’d like to do that today.” Also, act as if—that’s advice I was given. Even though you don’t have the job, don’t wait for the job. A good manager will encourage you to take giant steps instead of baby steps.

To bond as a staff… we host different kinds of team events. We have an annual summer soirée, for example, and this year there were crystal readings and tarot-card readings and a caricature artist on hand for anyone who didn’t want to participate in the guru-type stuff.

I stop responding to emails… when the lights are out. I do sometimes try to take a free night where I won’t answer emails once I get home, but even then I usually sit with my phone next to me. Every day is different with a startup, and you just never know what you’re going to find when you open your email. 

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How to get that ‘back-to-school’ feeling in your work life

These Atlanta founders are creating opportunities and connection for women in business

When we were kids, the end of summer—and the beginning of the school year—signaled the idea of a new beginning and reinvention. Buying supplies, backpacks, and clothes for school symbolized the possibilities that lay ahead. 

This feeling of anticipation and hope persists even in adulthood. “As humans, we love the idea of a reset. Whether we’re writing New Year’s resolutions or reviewing our courses for the semester, there’s something refreshing about a new start,” says career coach Meghan Duffy. “We can try out different strategies, identities, and ideas. Back-to-school time signals the start of a novel routine and opens the door for new possibilities. It encourages us to think about what’s working and what isn’t in our routines and tweak the process.” 

For back-to-school season, we spoke to WeWork members, career coaches, and entrepreneurs about the way they incorporate that back-to-school enthusiasm in their professional lives. 

Six ways to get the “back to school” feeling at work

1. Reprioritize your time

Instead of pencil sharpeners and protractors, Duffy says that adults need to seek the metaphorical tools they need to organize and prioritize their work. The post-summer rush at work can be overwhelming, so Duffy suggests that you conduct a time audit to plot how you’re spending your time—and if something is off, adjust it. Does everything feel like a priority? Consider triaging your to-do list by using an Eisenhower matrix to define the importance and urgency of each project. 

Laura Lopez-Blazquez from the Global Fund for Women, a member company based out of WeWork 1460 Broadway, uses a handwritten planner to reorganize her schedule. “I try to reflect on my goals at the end of every month,” she says. “As summer ends and everyone is coming back to the city, it is also time to set up catch-up meetings. For me, it is really an opportunity to press the reset button and refresh.”

2. Get new school supplies

Buying new physical tools can have value too. Remember how good you felt when you got new school supplies? Neurotransformation coach Jane Maliszewski believes that those memories can reinvigorate your work. “Having something concrete brings us back to that moment,” she says. A new notebook, a business-card holder, she suggests, can do.

3. Learn a new skill

For Chicago-based entrepreneur Taylor Elyse Morrison, September is a great time for her to pick up a new skill, especially a practical one. When she wanted to launch her podcast, she learned audio editing and how to use the necessary tools; now she is studying business models and business growth. “I am very much an ‘I love to see how it ties to a specific project’ type of person,” she tells us. “If I do this,” she says, “it can take me a little bit further.”

4. Engage your community

Unhappiness at work often stems from a lack of connection with coworkers or poor company culture, says career strategist Jena Viviano. She recommends asking a coworker to lunch to foster some one-on-one conversation. Relying on the occasional after-work happy hour is not enough. If you’re self-employed, going off listservs, Slack channels, and Google groups to meet up with peers is a good solution. “If you can’t find a community, create your own,” Viviano recommends.

5. Let go of the old

After the first few weeks of excitement, routine inevitably sets in, and the enthusiasm tied to new beginnings tends to fade. “A lot of times, you want to add something to your life but you haven’t taken anything away,” says Maliszewski. In fact, she warns, if you are packing another pound into an already overstuffed bag, it will fall to the wayside pretty quickly. To avoid that frustration, she recommends figuring out what you’re actually not going to do in the immediate future and bench it. 

6. Take it into the future

The beginning of the school year carries a lot of pressure over potential goals and accomplishments, and it’s easy to fall short of one’s own expectations. “We should have a reset button looking at our lives and setting goals in three-month increments,” says Viviano. Doing so, in fact, makes self-evaluation and goal-setting much more digestible: When you just make yearly resolutions (whether that happens around New Year’s or September), it’s way too easy to shoot for the moon, and the goals set hardly ever work out. 

Samantha John, cofounder of Hopscotch, a member company at WeWork Dumbo Heights that teaches kids to code and create games via an iPhone app, abides by the “quarterly reset” mentality, despite having a hectic back-to-school (for her, work) season. “Quarters resonate with me,” she tells us. “We send updates to investors every quarter, so that’s always a good time to reflect on what we did in the last three months and on what we want to accomplish.”

Angelica Frey is a writer and translator who covers the arts, fashion, and food. Originally from Milan, she currently lives in Brooklyn.

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This WeWork tech lead is on a mission to bring opportunities to artists

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

On the first episode of the podcast Unfamous, the host introduces the concept for the series: “A place where we bring you artists and musicians who want to talk about everything behind their art. The stories that are not yet famous.”

The podcast is the brainchild of Chris Cashman, a technology lead based out of WeWork Constellation Place in Los Angeles’s Century City neighborhood. While Cashman is focused on proving a seamless technology experience for WeWork members by day, on the side he runs a management agency for musicians, photographers, videographers, fashion designers, and even tattoo artists called Granite Collective. In addition to representing them, he wanted to give his up-and-coming artists a platform to share their stories and inspirations. At first he thought video might be the way to go, but a friend suggested doing a podcast instead. Cashman was amenable to the idea—if he could find the right host.

“I’m terrible at talking,” says Cashman, 27. “So I definitely wanted someone that’s more comfortable with conversation.”

Enter Rachel McGowan, who works as a community lead at WeWork 312 Arizona Ave in Santa Monica. Though Cashman is based at Constellation Place, he covers technology operations for all of the WeWork locations on LA’s west side and is constantly traveling among them. He met McGowan during a visit to her location last year, and they discovered a shared passion: the music industry. McGowan is a vocalist and songwriter on the side, and both have previously worked with celebrity clients. When the idea for a podcast came up, he knew she’d be the perfect host. 

While listening to his podcast, Unfamous, WeWork technology lead Chris Cashman wants the listener to feel like they’re sitting in a living room with the artist.

“She’s very affable, easy to talk to, easy-going, always sparking conversations with people, and asking questions that break down barriers,” says Cashman.

McGowan jumped at the chance to host a podcast. “She said, ‘I love talking—say no more,’” recalls Cashman.

Unfamous released its first episode in April. The 30ish-minute episodes are Q&A style and released weekly or biweekly. Once McGowan wraps her hosting duties, Paul Hernandez, Cashman’s friend and a musician who performs as Paul Odir serves as the audio engineer. Cashman then takes care of distribution and advertising.

A lot of podcasts are more storytelling,” says Cashman. “But this podcast is meant to be like you’re sitting in a living room with the artist and Rachel, just having a conversation.”

On top of being made by two WeWork employees, Unfamous is also recorded at WeWork. There are state-of-the-art recording studios at several WeWork locations in Los Angeles, and Cashman and his crew take full advantage of the podcast studio at Constellation Place.

“Having that WeWork studio made it a turnkey solution,” he says. “It makes the routine really simple.”

Several of the nearly 20 artists and musicians the podcast has featured are WeWork employees, whom Cashman has sourced thanks to a Slack channel for workers to share their creative pursuits. “The #WeCreate channel has been a great resource when it comes to finding new artists to bring on the show,” says Cashman. “It’s a cool place to find other creatives in WeWork who are doing some awesome stuff.” Unfamous’s second episode is an interview with musician Benjamin Carter, a community manager at the forthcoming WeWork 5161 Lankershim Blvd in North Hollywood, whom Cashman also manages through Granite Collective. 

In November, Cashman is launching “Support Your Friends,” a venture supported by another Granite Collective artist. Its mission is to create social awareness about the value of art and encourage people to support artists by paying full price for their products and services rather than asking for discounts or freebies. A portion of profits will benefit LA charities focused on mental health, sustainability, and equality.

What motivates Cashman in these endeavors? “I grew up in a really rough neighborhood and environment,” he says. “I had a tough childhood. And I was always really set on getting out of that, working superhard, and staying out of trouble to build a healthy and comfortable lifestyle. So that entrepreneurial spirit, hustling and doing stuff on the side while having a full-time job, has kind of been my thing. And I’ve been able to find balance by finding a full-time job that allows me to do what I love on the side.”

Listen, subscribe, and like Unfamous on any major streaming platform including Apple Podcast, Google Podcasts, Spotify, Stitcher, iHeartRadio, and Tune-In.

Interested in a career at WeWork? Visit our jobs page.

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The WeWork guide to Johannesburg, South Africa

These Atlanta founders are creating opportunities and connection for women in business

Headed to new territory for work? Our City Guides bring you tips from resident WeWork members and employees to help you do business lunches, coffee breaks, and culture like a local. 

WeWork in Johannesburg

  • The Link in Rosebank, our first Johannesburg location, opened Aug. 1 and is home to 2,000 members from companies of all sizes.
  • 155 West St in Sandton will open later this year.

Eat 

For a reliable business lunch: The popular Tasha’s Cafe chain is always a safe bet for its spacious and lively atmosphere. Each location has a different theme, and the menu adapts accordingly: The one in Sandton’s Nelson Mandela Square (near WeWork 155 West St) is inspired by African glam, while the Rosebank outpost (near WeWork The Link) is dedicated to New York City (with dishes like the Upper East Side or Wall Street bagel). 

For a breakfast meeting any time of day: The quirky suburb of Melville is where you’ll find the cheekily named Pablo Eggs Go Bar, where a design-centric dining room tricked out in blond woods, gilt trimmings, and teal accents is the setting for a decadent brekkie anytime.

To impress a new client: Urbanologi ticks all the boxes, starting with a funky location tucked away in a cavernous inner-city brewery.  To show that you’re sustainability minded, mention this spot’s culinary creed, which dictates all ingredients be sourced within 150 kilometers of Jo’burg. An innovative menu with globally inspired dishes like beetroot-cured trout sashimi will show you’re worldly. Reserve online to ensure no wait. 

For a little of everything: Weekend-market culture is huge in Johannesburg, and Neighbourgoods Market is the mother of them all, open Saturday from 9 a.m. to 3 p.m. Whether you’re feeling peckish and just want some nibbles or ravenous and crave a big feast, you can find what you want as you meander through multiple levels of a former parking garage in Braamfontein: From pizza to pasteis de nata to paella, it’s all under one roof.

For interiors that are as delicious as the food: The more Instagrammable a restaurant, the more mediocre the food, right? Not at chef David Higgs’s glamorous Saint in Sandton, great for lunch or dinner. Come to take photos of the constantly-changing artwork projected onto the roof and leave with a belly full of picture-perfect ricotta gnocchi with leeks and kale, and tiramisu with mascarpone gelato.

For an ethical choice: The all-day menu Brik Cafe at the Rosebank Firestation has an ethical ethos The ingredients are local, and no single-use plastic is allowed. Food choices “cater to different dietary needs, with vegan, vegetarian, and gluten-free options,” says WeWork member Lauren Woolf, founder and owner of Mrs Woolf, a strategic-marketing consultancy. “The coffee, juices, and just about everything is delicious, and the space is thoughtfully designed.

For great connection over food: Woolf also loves the sharing culture of Greek food and the connections it makes between friends and colleagues. “Both Mezepoli or Parea on Corlett Drive have outstanding, authentic food,” she says.

For impeccable service, all day: Dolci Cafe is an all-day hidden gem in Craighall Park with great Italian food, says WeWork member Inez Willeboordse, managing partner of Jobnet Africa. “It has the best service, with huge smiles.” 

Drink

For jazz lovers: Jo’burg has a vibrant music scene, and the dim, atmospheric Marabi Club in the basement of the Hallmark House near the Maboneng Precinct reliably hosts some of the best gigs. The music starts at 6:30 and goes late, Wednesdays to Saturdays. 

For art buffs: This slip of a bar in Braamfontein is, as the name Artivist suggests, a bar-meets-art-gallery hybrid. Muse about the rotating exhibitions while you nurse a coffee-and-tonic cocktail (elderflower, gin, and cold-brew coffee).

For gin connoisseurs: While everyone else is at the massive Mad Giant craft brewery, head to Little Fox in the Ginologist gin distillery at the vibey 1 Fox precinct downtown. Here, Jozi mixologist Gareth Wainwright works his magic on any number of the 100 gins he stocks, with unexpected drinks like a Sour Worm Sour and a Coco Pops Milk Punch.

For drinks with colleagues (and friends!): Woolf recommends Streetbar Named Desire in Rosebank, a buzzing spot with small bites and cocktails with a beautiful terrace. Social in Bryanston is another good option, with brightly colored walls, trendy brass bar stools, and plants hanging from the ceiling.

Post-garden drinks: After a walk in the Johannesburg Botanic Gardens in the Emmarentia area, Inez Willeboordse recommends Craft Beer Library for a cool vibe, lots of beers on tap or by the bottle, and great bites to eat. 

Coffee and snacks

For a casual coffee meeting (and the aesthetics): An homage to wood-paneled minimalism, Father Coffee—both its original branch in Braamfontein and the newer Rosebank cafe and roastery—serves the most consistent cuppas in town.

For a touch of France in Jo’burg: Bertrand in the Maboneng Precinct looks like the charmingly cluttered French apartment you wish you’d called home on your year abroad, brimming with well-worn couches, antique clocks, and books stacked upon books stacked upon books. It transitions smoothly from coffee shop by day to jazz bar by night.

The longtime favorite for takeaway coffee: 4th Avenue Coffee Roasters is so tiny it’s easy to miss if you’re strolling past in Parkhurst, but it packs a punch with its full-bodied roasts and hearty breakfast favorites like Nutella crumpets and Elvis French toast with fried bananas and bacon.

For a drive-by coffee: On the days when you’re in a rush and on the way to or from a meeting, Woolf recommends The Grind in Melrose Arch. “It’s not just because the coffee is great and the team is super-friendly, but you can WhatsApp your order five minutes before and drive past to pick it up. The wonderful Frank delivers it to your car with a card machine or Zapper scan.”

If you need to host a brunch with colleagues: Trendy upstarts may come and go, but Salvation Café has endured every wave and maintained its place among Jo’burg’s weekend-brunch stalwarts. Seats on the patio of the 44 Stanley complex are prime for keeping an eye on chic locals as they browse boutiques like Guillotine Design and Rowdy Bags.

For French flair: If you’re craving a taste of Paris, Willeboordse says to head for Patisserie de Paris in Blairgowrie. “It offers a true French breakfast with baguettes, pastries, and sweets – and a lovely spot in the sun.” 

Explore

A visit to the Apartheid Museum starts with an admission ticket—but no ordinary ticket. Patrons are randomly designated blanke (white) or nie-blanke (nonwhite), and move through the first part of the exhibit in their respective lanes. It’s a jarring start, but the experience gets even more harrowing from there: What follows is a powerful, heart-wrenching account of the origin of apartheid and the brutality of life under the system.

For decades, Johannesburg’s Central Business District had fallen on hard times. These days, things couldn’t be more different—pockets of the CBD have been revived, and neighborhoods like Braamfontein and the Maboneng Precinct are the hippest ‘hoods in town. Spend time exploring both, then sign up for a walking tour with Past Experiences to discover more unsung corners of the city’s pulsing heart.

One of the best ways to explore sprawling Soweto township, one of the areas to which blacks were forcibly relocated during apartheid, is with a guide from Lebo’s Soweto Backpackers on a bicycle or tuk-tuk tour. One of the highlights: Nelson Mandela’s former home on Vilakazi Street.

Victoria Yards in Lourenzville aims to redefine the Jo’burg inner-city landscape, with urban farming and artists’ studios. The best time to visit is the first Sunday of the month, when all of the studios and restaurants are open. “Don’t miss the studio of Jozi artist and resident James Delaney,” says Woolf. “He is famous for almost singlehandedly reviving The Wilds, Jozi’s favorite inner-city park. Take a stroll there with friends and family on a weekend.” The Wilds is about a 15-minute car ride from Victoria Yards. 

For a 360-degree view of Jo’burg, Willeboordse recommends Northcliff Hill. “Bring a bottle of wine for the most amazing sundowners, and wait for the lights of the city to come on after dark. It’s a great spot for taking pictures and selfies, too,” she says.

Neighborhood focus: Rosebank 

Posh Rosebank (where WeWork The Link is located) has that perfect balance of work and play: People from across the city converge in the suburb’s office complexes by day, and there are plenty of restaurants and bars that keep them going long past sunset. Much of the action is centered around the Keyes Art Mile, a hub of galleries and restaurants. Johannesburg’s top chef, David Higgs, heads the kitchen at Marble, a celebrated restaurant crowning the complex and known for its wood-fired meats. Coffee, champagne, and chocolate make up the menu at the glam new Afrikoa Cafe. And if you can’t get into the sleek, members-only Mesh Club, don’t fret—its Mix bar open to the public, and is the spot for after-work cocktails. Art and design lovers won’t want to miss the celebrated Everard Read, Circa, TMRW, and SMAC galleries and Anatomy and True Design boutiques. And on the first Thursday of every month, the precinct is one of the hubs of Johannesburg’s First Thursdays festivities, with a slate of cultural events and when art galleries stay open late. Other buzzy spots include the easy-to-miss speakeasy-style Sin + Tax bar, hidden away behind Coalition Pizza; Publik Wine Bar, a Cape Town import that specializes in indie labels from South Africa’s lesser-known wine estates; and Saigon Suzy, a lively pan-Asian BBQ joint with karaoke pods. “With Asian fare, a funky interior, and karaoke rooms, what’s there not to love about Saigon Suzy?” says Woolf.

Interested in office space in Johannesburg? WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

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Five must-do’s for mentors and mentees

These Atlanta founders are creating opportunities and connection for women in business

Anyone who’s ever stretched into uncharted territory is all too familiar with the earworms of self-doubt. To drown them out, you have to crank up your own (much louder) tune: For Mike Steadman, the CEO and founder of Newark, N.J.’s Ironbound Boxing, those resounding voices came from WeWork’s Veterans in Residence program. 

WeWork’s Veterans in Residence program, in partnership with Bunker Labs, a national nonprofit aimed at launching veteran-led businesses, is in its second year and in 15 cities across the U.S. “We’ve helped incubate 400 veteran and military family businesses through our partnership with Bunker Labs so far and seen business success of all stripes during their time in the program—individual companies that have grown their revenue significantly, been able to hire people in their community, raised capital rounds, secured strategic partnerships, and successfully exited,” says Mo Al-Shawaf, director of partnerships and special projects for WeWork.

“The veteran community has historically been called on to lead and serve, and we’re excited that we’ve helped veterans entrepreneurs find their next mission as changemakers and business leaders of tomorrow.”

Steadman, a three-time national collegiate boxing champion from the United States Naval Academy, served as a Marine Corps infantry officer in Afghanistan, Japan, and the Philippines. When he came home, he knew one thing: There was a boxing gym in his future. He just had to figure out how to build it. Ironbound Boxing began as the Ironbound Boxing Academy, a nonprofit that trained underserved kids in Newark for free. These days, he and his fellow coaches also teach boxing to companies as a form of corporate wellness. 

“Kids in urban environments are drastically cheated of resources, both in terms of education and recreation,” Steadman says. He hopes Ironbound Boxing can bridge that gap.  

But building a business, just like boxing, takes enormous reserves of stamina and an entourage calling out encouragement from the ropes. When Steadman decided to quit his job to focus on Ironbound in the summer of 2018, some of his friends expressed concern. He found support in fellow entrepreneurs of the Veterans in Residence program. “The people inside those WeWork spaces are with you day in and day out. They understand where you are. It was nothing but words of encouragement and positivity. I found myself leaning on a lot of those relationships.” 

Although there’s a sea of legacy veteran organizations offering support, he says there are few places where a diverse group of veterans can riff on creative, entrepreneurial visions as a unit—one just as intimate, meaningful, and energetic as the ones they’ve left. Steadman is now a Veterans in Residence program manager, putting his tenacity and optimism to use mentoring new members.

“When I left the military, I didn’t even know there was a veteran-entrepreneur movement,” he says. “I didn’t know there were others like me who I could relate to until we started coming together in this program. I’m still figuring things out, but I’ve learned that there are always people coming up trying to get to where we are now. There is value in helping make it real for entrepreneurs starting out.”

“Finding a mentor, someone who can empower you to grow, is an investment at a personal level,” says Steadman (right).

Mentorship is a state of flow for Steadman; it doesn’t have to be as stiff and ceremonious as one might expect it to be. “We always talk about mentorship being an older person mentoring a younger person, but that’s not always the case,” he points out. “It’s all about having value and sharing that value with someone in a transparent and honest way.” 

“Finding a mentor, someone who can empower you to grow, is an investment at a personal level,” he says. When you’ve gone all-in on bringing something to life, “it’s a special thing to have that intimate relationship.”

Five must-do’s for mentors and mentees

For Steadman, there’s little difference in the mindset of mentor and mentee; both must:  

  1. Adopt a growth mindset. Steadman believed that leaving the military was his final transition, but when he took the leap to focus on Ironbound, he found himself in transition again. When faced with doubt and uncertainty, he found: “The people that survive and thrive are those who can adapt, [who] embrace where they are right now and allow the growth to take place. Anytime I feel that way, I know that I’m pushing myself. I know that I’m still growing. Forcing action and forcing the pain makes growth.”  
  2. Ask! Want to be a better entrepreneur? Ask around—and be specific. “You gotta put it out into the universe, and be open and honest about what you’re looking for. I think of it like The Wizard of Oz. Everyone thinks starting a venture is something so magical and special, but then you look behind the curtain and it’s one guy pulling a bunch of strings. Once you see that and put yourself in a position to see how it’s done, then you have a better understanding of what entrepreneurship really is, and what questions to ask.”
  3. Be coachable. “When people do connect with you, you have to be coachable. You have to be willing to listen and take advice. Sometimes people aren’t necessarily ready for that. They think they want a mentor, but they’re content doing things their way and getting the same results. I’ve always been drawn to be better, so when I have people who are committed to me, I commit to them. I think that’s my superpower: I’m coachable.”
  4. Share resources. “If people ask for [resources], I’m happy to share it with them: templates, pitch decks, one-pagers. You end up with a resource pool with information being shared back and forth.” 
  5. Life’s too short. Be honest. “Everybody talks about how great their business is, but nobody really talks about the numbers. It’s always great when you can be transparent. Even if it’s just, ‘I’m just starting out, but this is how much I’ve made. It’s not a lot, but this is my plan to move forward.’”
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Pilot sustainability initiative focuses on textile waste

These Atlanta founders are creating opportunities and connection for women in business

You walk out of your apartment with a reusable tote bag and take out the recycling and compost—bottles rinsed out to avoid contamination. You’re cutting down on waste. You’re saving the planet. 

But many people don’t realize that the garment industry is contributing 13 million tons of textile waste each year that will end up in landfills or in the ocean. What’s worse is that as the clothing waste breaks down, it releases methane gas, a greenhouse gas that traps heat more efficiently than CO2. That’s right, that adorable new romper is contributing to global warming. 

To raise awareness about this issue and repurpose some of WeWork’s textile materials WeWork’s sustainability and wellness team organized a T-shirt drive to ensure that the WeWork swag employees have collected over the years is put to good use. 

Reduce, reuse, recycle—a great environmental sustainability mantra to live by. But Camila Leal, an intern on WeWork’s sustainability and wellness team, explains that part of living sustainably means working toward a circular economy—rather than over-indexing on recycling, we should place more emphasis on the reduce and reuse steps of that process. What is a circular economy? “On a holistic level, the idea is to utilize everything,” Leal says, “and avoid creating products from virgin materials—from the fabric on our couches to the material we use to build furniture.” 

It doesn’t take a lot of digging to see that people are starting to care about this issue—there’s a reason that companies like Rent the Runway and Nashville Creator Awards winner Queen of Raw, an online marketplace for buying and selling used fabrics, have taken off in the past few years. 

In July, the team launched the T-shirt drive with a three-fold goal: 1) to help divert WeWork swag from landfills, 2) to educate people about textile waste and the circular economy, and 3) to give back to the local community. 

To accomplish their first goal, Leal and the team encouraged WeWork employees to donate WeWork T-shirts they were no longer wearing in collection boxes that they placed in eight WeWork locations in New York. Leal traveled to the buildings to provide information about textile waste, upcycling clothing, and the circular economy.  

To give back to the local community, the team partnered with Looptworks, a company that repurposes and upcycles clothing, to turn the WeWork swag into pillowcases for the local homeless population in New York City—a suggestion that came from an N.Y.C. WeWork community manager. “If we shipped the pillowcases far away, it would offset the environmental good we were doing,” Leal explains. “So it was important to keep it local.” 

Over the course of one week, the team collected nearly 200 T-shirts that Looptworks upcycled into pillowcases. WeWork employees volunteered to stuff these pillowcases, which are now being distributed to N.Y.C.’s homeless with the help of Housing Works, a nonprofit that helps the homeless LGBTQIA+ community. 

“I think a lot about the homeless population in New York,” says Lauren Levy, who is an operations coordinator at WeWork and attended the pillow-stuffing event. “I always wish I could help, so this is a great way to do so.” Levy, like many others, used to throw out her clothing because she didn’t know what else to do. “This event really gets me thinking about what else can be done.”

Because it takes about 713 gallons of water to make one cotton T-shirt or pillowcase, this process saved about 142,600 gallons of water that would have been used to make textile products using virgin materials.  

From start to finish, the sustainability and wellness team was invested in making sure this project was sustainable, local, and effective. “I love that our company is mission driven and that we’re actually doing something about garment waste,” says Santhiago DeVicente, a senior manager on WeWork’s talent acquisition team who also attended the event. “WeWork is committed to environmental sustainability and this is an event where you can really see your impact,” Grace Pan, an account director at WeWork, adds. 

WeWork’s sustainability and wellness team is excited about the future of the circular economy and WeWork’s leadership role in the sustainability space. “We want to get to a point where we can take everything that we have in our local community and make them into new things,” Leal says. “We’re early on in our work,” she says, but this is the first step.  

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Employee Spotlight
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How to be an ally to your gender-nonconforming coworkers

These Atlanta founders are creating opportunities and connection for women in business

In the aftermath of World Pride 2019, it’s easy for companies and individuals to slip back into autopilot and rely on rainbow flags and LGBTQIA+-friendly merchandise to convey support of this community. But it’s even more meaningful to follow up June’s outpouring of support with systemic changes that make the lives of those folks safer every day of the year. One way to do that is to learn how to best support those who don’t fit neatly into the normative versions of a female-male binary. 

As a nonbinary human, I, like anyone else, want to feel a sense of belonging, camaraderie, and connection—not only in my personal life, but also at work. With work being where I spend a majority of my time, it is perhaps the most important place to have allies. 

My experience of myself has never ticked all the boxes on either side of the male-female gender binary. All my life, I have had no other official option but to check off one gender or the other, despite going through my day-to-day life never fully “passing” as either one—being “sir”-ed and “ma’am”-ed where neither apply, or fielding suspicious looks from those who are double-checking my body to make sure I’m in the “right” room when I walk into a restroom. From a young age, I asked questions like, “What makes me a girl or a boy?” but was never fully satisfied with the answers I got.

As a person who openly identifies as nonbinary in the workplace, it’s been a relief to experience the receptivity of my they/them/theirs pronouns from coworkers and to know that I have the option to use a gender-neutral washroom. These changes may seem small to some, but the effect is deeply felt by those of us to whom they matter. This simple shift has allowed me to exist outside the traditional gender binary, where I have always experienced myself and where many others experience themselves. (According to a 2018 study published in the journal Pediatrics, almost 3 percent of Minnesota teens, for example, did not identify with traditional gender labels.)

We can all take steps to make sure our systems and spaces include and welcome trans, nonbinary, two-spirited folks (“2S” in the LGBQTIA2S+ acronym, specific to some First Nations tribes), and anyone who experiences themselves as gender nonconforming. To move toward a more welcoming environment, people in many roles need to get involved, including architects, building-code inspectors for bathrooms, and government officials who create official forms. Inclusivity is more than maintaining good intentions. True inclusivity is achieved in the way we construct our spaces to include others’ orientation to the world and to communicate “you are welcome here.” 

Here are five other ways to make your workplace more supportive of gender-nonconforming coworkers, and supporting them to be their full selves at work. 

1. Use our pronouns correctly 

Using the right pronouns is essential. Wondering why? Just imagine someone who is assigned the male sex at birth, and who goes through life experiencing himself as a man and identifying with the pronoun he (a person like this is referred to as “cis-gendered”). Now imagine that this man gets referred to as “she” one day, because, perhaps, he has an ambiguity in the way he expresses his gender. That “she” is jarring; it doesn’t reflect how he experiences himself. Similarly, for nonbinary folks, being “he”-d or “she”-d takes a mental toll—we’re forced to correct people and/or spend the mental energy “brushing it off” as it happens each day. Like everyone else, gender nonconforming, gender fluid, and nonbinary people want to be ourselves at work, focusing on the work and being part of a team, without the distractions of being misgendered. If you’re not sure what someone’s correct pronouns are, just ask. A general rule of thumb is to use the pronouns people use to refer to themselves with. 

2. Self-correct without making a big deal about it

It is inevitable that you will use the wrong pronoun while you are getting used to the change. It’s OK to be in a process of learning. Even if a person hasn’t said anything to correct an incorrect pronoun someone has used with them, they still notice being misgendered—so feel free to correct yourself if you notice that you’ve used the wrong pronoun.

3. Connect with us 

Get to know your gender-nonconforming and nonbinary colleagues. You can talk to us like you would anyone else. We like movies, have hobbies, and our own styles of humor that we’d like to share with you. “Whether you’re planning an event or attending one, make sure all voices are included and heard,” recommends Out in Tech, a nonprofit that represents the LGBTQ+ community in tech and a member at WeWork 500 7th Ave in New York. “You can do this by creating physical and conversational space for others, especially queer people of color, womxn, trans, nonbinary, and disabled folks.”

4. Don’t be a stickler for grammar at our expense 

Folks who use they/them/theirs pronouns often come across people who use the rebuttal, “But they is plural.” Traditionally, yes, but language isn’t static—it evolves. In the past few years, several official style guides have changed their rules to accommodate they/them/theirs as singular pronouns. And we already use they in reference to a gender-neutral singular all the time. In a recent opinion column in the New York Times, Farhad Manjoo argues that there’s no social benefit to using gender-specific pronouns—and he invites everyone to refer to him as “they” and “them” going forward. Rebuttals in the name of grammar are often experienced as a microaggressive behavior with the aim to delegitimize someone’s use of they pronouns. 

5. Uncover your unconscious bias 

Try to be aware of holding people from marginalized communities to double standards when you wouldn’t hold someone else to a similar standard. There are a lot of examples of transgender people experiencing shifts in the way they’re treated by others post-transition, and even being fired for things that before would have been overlooked. If you do notice your sentiments or expectations of that person shifting in circumstances such as post-transition, disclaiming GNC pronouns, or pronouns that vary from their assigned sex, then you might be coming up against areas of unconscious bias. 

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PERSONAL GROWTH

Three surprising ways enterprise companies benefit from using WeWork

These Atlanta founders are creating opportunities and connection for women in business

In just under 10 years, WeWork has evolved from a New York-based coworking provider to a global enterprise that offers agile real estate solutions for businesses of all sizes. Today, more than 30 percent of the Fortune 500 are WeWork members.

The reasons that companies leverage WeWork range from increasing their real estate agility to providing an elevated employee experience, with financial benefits that can trickle down throughout the business. Many have discovered that having teams in WeWork locations helps them solve important business challenges that traditional real estate cannot. Read on to learn about the business benefits that enterprise companies have gained via WeWork.

Short- and long-term financial benefits

Agility is an important concept to today’s ever-evolving businesses—yet traditional real estate tends to hinder rather than help companies move fast and evolve. 

Think about it: Traditional leases are inflexible, require capital expenditure up front, and lock in companies, when many can’t forecast hiring (let alone business trends) more than a few years out. Within a 10-, 15-, or 20-year time frame, can you say with certainty whether your head count will expand or shrink? And by how much? What markets will you scale into? Will you employ more or less remote workers? Unforeseen factors such as the volatility of the market or changes in your industry could further impact your business needs.

Building flexible workspace into your portfolio has the potential to deliver the best return for your business now and into the future. And there’s less risk because you can adjust your space according to what your business needs at the given time. Flexible workspaces can help companies reduce capital expenditures, stabilize expenses, align with the GAAP changes that went into effect in January 2019, and pay for only the space they need.

That’s why, when Slack needed to design and build out a regional headquarters in New York, WeWork was an appealing option. 

“For any company, expenditures on capital is a dollar that we didn’t spend on R&D, it’s a dollar that we didn’t spend on marketing, it’s a dollar that we didn’t spend on head count,” says Deano Roberts, vice president of global workplace and real estate at Slack.

Onsite access to target customers 

How convenient would it be to work in the same space as your target customer base? That’s the very situation that Royal Bank of Canada (RBC) found itself in when they chose WeWork as a strategic partner to help them find a multi-market real estate solution.

RBC employees were soon working alongside everyone from entrepreneurs to global enterprises in their WeWork locations. RBC saw an opportunity to offer their financial and business expertise to these companies by launching advice hubs within the Toronto and Montreal WeWork locations.

“Our teams tell us they’re able to create and build out tailor-fit solutions collaboratively with our clients versus just providing a standard solution to a unique business problem,” says Niranjan Vivekanandan, vice president, strategy, commercial banking, RBC.

The program continues to be a success, and RBC now has more than 700 desks across major cities in Canada, the U.S., and Europe.

A sense of community for remote employees

As America’s fifth-largest brewer, Pabst Brewing Company has a 175-year history and a strong company culture. The challenge is that it also has a large remote workforce, who are not onsite; therefore, it can be hard to keep them engaged without a community of coworkers to rally around. 

Pabst decided to try an experimental pilot: letting some of their remote workers use WeWork global access in select cities. WeWork quickly became the go-to workspace for those employees, whether they needed a place to do focused work or host a team meeting. 

“What we are doing with WeWork is the future of how many businesses our size will look at real estate,” says Matt Bruhn, general manager of Pabst Brewing Company.

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

Dawn Papandrea is a freelance writer who covers work, personal finance, and higher education. Her writing has appeared in numerous publications, including Family Circle and Monster.com. Follow her on Twitter.

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Case Studies
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What Emily Heyward, brand guru and cofounder of Red Antler, does all day

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries. 

Name: Emily Heyward
Title/company: Cofounder and chief brand officer, Red Antler
Years on the job: Almost 12 
City: New York

What do Casper, Birchbox, and Allbirds all have in common? They’re totally recognizable brands (you just need to close your eyes and picture their products and packaging to know that much is true), and they’re the strategic brainchildren of Red Antler.

Emily Heyward cofounded the branding company in 2007 after growing disillusioned with her career in advertising. “I reached a point where I felt like we were fighting the wrong battles,” she says. “We were trying to come up with new and exciting things to say about products that were fundamentally flawed, and that were probably not what people should even be buying.” Now, her focus is on building brands that she can authentically get behind. “If we’re helping put something new into the world, we need to fully believe the world needs it,” she says. 

About half of Red Antler’s business is made up of prelaunch clients, and those projects begin with a “kickoff and discovery phase,” Heyward says—talking in depth about vision, researching the market, determining what problems legitimately need solving. “Then all of that input gets funneled into a strategic positioning that creates clarity around what the brand will stand for conceptually,” she says. “What’s the idea we want to hone? What’s the tone we embody? What’s the emotion we want to elicit from people?” From there, the Red Antler team (which now includes about 100 full-time employees) works on logo, color palette, typography, art direction, brand copy, and more, all in collaboration with the client.

“I have incredible empathy for the entrepreneur experience because I am one myself,” Heyward says. “And we’ve launched so many companies, so we’ve seen so many different scenarios. That enables us to play a deeper advisory role than just a creative services company.”

When she isn’t brainstorming the next cult brand, here’s how Heyward might be found spending a workday. 

My morning routine is… completely different than it would have been six months ago, since my wife and I had a baby in December! We switch off who wakes up with him, so half of my mornings are spent feeding and reading or playing; the other half are spent maximizing sleep. (Maybe once every couple of weeks I’ll squeeze in a workout.) I also walk my dog and eat breakfast, and if I’m not with my son, I love watching NY1—it’s the reason I can’t get rid of cable until cable doesn’t exist anymore. I don’t start working until I get to the office, around 9 or 9:30. 

I first check my email… when I get up, but it’s a quick scan. I won’t reply to anything unless it’s absolutely critical (e.g., having to do with that day’s schedule). Otherwise, I may skim newsletters like What A Day or theSkimm while I ease into being awake. 

The first Slack I got today was… no one has slacked me personally and it’s 11:15 a.m. I can’t decide if that’s good or bad! 

I usually spend my commute… listening to a podcast. Right now I’m very into the Great Debates, in which two comedy writers get into heated debates on topics that range from the everyday to the esoteric. It’s hilarious. I try to enjoy my commute and not be furiously checking email the whole time. 

The first thing I do when I get to work is… try to clear my inbox of anything that doesn’t require action. I work extremely hard to keep my inbox under 50 (which is a single page on Gmail), ideally under 20. 

Heyward’s typical day involves walking her dog, discussing color palettes, and playing with her son. Photographs by iStock.

My ritual to get started is… does coffee count? Without coffee, there would be no start to anything, other than maybe a mental breakdown. 

The most likely thing to break my focus is… a group text chain among my friends, where I know if I don’t chime in, I’m going to come back to 70 unread texts. 

I get notifications for… Slack only. I don’t need my phone actively demanding more of my attention. I give it plenty on my own. 

The hours I spend in meetings per day… too many! Seven? Gross. 

I eat lunch at my desk… rarely, because I’m rarely at my desk. I usually take meals in a meeting, which is arguably even less sexy. 

Last time I napped during the workday was… Hahaha. Do people do that? Other than George Costanza? 

I shut down my phone at… around 8:30 or 9 p.m., and I’m unwavering about this. I don’t even bring my phone into my bedroom. I have an old-fashioned clock radio that I use as my alarm clock, and I wake up to a classical-music radio station. 

The last work thing I do before bed is… check email. But, again, I make sure there’s a nice moat of time between checking email and going to sleep. During that time I’ll watch TV, walk my dog, read. If I don’t have that downtime, I end up dreaming about work and I sleep terribly.

If I’m looking to waste time, I go to… Instagram, shopping apps (I have three screens of apps in my phone’s shopping folder), or The Infatuation

My open tabs always include… just email and calendar—I don’t like to keep a lot of tabs open. The exception is that I’m writing a book right now, so if it’s a writing day, I’ll have a lot of articles open about whichever company I’m writing about, along with my previous chapters and notes to reference. (The book, no surprise, is about branding.)

My starred Slack channels include… none. Embarrassingly, this is the first time I’m learning that you can star Slack channels. I guess I’m not a power user. 

My email signoff is… “Best,” with an upgrade to “All my best” if the situation warrants even more best from me.  

Marry/kiss/kill: Slack, email, phone…

  • Kill the phone, no question. At this point an unscheduled phone call feels so invasive, it’s rude.
  • Kiss Slack, because while I really enjoy it, I think I could live without it. (When I’ve played this game before, it wasn’t “kiss,” but sure.)
  • Marry email. We’ve already been at this for a long time, we still get along, we’ve figured out how to work together well, and it will be a nice, solid, lifelong partnership. Is that the most romantic proposal you’ve ever heard?

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Creativity and Culture
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WHAT DO PEOPLE DO ALL DAY?

12 benefits of a collaborative workspace

These Atlanta founders are creating opportunities and connection for women in business

Collaborative workspaces have been on the rise for the past decade—especially in the last year. In 2018, the scale of collaborative workspaces in Manhattan increased by nearly 70 percent, growing from 9.4 million square feet in 2017 to 13.5 million square feet, according to CBRE research. But it’s not just a trend in New York. Flexible spaces are on the rise in cities around the world.

Why the sudden surge? Companies of all sizes are embracing collaborative workspaces—and for good reasons. Whether you’re a solo entrepreneur working on launching your company or a longtime member of the Fortune 500, collaborative workspaces offer a wealth of benefits. 

What is a collaborative workspace?

Collaborative workspaces are offices in which employees of various companies work under one roof. Companies sharing a collaborative workspace can come in all sizes—from growing startups to global enterprises. The space is usually comprised of a mix of private offices and shared common areas that allow employees flexibility throughout their workday

One important fact to note: A collaborative space doesn’t necessarily mean that your employees will be in a coworking area amid many other companies. In most cases, your company will have a dedicated office—or even several floors. But they’ll still have the opportunity to access beautifully designed common areas and top-of-the-line amenities, which can unlock outsize value for your company.

The advantages of collaborative workspaces

Take a look at the business value collaborative workspaces can offer your employees and your bottom line—no matter your company size.

1. Agility to move at the speed of business

In today’s fast-moving world, agility is a must. In order to move fast, your real estate must keep up with your business needs—whether that means opening an innovation lab for a moonshot project, setting up satellite offices in emerging markets, or sourcing a larger space for a successfully growing team. Collaborative workspaces give you that agility. They enable you to grow your business and the number of employees you hire without having to commit to inflexible leases in a more traditional building. With a collaborative space, you have the freedom to change the size of your team or even your location, without much effort or extra cost.

2. Easy move-in and fast setup 

When you become a member of a collaborative workspace, there’s no need to endure a stressful and expensive moving process. You don’t need to purchase or bring desks or chairs. The Wi-Fi is fast, the printers are full of ink, and the phones are plugged in and ready to use. Signing on to use a collaborative space means that the operational tasks that would have required weeks of your team’s efforts have already been resolved. You and your employees can just come in and get straight to work. 

3. Office space in prime locations

Prime real estate is expensive and can be difficult to source. Yet in order to attract and retain talent, companies need their offices to be in neighborhoods that are centrally located near other businesses, transportation, shops, and restaurants. On top of that, the buildings themselves must be bright, clean, and modern. 

Collaborative workspaces offer a way into more expensive and in-demand spaces in prime locations that may have been prohibitive if you were renting the space yourself. Most collaborative workspaces are located in financial centers or busy business districts in their respective cities. They offer you the ability to quickly open an office—no sourcing or costly build-outs required.

4. Cost-efficiency

In many cases, collaborative workspaces can help you cut costs by allowing you to pay for only what you need. For example, if you’re setting up a new regional headquarters and have only 10 current employees there, renting a full-floor office would result in wasted space—and cost. By placing those employees in a private office in a collaborative workspace, you’re still giving them a dedicated workplace, but only paying for the space they’re using. Best of all, you can easily add space as the team grows.

5. Ability to scale with ease

No matter your company size, growth is a primary objective—and collaborative workspaces can help you scale. Building a team in a test market? Going on a hiring spree for a division that is key to your company’s success? Opening several new locations around the world in one year? Placing teams in a collaborative workspace allows you to give them an inspiring place to work together immediately. 

6. All-inclusive amenities

If you rent your own office, you have to pay for utilities, office supplies, and additional amenities—plus an office manager and support staff to oversee them. With a collaborative workspace, utilities like water, gas, electricity, and Wi-Fi are included. Most also supply other amenities like coffee and tea, kitchen supplies, printing, and mail services.

7. A community concierge

In a collaborative workspace, a team is on hand to help with anything you need. If you have questions about the space, technology, amenities, or neighborhood (like where’s the best place for a business lunch), you can reach out to the community team, which acts as a dedicated concierge. 

8. Tech-enabled workspace

Configuring the IT infrastructure in any office is a time-consuming and expensive endeavor, requiring the work of multiple teams and vendors. However, with a collaborative workspace, all the technology is included: high-speed, secure Wi-Fi; conference room videoconferencing; security badges for swiping into the space; electrical outlets where people can charge up. 

9. Space designed so employees can do their best work

In the past several years, the workplace has become more human-centric. Rather than expecting people to come into an office and spend eight hours a day in a cubicle, companies are providing employees with spaces that suit their work styles. That’s why many collaborative spaces have been designed for activity-based working: People can pop into phone booths to make private calls or tackle a project that requires focus. They can have informal meetings at café-style tables. For those who prefer to work in a more casual atmosphere, there are couches and other forms of soft seating. Giving employees the ability to choose when and where they work can result in higher productivity and improved work quality.

10. Networking opportunities

Even if your company has a private office or floor in a collaborative workspace, employees can still access the building’s common areas. This gives them the opportunity to network with people from other companies, including entrepreneurs, freelancers, and remote workers. This flow of knowledge and creativity can be a major benefit. In fact, many global enterprises place teams in collaborative spaces so they can absorb new, innovative ideas from others who are not usually in their network.

11. A space that reflects your company culture

While a collaborative workspace has been intentionally designed so employees can do their best work, you still have the opportunity to make it your own. Depending on the size of your office, there are various ways to configure the space so it reflects your company. You can hang up your own artwork and bring in your own fixtures, like rugs and lamps. If you have a private floor, there are opportunities to incorporate your branding, logo, and company colors so the space feels uniquely yours. 

12. Stronger employee ties to your company

Have you ever wondered whether your company culture would be diluted in a collaborative workspace? Workplace strategists have too, and they’ve looked into it. A team of researchers from the University of Michigan’s Stephen M. Ross School of Business found that employees identified significantly more with their company’s culture than that of a collaborative workspace. The study also found that working in a collaborative space improved employee perception of the company.

These are just a few benefits collaborative workspaces offer companies. As such, more companies are building flexible workspaces into their portfolios, and leveraging them to improve their business.

Interested in a collaborative workspace? WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.


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How to hire for resilience in refugee and immigrant job candidates

These Atlanta founders are creating opportunities and connection for women in business

Zinah AlTaie was a young HR professional in Baghdad when the war destroyed the life she was just starting to build. She and her family fled their home and spent the next 10 years as refugees in Jordan and Oman. With every move, AlTaie remained focused on the future, obtaining a master’s degree in business administration and working her way up to the position of HR manager at a global logistics company—the only female manager in her department. 

Eventually, AlTaie and her family were permanently resettled in the U.S. Here, however, she found that employers did not recognize her international experience. Undeterred, she worked to develop her professional network and build her confidence. When she sat in front of the hiring manager for an HR role at a Dallas-based company, AlTaie said, “If you hire me, I will never let you down.”

AlTaie’s resilience is typical among refugees. After eight years spent coaching immigrants and refugees as they rebuild their lives and careers in the U.S., I’ve observed this mental toughness and adaptability as a common, indispensable trait in newcomers. These are men and women who have picked up and moved to a new country—sometimes fleeing dangerous circumstances and overcoming tremendous obstacles—and are committed to persevering and rebuilding their lives, often supporting other family members as well. 

Resilience is not only a critical life skill, it’s also an incredibly valuable career skill that employers should look for as they build their teams. 

Resilience in the workplace is essential to growth, managing stress, and avoiding burnout. A resilient team member is not someone who has never failed or faced setbacks but rather someone who has proven their ability to grow and learn through challenges. 

A resilient employee is also likely to be a loyal one. They remain optimistic and inspired through periods of reorganization and transition, and they have an ability to uplift and energize those around them. A report from the Tent Partnership for Refugees and the Fiscal Policy Institute confirms that employers who hire refugees experience positive outcomes—73 percent of surveyed employers reported a lower turnover rate for refugee employees than other employees as well a wider pool of talent and the development of more versatile managers. 

U.S. employers have the opportunity to benefit from the unique abilities and experiences newcomers bring. But a resilient mindset is not a skill you’re likely to find listed on a résumé, and a standard set of interview questions may not reveal a candidate’s true capabilities in this area. To hire for resilience, you have to dig a little deeper into the job seeker’s story. 

Include behavioral questions in the interview. Explore how the candidate approaches challenges. Ask for specific examples like: “Tell me about a time when you persisted when others around you were giving up” or “How did you handle a difficult situation at work, and what did you learn from this experience?” Then listen closely to their responses. Is the candidate overly critical of others? Do they frequently cast themselves as the victim? A resilient individual takes responsibility and will demonstrate how they grew from challenges.

Take the time to learn more about a candidate’s story. Our personal experiences inform who we are as professionals, and what we bring to a team. When interviewing, make an effort to learn more about the whole person and the unique perspectives and experiences that have shaped them. Immigrants or refugees, in particular, will have résumés and educational backgrounds that look different from other candidates. A foreign degree or an international employer should not be viewed as a negative but rather an opening to better understand the job seeker’s unique experiences and the obstacles they may have overcome to get here. Questions about their university and international experience are safe. The candidate will choose how much of their personal story to share—but showing interest can open the door.  

Cast your recruitment net wider. To ensure you’re reaching candidates with diverse backgrounds who bring flexibility and resilience to the table, proactively expand your candidate pool. Include an option for foreign degrees and job locations outside the U.S. on job applications. Connect with sources of nontraditional talent, such as organizations that help newcomers integrate into the professional workforce.

Today, AlTaie, who has forged a successful HR career in the U.S., shares the personal belief that kept her going through difficult times: “Your current situation is not your future measurement. Be confident, have hope, and never give up.”

Not only did she persevere but employers took a chance on her—and everyone benefitted. Newcomers bring a wealth of skills and experience, both professional and personal. Understanding where they’ve been and what they are capable of will create a stronger, more resilient workforce that powers all of us forward.  

Emmanuel Imah is the National Employer Partnerships Manager at Upwardly Global, the first and longest-serving organization that focuses on helping foreign-trained immigrants and refugees integrate into the professional American workforce.

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Management and Leadership
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It’s not too early to plan your office holiday party

These Atlanta founders are creating opportunities and connection for women in business

This was originally published on Managed by Q’s blog—helping inspire workplace professionals to create the best office experience, design, and culture. Read more here. Plus, join Managed by Q on Aug. 14 for a Holiday Party Planning Workshop at Managed by Q HQ. Budget, plan, and get inspiration for your 2019 office holiday party.

Imagine Thanksgiving rolling around and instead of panicking about the impending holiday season you feel calm and collected because your office holiday party has been planned for months. Feels pretty great, right?

To avoid the rush and stress that surrounds the holidays, start planning your office festivities as early as possible—yes, even in the summer. By starting early, you increase the chances of securing your ideal date, venue, and top vendor choices. You may even lock them in at lower rates before peak season.

Starting early also gives you a chance to turn your annual celebration into a team-building opportunity. At its best an office holiday party is an event that embraces your company’s culture, feels inclusive, and is an opportunity to celebrate what your company has accomplished together over the past year. A well-planned, meaningful celebration can encourage workplace friendships to form and deepen, which, according to Harvard Business Review, can boost employee satisfaction by 50 percent.

With advance notice, you can create an office holiday party task force and recruit interested team members to help you out. This also ensures that you don’t have to shoulder the entire party-planning burden. When planning the party is a group effort, you can encourage collaboration between people on different teams, work to align your celebration with your workplace culture, be transparent about your party budget, and stay accountable and on-task so no detail gets overlooked. Below are guidelines to get you started planning the perfect holiday party for your office.

Plan the right party for your company

Your office holiday party is a chance for your entire team to mingle and get to know each other. Your theme, activities, entertainment, food, music, venue, layout, and party vibe all play a role in setting the tone for your party. Before you leap into logistics, your first task is to clarify your team size, guest list, and budget because those will influence the type of party you will plan.

Next, think about the vibe you want to create. Do you want a quieter event where people will be able to chat in small groups? Maybe you want quiet background music and your team could create a playlist together. More energetic group? Perhaps a DJ bringing the dance tunes would be a better fit. Does your team have hidden talents and enjoy participation? You could include a dance-off or karaoke contest.

If you choose to have a theme, it could be a natural extension of your company’s product and culture. For example, a travel company might have a theme that references their top destinations from around the world. Or a pet supply provider could have a pet-themed and pet-friendly party. Not sure what theme will resonate with your colleagues? Choose a few of your strongest ideas and create a poll for your colleagues to vote on their favorites.

Having a sense of these types of details at the beginning will help guide you as you research and confirm a venue and consider your options for entertainment and refreshments.

Find the perfect venue

Once you have a sense of what type of party you want to put together, focus on securing a venue. Work with your office holiday party task force to create a list of potential venues that have capacity for your group and will be a fit for your budget and the vibe you want to create. Other factors to consider when choosing a venue include: location, public transportation options, accessibility, sound system, and whether food and drink are included or you need to bring in your own.

Reach out to the spaces you are considering for pricing as soon as you can—three to four months in advance, if possible. Ask what types of packages they might be able to offer you, such as an open bar or discounts on food. Before you sign a contract, discuss liability, insurance, the deposit amount, and what is required in terms of setup and cleanup. Spaces fill up fast as the holidays approach, so once you’ve found the perfect space for your event, be prepared to book it!

You may also decide that you would rather save money and host your party in your office. If this is the case, you can focus on planning for decorations, food, and activities, but be sure you have the space and capacity to accommodate the type of party you are planning.

Review vendor contracts carefully

It should go without saying, but be sure to review or create a contract for every vendor. Your contract should outline the cost, payment schedule, and who’s liable if something breaks or someone gets hurt. It should also include details like load-in time, drop-off, pickup, how many staff members the vendor is sending, and what type of insurance they will provide. Finally, your contract should detail what exactly you expect to receive and what happens if your vendor doesn’t show up or deliver what you agreed upon.

Select the right food and drinks

Great refreshments can make a party. What you decide to serve is entirely based on your theme, team interests, and budget.

Ordering food for a party is always a balancing act. You want to make sure to order plenty of food and drinks, but try to create a rough estimate of how much people will eat to avoid being stuck with heaps of leftovers. Consider the timing of your office holiday party. Will partygoers expect dinner or are hors d’oeuvres sufficient? Are you serving alcohol? In addition, take into account the dietary needs of your colleagues and their guests, including vegetarian, vegan, and gluten-free options. If your team and party is smaller, ask them about their dietary needs beforehand and account for those rather than ordering more food than you need.

Also plan for the amount and type of alcohol you will serve and consider how this fits with your company guidelines and culture. Will you need to hire a bartender with a liquor license or will the venue provide this for you? 

As you consider caterers look at reviews and ask friends and colleagues for recommendations not just about taste, but also timeliness, delivery, and service of catering companies they have worked with. If you can, try to get samples or go in for a taste test. Consider catering services that will help you connect with the right restaurants for you and estimate how much you need to order.

Choose the right activities for your office holiday party

Once you’ve secured your venue and taken care of food, you can concentrate on the fun stuff: planning the activities. If your party centers around food, music, and mingling, you may not need to provide additional entertainment. However, games and activities create a more interactive environment and can help break the ice if your team doesn’t know each other well.

Work with your office holiday party task force to define what type of activities your team would enjoy that fit with your theme and reconfirm your budget with your leadership team. This TINYPulse post suggests sticking to one or two entertainment options to encourage bonding rather than distracting your team. As you choose activities consider what will feel welcoming, inclusive, and fun for all of your team members. Here are some activities to consider:

  • Vintage arcade games or pinball
  • Photo booth or gif station
  • Theme-related board games
  • A live band with dancing
  • Pizza-making or cupcake-decorating station
  • Art or drawing station

Work with your office holiday party task force to decide on activities. While having your larger team weigh in on general ideas like a theme, asking for input on specific details from a large group of people can create a “too many cooks in the kitchen” scenario after you have worked hard to narrow down options that are on-theme and within your budget.

Don’t neglect planning for setup and cleanup

Whether you decide to host your party in your office or at a local venue, be sure to schedule time for load-in, setup, and cleanup. Consider hiring extra help, such as Managed by Q’s vetted service providers, to help move furniture, neaten, and clean before and after the party so you can also relax and enjoy the event you have planned. If you are hosting the party in your office, consider scheduling a deep clean to ensure your office space doesn’t suffer from any post-party regrets.

It’s party time!

It’s worth repeating: The earlier you start planning your office holiday party, the better. Save yourself time, stress, and money by locking in the details early so everyone can relax and enjoy the great party you have planned later. Use a tool like Managed by Q’s Task Management to help keep track and collaborate on all the moving parts of your event. Think of it as a live to-do list that is accessible to everyone.

To help your party planning, Managed by Q created a checklist for office holiday parties. A condensed version is below to help put your mind at ease and plan just one step at a time. Most importantly, as you plan, keep your company culture and togetherness at the forefront of your mind. Remember, this is a celebration of what you’ve accomplished together—keep it fun!

Your office holiday party planning checklist:

Three to four months in advance:

  • Set approved budget
  • Recruit a party-planning task force; designate responsibilities
  • Identify a theme (if applicable)
  • Create a guest list and head count
  • Find and secure a venue
  • Set a date
  • Decide on food type, secure caterer (if not offered by venue)
  • Find and secure entertainment/music (DJ, band, playlist, PA system, stereo, etc.)
  • Hire a valet company (if applicable and not offered by venue) 

Two months in advance:

  • Collect addresses or email addresses for your guests from team members and vendors
  • Create or order invitations
  • Secure a photographer
  • Book or rent games and/or activities (e.g., photo booth, arcade games, portrait artist)
  • Review and submit all contracts and deposits

One month in advance:

  • Confirm head count
  • Place food and drink order
  • Send invitations
  • Order or make decorations (if applicable)
  • Put swag bags together (if applicable)
  • Hire or assign any additional day-of roles (check-in or greeters, coat check, security, setup, and cleanup, etc.)

One week in advance:

  • Send reminder to invitees
  • Confirm timeline with all vendors and venue
  • Confirm roles with all volunteers and staff
  • Pick up any last-minute decorations or supplies
  • Take a deep breath and relax because you have everything under control

Office holiday party day!

  • Double-check your logistics
  • Remind your colleagues about the party location and start time and share how excited you are
  • Arrive at the venue early to set up
  • Check in with all volunteers and staff before party time about timeline and expectations
  • Celebrate!

For a more detailed checklist, download Managed by Q’s office holiday party planning checklist.

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Visiting another country for work? Here are six tips for international business travel

These Atlanta founders are creating opportunities and connection for women in business

Photo courtesy of Stocksy.

Standardization—of processes, company culture, design, and service—is always a priority when a company goes multinational. But there are also professional and personal benefits that come with celebrating differences and learning from other cultures when we travel for work. 

With dozens of new buildings opening around the world each month, WeWork employees have a unique opportunity to travel to new cities and learn from their colleagues. This summer, more than 400 WeWork employees participated in an exchange program in which they were able to travel to any WeWork location and work with the local team for the week. The goal was to give employees an opportunity to meet new community team colleagues, exchange knowledge, share WeWork’s unique culture, and experience a new country. 

We asked three members of WeWork’s community team to share their biggest takeaways from the exchange, as well as tips for how anyone about to embark on international business travel. 

1. Connect with the team beforehand 

Getting in touch with the local team before you arrive can elevate your experience from good to great, according to Rounak Jain, a community lead in Gurugram, India, who traveled to WeWork Neue Schönhauserstraße 3-5 in Berlin. “The local team gave me advice on what to do in Berlin, got me up to date on things going on in their building, and set up a welcome breakfast for the day that I arrived,” Jain says.  

Shim also reached out to her adopted team before arriving in Seoul, asking the community director to recommend a building for her to work out of during her stay. She also started following all of the team members on social media. “It helped break the ice and made us more comfortable with each other,” she says. “By the time I got there, they were inviting me out to meals and showing me around. There was a sense of family.” 

Rounak Jain (second from right) with the WeWork Neue Schönhauserstraße 3-5 community team during the community exchange program.
Photograph courtesy of Rounak Jain.

2. Come with your ‘secret sauce’ 

Guests should never show up empty-handed. It’s a common courtesy your parents may have taught you as a kid, but the same principle can be applied when visiting international offices. “Figure out your ‘secret sauce’—what you can share with the team,” says Jasmin Shim, a community lead at WeWork Scotia Plaza in Toronto. Before she left for South Korea to work out of WeWork Euljiro, she thought about what makes Toronto unique so that she could share that with her host team. As a small market, Toronto’s community team is close-knit. “We all hang out together, we share our best practices, and celebrate our wins together,” says Shim. In Seoul, she showed that team how to foster those relationships in their region through supportive and frequent communication. 

3. Live like a local

During the week of his visit, Jain soaked up the local culture in Berlin. “After work, I would meet with friends and meet with other community team members,” he says. “I tasted the local cuisine and was able to see what it was like to be a local.” Additionally, he was able to fly to Berlin two days early and stay for the weekend on the tail end, allowing him to fit in a lot of sightseeing.

4. Find ways around the language barrier

Chloe Brown, a community manager at WeWork Williams Square in Irving, Texas, teaches yoga on the side, so on her last day in Tokyo, she taught a yoga class to the members of WeWork Hibiya Park Front. She even learned how to say inhale (suikomu) and exhale (hakidasu) in Japanese. “Yoga is growing in popularity in Japan,” she says, and while the language barrier kept her from communicating regularly with the local members, she was able to relate to them through universal movement. 

5. Bring knowledge back with you 

“When you work at the same place every day, it’s easy to get used to a pattern of thinking,” says Jain. “It’s good to change your perspective and look at problems or solutions in a different way.” In his home office, his team offered plastic-wrapped candies, but he noticed that to decrease their environmental footprint, the Berlin team broke up chocolate bars and put them in a jar to offer to their members. So Jain brought that tradition back to India with him. Although these were small changes, “they let our members know that we care,” Jain says. 

Brown was impressed by the profound respect for the space in the Tokyo buildings.” The space is beautiful built and impeccably kept,” she says. 

6. Remember what unites you

While there was a lot to learn from the local teams and the cultural differences, each member who went on an exchange also noticed parallels throughout the communities that reminded them that company culture is something they all shared. The building tours, for example, were almost exactly the same despite the different cultures. “It was really cool to see the universality of the company,” Shim says. “We use different languages, but we have the same values and goals.” 

Interested in a career at WeWork? Visit our jobs page.

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This entrepreneur’s formula for success? Breast milk

These Atlanta founders are creating opportunities and connection for women in business

Startup founders have infamously unpredictable daily schedules as they work to establish and grow their businesses. What does such an entrepreneur’s weekly, daily, or even hourly routine look like when sometimes there aren’t enough hours in a day? In the Startup Diaries, founders walk us through a week in their lives and show what it really takes to get a fledgling business off the ground.

Dr. Vansh Langer was interning at a Chicago hospital and pursuing a career in pediatric psychiatry when a sick infant arrived. The girl, who was adopted from Vietnam,was suffering from necrotizing enterocolitis, a disease that affects the intestines and often afflicts babies who are fed formula over breast milk, and her adoptive fathers were at a loss. When Langer caught sight of a patient breastfeeding in the hospital corridor, he explained the predicament and asked the new mom if she would share her milk. She agreed, and he fed the baby by bottle every few hours overnight, hoping the infant would benefit from the immunity boost. 

“I’d just graduated medical school three weeks [prior],” he says. “And I got in a crazy amount of trouble because… not my patient, not my job.” But the baby showed signs of improvement, which he attributed at least in part to his breach of protocol, and that’s the moment he realized the importance of breast milk. 

In July 2017, after stepping away from medicine to start a business that would make breast milk available to those who needed it, he officially launched BBy, a first-of-its-kind app through which new parents can purchase breast milk from nursing mothers. “I made a decision to take a break from medicine and give BBy a real shot,” Langer says. “I was like, If nothing else, I’ll go back to being a doctor—it’s not the worst job in the world!” 

For the first year, BBy connected nursing moms (who are tested every 30 days for transmittable diseases) and parents directly, like a ride-sharing app, and customers had to pasteurize the milk themselves by heating it on a stove. But by August 2018 the growing business shifted to a direct-to-consumer model, with Langer and his team—he has two full-time employees and 10 interns—processing the milk out of a facility in Sunset Park, Brooklyn; freezing it; packing it; and mailing it. (Milk arrives no more than two months after it’s been pumped.) 

“There should be no pressuring anyone to breastfeed; there should be no guilt if you don’t,” says Langer, a WeWork Labs member at WeWork 142 W. 57th St. “Because the alternative should be that you can buy it.” 

Today, Langer says, the company has more than 4,700 sellers (based mostly in the New York tristate area), who make between $750 and $1,200 a month, and more than 6,200 consumers in the Northeast, San Francisco, and Los Angeles (his West Coast test markets), who pay $1.75 an ounce. He plans to expand nationally in the first quarter of 2020, and he’s working with another doctor to create a condensed breast milk that’s shelf-stable. “We patented it and hopefully starting next year we won’t be shipping frozen milk anymore,” he says. “We’re literally creating formula that’s breast milk.” Below, Langer—who, for the record, was breastfed as a baby—shares a diary of a recent workweek. 

Monday

2:30 a.m. I’m not a big sleeper, and Sunday night (or, technically, Monday morning) is especially hard. It’s the one night of the week I truly let my insecurities and doubts bubble to the surface. Did all our milk orders go out on time? 

7 a.m. The sun is up, and so am I. 

9 a.m. Shower and head to work.

10 a.m. Arrive at our production facility to thoroughly inspect our equipment, as I do every Monday morning. I bought our machines from an estate sale of a dairy farm in Wisconsin in June 2018. 

12 p.m. Check email. I used to check emails 24-7, but I found that I was never giving my mind a break from work. Now I allow notifications only from 9 a.m. to 8 p.m. and check messages before bed on occasion.

2 p.m. Meet with our PR and marketing team about the nationwide launch and shelf-stable breast milk. We’ve already convinced people that buying other people’s breast milk is relatively easy and safe and not problematic. Now I’ve got to tell everyone, “Look, science is taking breast milk to the next level. You can take these TSA-compatible packages wherever you need to go.”

4 p.m. Call with a potential lead investor. I’m close to closing our seed round at $2 million, but fundraising hasn’t always been easy. When I first started, people looked at me like I had 17 heads. We’re a very weird product! But, thankfully, a lot of people in the VC area are starting to have children and they’re realizing, ‘Oh, wow, this is important.’” 

6 p.m. I’m moving to a new apartment Wednesday, so I leave a bit early to pack. I only have the kitchen and bathroom left to go, and I’m hoping to finish in time to watch the Mets game. Hobbies are important for entrepreneurs; you need to be able to disconnect from your job. I watch the Mets and collect vinyl records and read a lot of books. (The Mets lose tonight, of course.)

11:30 p.m. Check email. 

12 a.m. Talk to my best friend—well, I don’t talk so much as I ramble. When you’re an entrepreneur, it helps to have a confidant who isn’t involved in your business. With my thoughts in order, I drift off to sleep.

Tuesday

9 a.m. Wake up and go to the gym. I started working out in 2018—I usually go six days a week but can’t this week with the move—because I gained about 80 pounds in my first year in business. I was working 16, 17 hours a day, and on top of that I was going through a breakup. Instead of processing my feelings, I just suppressed them.


Dr. Langer is working with another doctor to create a condensed breast milk that’s shelf-stable.

12 p.m. Stop by the factory to check on production. 

2 p.m. Call with investors about finalizing term sheets. What is supposed to be a 30-minute call ends up lasting almost two hours. 

4 p.m. Snack on some smoked meat while finishing up my to-do list. It’s not really lunch but it’ll have to do.

8 p.m. Back home and packing. I forget that cabinets have stuff in them—and some cabinets have more stuff than others! 

Wednesday 

4 a.m. Movers are coming in three hours and the excitement makes it hard for me to sleep. 

10 a.m. Move is done! Now it’s off to the factory to get work done. 

12 p.m. Answer emails from our PR and marketing team. (They need me to sign off on potential ads for Instagram and Facebook.) 

2 p.m. Pay bills. I’m preoccupied by the slew of boxes that await me back home, so I go there to unpack for a couple hours. 

5 p.m. Meet with an investor in TriBeCa. Our conversation goes well and I leave with a term sheet, but I won’t get my hopes up just yet. Raising capital is a cat-and-mouse game. We all know this. 

8 p.m. Continue unpacking. 

10 p.m. Doze off within minutes of hitting the floor (because, of course, I didn’t put my bed together). 

Thursday 

9 a.m. Work out. 

11:30 a.m. Arrive at the factory to check on orders and respond to email. 

12 p.m. Milk emergency! One of the shunt lines to the bath pasteurizer snapped off, and the stainless-steel piping dumped the entire contents onto the floor. No big deal… just $8,000 worth of breast milk down the drain.

A melancholy mood wafts over the facility. Any number of things could have gone wrong, but I’m worried my Monday inspection of the machinery was lacking given how tired I was. We clean up and I recheck the machinery so that tomorrow’s final batch goes off without a hitch.

1 p.m. Everyone is demoralized. I explain to the team that this is the kind of problem a physical startup is going to have from time to time. Instead of crying over (literally) spilled milk, we should learn a lesson: We all should always spot-check the machines to the best of our ability. 

3 p.m. I order the staff a late lunch to lift their spirits.

5 p.m. Everyone goes home happy. Well, almost everyone. Sometimes as the boss you have to boost the morale of those around you even when you’re not feeling uplifted yourself. 

7 p.m. Back to unpacking. I’m leaving for Los Angeles tomorrow to visit my sister and her family, so I need to pack as well. I also very much want to watch TV and decompress. 

Friday 

8 a.m. Great workout this morning. 

10 a.m. Get to the factory. I’m working a half-day today since I fly out at around 4 p.m. Yesterday, I told my team that if they could get everything pasteurized and packed by this afternoon, I’d give them off the week of July Fourth. After Thursday’s debacle, they do everything very deliberately and with intention, but they seem to be on track to meet the goal when I leave for the airport. 

3 p.m. At the airport. Get word from the team that they got everything done. I’m not surprised. I never demand more from everyone than what is needed, and I’ve always preferred that my workers be totally productive for four hours than only sort of productive for eight. As an entrepreneur, work-life balance is my ultimate goal. While you have to sacrifice certain things if you want to be successful, you can’t sacrifice who you are. Otherwise, you’ll begin to contemplate why you do what you do at all—and then you’re screwed.

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No, this isn’t an après-ski bar. It’s a mountainside WeWork pop-up

These Atlanta founders are creating opportunities and connection for women in business

Heat waves may be sweeping across the Northern Hemisphere, but south of the equator, ski season is in full force. And at the La Parva ski resort in Chile—also known as the “Aspen of Latin America”—skiers who tire of the slopes can take a break to check email and maybe even catch a meeting at WeWork’s pop-up workspace. 

The space at La Parva (a 90-minute drive from Santiago) has everything you’d expect at a traditional WeWork: fast Wi-Fi; complimentary coffee, tea, fruit, water, and beer; meeting rooms; and comfortable workspaces. All that plus a spectacular view of the ski slopes, crystal white snow, and the beautiful Andes mountains. 

“At WeWork, we always look for spaces that encourage inspiration,” says Leandro Basaez, director of WeWork Chile. “We are a platform for people who want to change their working habits and style, and we want people to enjoy what they do and be happy.” 

It’s a lot easier to be happy tackling a few business to-do’s when WeWork redefines the concept of “working remote”: At La Parva you can fit in your ski runs and your work responsibilities, plus gain inspiration from creative activities and events especially created for this ski-town landscape, including ski and snowboard workshops, social impact education, sunrise yoga, wine and cheese tastings, fireside chats with s’mores, and live music. 

“Today, people value more the connections, the feeling of belonging, and the search for quality of life,” says Basaez. “Even during working hours.”

DETAILS
Where: La Parva ski resort, Chile 
When: Now through August 4, 2019  

Register to access WeWork in the Andes for free.

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Your August horoscope is all about believing in your creative energy

These Atlanta founders are creating opportunities and connection for women in business

Your calendar isn’t the only thing that can give you insights into the month ahead. In our monthly column Workstrology, the expert astrologers at Sanctuary chart the energies, oppositions, and smart moves for your sign.

Aries (March 21–April 19)

Eclipse season defined the steps you need to take to balance work and home life. You won’t see changes overnight, but note this moment and watch how things unfold for the better over the next year. With Mercury out of retrograde, your path is cleared to take action. The Sun, Venus, and Mars are in your creative zone until mid-month, so if you work in entertainment or media, get ready to be busy. The Aquarius full moon on the 15th reminds you that you don’t exist in a vacuum. Although you have the strategy and the vision, you’ll need others’ support to get your great ideas off the ground. There is no success without compromise, Aries. Are you willing to negotiate so that your project can succeed? After the 23rd, the Sun moves into your house of service, giving you the discipline to commit to revisions, even if you’re still a bit skeptical of others’ choices. Whatever you begin on the Virgo new moon on the 30th helps to plant seeds for future success, trickling down to your life and lifestyle.

Taurus (April 20–May 20)

Jupiter has been retrograde in your house of taxes and shared resources since April, making you more thoughtful about your investments and less inclined to share. Jupiter rules excess, and its yearlong trek through Sagittarius provides opportunities for huge returns or equally huge fallout. That’s why its retrograde spin likely served you well, delaying a proposal that you would have hastily rushed into with investors or resources that weren’t the best fit. On the 11th, Jupiter stations direct and gives you a second chance to pursue this project, now that you’ve taken all necessary measures for vetting. At the same time, the Sun and Venus meet in your family zone in Leo, the mascot of the inner child. The plan you’re laying could now benefit from familial participation, or you may gain a boost through inheritance. Social obligations may compete with home life during the Aquarius full moon on the 15th. You might need to set some boundaries if relatives ask for too much creative control, but this aspect will be short-lived. The Virgo new moon on the 30th spotlights your unique aesthetic, giving you branding potential.

Gemini (May 21–June 20)

The Sun, Mars, and Venus are moving through your communication zone for the first part of the month, so you’ll want to keep tabs on text and email correspondence until after Mercury leaves its retrograde shadow on the 14th. By this time, you’re in the clear, Gemini! New customers, clients, and coworkers are on the scene, and creative juices are flowing. You, however, might feel a little too comfortable; as if everything you’re encountering is material you’ve already mastered. The Aquarius full moon on the 15th lands in your travel zone, making you eager for new experiences, and with idealistic Jupiter stationing direct on the 11th, the road is cleared for adventure. Since you’re entrenched in the current happenings of your daily routine, it might not be the right time to disrupt your schedule. Instead, use this perfect timing for planning a future vacation. After the 23rd, your focus shifts to home life. The Virgo new moon on the 30th suggests a dialogue with roommates or family about your living situation. Unspoken grievances need to be aired, but this will be a relatively good time to say what you need to without causing hurt feelings or a permanent rift. 

Cancer (June 21–July 22)

Eclipse season aligned you with your leadership potential, Cancer. You may not see an immediate change, but over the next year, you’ll come into your own voice even more, and outgrow your old shell. In August, the Sun, Mars, and Venus are hanging out in your money zone. This arena really has to do with what you perceive as “currency:” anything from a safe home to disposable resources and income to self-esteem. It’s the perfect zone for delineating what luxurious new experiences and opportunities you want to invite in. The Aquarius full moon on the 15th prompts you to invest in your own freedom, mobility, and educational transformation. Consider aiding humanitarian endeavors, like giving to a charity or volunteering. On the 23rd, the Sun enters Virgo and the pace of correspondence quickens. The Virgo new moon on the 30th invites you to bring your reinvigorated sense of curiosity and generosity to help colleagues on team projects and group collaborations. This time is especially ideal for anything that involves getting messages out to the public by unorthodox technology or innovative branding. 

Leo (July 23–Aug. 22)

With the Sun, Mars, and Venus in your identity zone, your leadership potential is through the roof this month, Leo! If you’ve taken the helm of a project, that’s great, but don’t forget that to be a real leader, you’ll have to take others into consideration. You can’t lead if no one will follow you. And to that end, the Aquarius full moon on the 15th asks you to compromise with others. Don’t micromanage; if you’ve done your job right, you can trust those you’ve tasked with an assignment without looking over their shoulders. Equally important: Remember to share victories and give credit where credit is due. The Virgo new moon on the 30th makes you a magnet for sudden financial growth as it connects to progressive Uranus. The planet of revolution, Uranus, has been mischievously haunting your career sphere and will station retrograde from the 11th of this month until January 1, 2020, making its presence less seen and more felt. Start to reconsider whether prestige has the same definition for you as it did several months ago. Perhaps success is less about what you own and more about freedom of movement?

Virgo (Aug. 23–Sept. 22)

The Sun is traveling through your zone of mystery and hidden happenings, and with Mercury direct, you might use this introspective time to begin a secret project. You’ll thrive at behind-the-scenes work now, forging alliances with others based on discretion. Mercury is still in its shadow until the 14th, so use your intuition wisely when it comes to any joint agreements or contracts signed in the shadows. Are all parties getting what they’re after? It’s an ideal time to work on anything that requires minimal face time, such as writing or studying. If you’re in a field like counseling, nursing, or therapy, you’ll feel assured you’re doing good in the world. The Aquarius full moon on the 15th suggests picking up a new skill or polishing the skills you already have. Remember, it’s always smart to reconnect to practical application if you’ve been operating in seclusion. On the 23rd, your birthday month begins and the new moon in your sign on the 30th asks you to assume a leadership role. Venus is close by and foreshadows money, creativity, and romance in the year ahead. Lucky you!

Libra (Sept. 23–Oct. 22)

August is all about manifesting a vision through collaboration, Libra. If you can imagine it, it’s possible, and with the Sun, Venus, and Mars traveling through Leo, you’ll have no problem attracting a motivated crew that inspires you. The question is: Will you step into a leadership role, or will you opt for the cheerleader position? The choice is yours. Regardless of your responsibilities, remember that the most effective ventures this month will spotlight individuality. Your audience might share the same broad interest, but they’re connecting to your message from a variety of nuanced background experiences. Further hammering this home, the Aquarius full moon on the 15th says, “Don’t be afraid to let your freak flag fly!” You’re the peacemaker, and your knack for negotiation is certainly an asset, but Chiron retrograde in your partnership zone brings to light how you often settle to the disservice of your own inventive ideas. This month during meetings, take a risk and speak up to effect change. The Virgo new moon on the 30th connects to electric Uranus, helping to shock you out of self-criticism. 

Scorpio (Oct. 23–Nov. 21)

You’re highly visible this month as the Sun, Venus, and Mars move through your house of career. Because this house shows how our reputations precede us, you’re granted the charisma of Venus, the drive of Mars, and the brilliance of the Sun. People want to be in your presence. But if you hog the spotlight, you might attract jealous parties who want to see you taken down a peg for their own satisfaction. Don’t let that stop you from going after what you want, but be aware that your attitude will get you far right now, especially if you stick to the magnanimous nature of Leo and skip the showboating that sometimes comes along with it. Even though Mercury is direct, check your communication until after the 19th, or you risk creating conflict with collaborators who you’ll want on your good side. The Aquarius full moon on the 15th reminds you of the truths you need to share on a larger platform while the Virgo new moon on the 30th sparks an ingenious strategy for sharing your best practices and skill set with your colleagues.

Sagittarius (Nov. 22–Dec. 21)

I binge-watch Master Chef every summer, and there’s a phrase Gordon Ramsay often uses: “I want to see you on a plate,” meaning he wants to see the contestant’s personality, background, and passion represented in the dish they serve. August is that phrase for you, Sag. Who are you? What do you stand for? How do you bring your self into the work you do? July challenged you to spearhead a project that holds personal meaning and now’s your chance to flesh it out. Make integrity your guiding principle, because, with the Sun, Mars, and Venus in Leo, your actions reveal to your contemporaries how you’re investing in your vision. The Aquarius full moon on the 15th pokes a childhood wound, a reminder of when scrutiny made you doubt your intelligence, making you reticent to carve out your own path. Now you can release the fallacy that your ideas are too weird to succeed! The experience you have under your belt is the cornerstone of any worthwhile enterprise. The Virgo new moon on the 30th foreshadows a career change or, at a minimum, a dramatic evolution in the way you do business. 

Capricorn (Dec. 22–Jan. 19)

Strictly speaking, “work” won’t be your primary focus in August, Capricorn. But on this note, you’ll graduate from last month’s collaborations by determining which partnerships are worth advancing. Think of August as “setting up the chessboard.” The Sun, Mars, and Venus are moving through Leo in your sphere of shared resources, so pooling your time and energy with a few trusted associates ensures that nobody burns out. Leo energy is perfect for creating, but you’ll have to balance your personal fire with that of another, which is not always the easiest for you to do. The Aquarius full moon on the 15th supports altruistic investments, a reminder that you’ll need to take your focus off impressing those at the top of the food chain for your work to truly benefit the world. This awareness might temporarily stall a project launch, right as you’re hit with a last-minute idea on how to better implement a rollout or tweak your messaging. The Virgo new moon on the 30th delivers the much-awaited thumbs-up from the universe, and all the players will be in place to start your venture in earnest.

Aquarius (Jan. 20–Feb. 18)

With the Sun, Venus, and Mars moving through your relationship sphere in August, you’re primed for collaborative efforts and new business partnerships. Be cautious, Aquarius, because connections forged under the auspice of idealism might become problematic. A little idealism is not a bad thing, but it can cause you to overlook potential red flags in your desire for harmony, especially when it comes to money matters. If anyone is requesting payment to be in their company or to join their enterprise, remove the rose-colored glasses and weigh your options carefully. These people are just seeing what they can get away with, and you’ll lose nothing by requesting visibility. The full moon falls in your sign, bringing to a close a personal initiative. Although endings are hard to navigate, they signify that a new beginning is right around the corner! Consider all you have brought to fruition thus far, and how you can move forward as a leader in a new undertaking. The Virgo new moon on the 30th reveals how to better utilize your time and energy, which particularly impacts those of you who work from home. 

Pisces (Feb. 19–March 20)

If you spent July pursuing your creative bliss, August has big payoff potential, Pisces. The Sun, Mars, and Venus are traveling through your service zone, giving high visibility to your skillset. If this year has felt slow to start, now you’ll see things ramp up—and fast. The trick is not to let your confidence flounder. As opportunities crop up, your first impulse might be “This is too good to be true,” but it’s not. This is your new normal. Let yourself be in-demand without overanalyzing why you’re being sought out. As you own your abilities, you’ll sink into a comfortable routine around the attention, promoting even more acknowledgment and leading inevitably to job growth. Bonus: Lucky Jupiter moves direct in your career sphere on the 11th, kick-starting whatever might have been lackluster in the job market for the past four months. The Aquarius full moon on the 15th sees you embracing a hidden talent to enhance your work while the Virgo new moon on the 30th triggers productive clashes with collaborators. This process will reveal how to better communicate in order to make headway on your goals.

Nyssa Grazda is a Los Angeles-based astrological consultant, writer, and intuitive. She speaks to planetary transits and personal empowerment at @neongeometryastrology.

Sanctuary is a member at New York’s WeWork 12 E 49 St.

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WORKSTROLOGY

The software engineer who bends light

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

In 2015, Tom Clark was at a Halloween party at New York’s Hammerstein Ballroom when he saw something he still hasn’t forgotten: a man wearing a giant plastic acrylic cat head. 

Clark was so intrigued that he went over and asked the wearer about his look—and learned the mask was made by an artist named Max Steiner and had a name, Kung Pow Meow. But what Clark, a principal software engineer at WeWork, really wanted to know was how Steiner had managed to give the feline figure its striking prismatic-rainbow look.

“It got stuck in my head. I was like, How do I make this?” says Clark, 37. “What if I made it join perfectly together? I knew I would need, like, a crazy precision for that.”

In fact, Clark knew just the thing. After studying theoretical mathematics in college, he moved to California to work in construction. While on the West Coast, Clark also got a job as a technical service technician for a dental supply company. It was there that he became familiar with Computer Numerical Control (CNC) Milling, a form of drilling done by computer that allows near-perfect precision.

“Modern dentistry uses [similar] CNC machines to make the crowns that go in your mouth,” says Clark. “Feel how smooth your teeth are—that’s the level of precision you can get.”

Inspired by Steiner’s work, Clark started playing around, using a programming language called Grasshopper to design shapes that the computer would then cut out of acrylic. To get the prismatic rainbow-like colors he’d seen on the mask, he covered each piece with a special light-reflecting film. (Clark found he preferred diffraction grating film, which splits white light into rainbow light via a grid of tiny etched lines.) Then he used the individual pieces he’d made to construct orbs modeled after various geometric objects, like a truncated icosahedron—also known as the soccer-ball shape. 

Principal software engineer Tom Clark uses a programming language to design shapes that a computer cuts out of acrylic. Then he uses the individual pieces to construct orbs modeled after various geometric objects. Photographs by Katelyn Perry/The We Company

“My background is in mathematics, so I’m a giant nerd,” says Clark. “I started reading about how I could create arbitrary shapes using CNC milling and put them together to form a closed object. I found this brand-new field of mathematics called discrete differential geometry. The thing I’m interested in with my art is essentially the same mathematics and state-of-the-art thinking that goes into architecture.” 

Clark showcases some of the art he’s made on his Instagram account. He completed his first piece in 2017, and in addition to the prismatic geometric sculptures and orbs, he’s also crafted wearable items like mirrored masks and gloves. But that’s not all.

With the help of his girlfriend, Becky Jo Morrow, and two WeWork colleagues—digital designer Deena Edwards and staff software engineer Scott Penrose—Clark also built a large-scale electronic LED structure he affectionately refers to as the “Glome” (a dome that glows). He first debuted it in 2017 at the annual art and music festival Gratitude Migration hosted by yet another WeWork colleague, senior product manager Ophra Shiffeldrim. The 18-foot geodesic dome, which Clark has since set up at other events, features 4,368 programmable LED lights and can fit up to 30 people inside.

“It’s like a magical teepee,” he says.

Earlier this year Clark started collaborating with another WeWork employee, senior researcher Andrew Heumann, who he describes as “one of the best Grasshopper engineers in the world.” When Clark realized they both worked at WeWork, he reached out. The first project they worked on together was a disco ball Clark made for his girlfriend.


 Clark says, “The thing I’m interested in with my art is essentially the same mathematics and state-of-the-art thinking that goes into architecture.”

“Andrew is extremely smart,” says Clark. “I’ll have something stuck in my head, I just don’t know how to express myself in the tooling in Grasshopper, and he’s a whiz at it. So it’s this really beautiful collaboration. I consider him a mentor.”

Working with Heumann, he adds, also “forces me to think about the next phase of my evolution and the things I’m interested in.” For him the fun isn’t only in building the thing but exploring ways to interact with what he creates.

“I like to use the thing,” says Clark. “I like to play with the orb and see how it reacts to different kinds of light. It’s more about that discovery phase.”

Eventually, Clark hopes to be able to express himself in even more creative ways, moving away from the rigid shapes he’s working with now to be able to generate sculptures and shapes with more curved and swooping features.

“[I want] people to look at [the things I make] and think, ‘Oh my god, that’s cool. What am I looking at?’” says Clark. “More than anything else it’s the reaction that people have like, ‘What the hell is this thing?’ It kind of breaks your brain.”

Interested in a career at WeWork? Visit our jobs page.

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SUPERPOWER ON THE SIDE

How to be happier at work, according to the captain of fun

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries.

Name: Brenda Berger
Title/company: North America country manager, Happy Socks
Years on the job: 2 years, 2 months 
City: New York

When Brenda Berger was hired to manage the North American division of the Scandinavian company Happy Socks, she was instructed to spearhead a New York City office that was “filled with light and color,” not unlike the brand itself, she remembers. “[The founders] impressed upon me the importance of taking the culture that they’d established and bringing it to the U.S.” At first, she was thrown. “I kept saying, ‘Why do you keep talking about fun? I’m not the captain of fun!” But eventually, she came around. “I realized you can be results-oriented, which I am, and still have fun. It’s proven to be a great lesson.” 

Under Berger’s watch, the brand, which offers a multicolored paradise of patterns—parrots, pizza, pool floats—has expanded to Barnes & Noble, paper stores, Men’s Wearhouse, and museums like the Whitney and the Museum of Modern Art. By the end of this year alone, the company will have opened eight stand-alone shops in New York and Los Angeles. And that’s to name just a few of Berger’s achievements. “When I was hired, it was very exciting, because I got to see the emotional response people had whenever you’d mention Happy Socks,” she says. “The brand mission is to bring color and happiness to every corner of the world.” Here’s how she does her part on a daily basis.

Most mornings, I wake up… at 5:15 a.m. By 5:40, I’m doing a Tracy Anderson DVD workout or going for a run. My husband likes to say that my morning routine revolves around my beverage-drinking sequence, which goes like this:

  • 5:30 a.m. Voss water
  • 6 a.m. Black coffee
  • 6:20 a.m. Cucumber- or lemon-infused water
  • 6:45 a.m. Blended smoothie that my children say looks like bodily fluids
  • 7:10 a.m. More coffee 

I start work… as early as 7:30 a.m. or as late as 9. If I’m waiting on key information from headquarters, I will check my email around 7:30, but I find when I check my email as soon as I get up, I’m easily triggered or frustrated. 

I spend my commute to work… meditating for 30 minutes, then reading or answering emails for 30 minutes.

I spend my commute home… doing Lumosity brain games for 20 minutes, then reading or wasting time on social media for 40. If I’m being truly honest, I spend a great deal of time fascinated by the oddities of some of my fellow commuters—or horrified by their odors.

Berger gets through the day with infused water, colorful patterns, and brain games. Water: iStock; socks: courtesy of Happy Socks; app: courtesy of Lumosity

The thing most likely to break my focus is… people asking me questions, especially questions that I deem long-winded or incoherent.

Last time I daydreamed in a meeting was… last week. I daydreamed about how to make the meeting shorter and more focused. 

My open tabs are… WWD for the latest fashion news, Zen Habits for reminders of what is important, Scribd for articles and books (currently reading Sapiens), Pinterest for home inspiration, and websites of retailers that I would like to partner with for business.

I take phone calls… in a conference room or hallway. We have an open floor plan, and I’ve been told I have a fairly loud phone voice. 

I eat at my desk… way too often. And that goes for snacking as well.

The last toast we had… was for our accountant’s birthday. We also have a buzzer for any time something great happens from a sales or operations perspective—like if we’ve solved an ongoing problem, we hit the “hype” button. And every month we do an activity around “education and inspiration.” This month we each had to share a quote about being a team, then partner up with a coworker to learn more about them, design a pair of socks that reflect what we learned, and present it. “This is so-and-so, their passion is sports.” The person I got really loved running. 

I bring home socks… a lot. The company gives us a generous clothing allowance. I never paid attention to my socks or my family’s socks before, and now my older teenager, he gets in trouble from his band director when they have a performance, like, “Why can’t you just wear a pair of black socks?” I recently gave a pair to my dentist, because I now notice when people aren’t taking advantage of the opportunity to wear something fun.

My starred Slack channels include… none. I can barely figure out how to direct-message my colleagues. 

My Slack pet peeve is… the dinging, and the tyranny of the urgent that’s not really urgent. Part of my job is to focus on strategy and where are we going, and Slack seems to be so short-term. I can accept that it’s perhaps the preferred, generational mode of communication, but I’m not a fan.

The last thing I do for work before bed is… check email. I usually stop by 10 p.m. I had to change my phone habits. If we’re sitting in front of the TV [as a family], why are we also on a device and having a conversation? The biggest change, though, is not looking at the phone in the morning, at least not until I’m well into my train ride—and then letting go of any guilt I might feel for not being available 24-7. It’s a choice.

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WHAT DO PEOPLE DO ALL DAY?

Eight ways to improve your investor pitch

These Atlanta founders are creating opportunities and connection for women in business

When it comes to pitching investors, seeing what’s worked for other entrepreneurs who have sought investment can be incredibly helpful. We tapped some WeWork Labs members who’ve either successfully raised money or have greatly improved their pitching skills since joining the program to find out exactly how they did it. They shared their best insights and information you can put to use today.

Tailor your pitch to your audience 

“I’ve noticed that pitches to VCs are usually different than pitches to angels. The main difference between pitching to VCs vs. angels is the exit strategy. I’m one of those founders who wants to be ambitious and IPO—and VCs like that. They invest with big visions in mind. Angels are okay with smaller exits. What’s more appealing to them is being able to talk about how another company could acquire you. As a founder, you need to adjust to those conversations.” —Helena Ronis, founder of VoxSnap and a member at WeWork 400 Concar Dr, San Mateo, California

Show investors that you’re willing to pivot

“You have to have a really solid idea that you believe in, but you can’t be unwilling to pivot in whatever direction you need to. I want to create the first digital space for couples and help people in relationships make better decisions faster. I have a current product that I think is great and I’m about to test in beta—but I would never follow it to the grave if it’s not working. I’ll find another way to solve the problem. Investors want to see that you’re willing to do that.”
Jordan Scott, founder and CEO of idk tonight and a member at WeWork 175 Varick St, New York

Show your deck to fresh eyes 

“It’s useful to get feedback from someone new. They can tell you which parts are clear and which are not immediately comprehensible. The opportunities I get to try my pitch on new people has been transformative. We started detecting very specific questions that people kept repeating and it helped us figure out what wasn’t working. The pitch that we use now is completely different from where we started.” —Juan Salas, CEO of Celerative and a member at WeWork 400 Concar Dr

Get comfortable with feedback

“You have to be totally fine with getting feedback when you’re practicing in front of people. There’ll be great feedback and feedback that doesn’t fit and you don’t follow, but if you’re siloed while you work on your pitch, the first time you learn about problems with your pitch will be when you’re actually pitching. You want to start in an environment where you can safely get feedback and make adjustments from there.” —Nick Lawson, CEO of Sqwad and a member at WeWork US Custom House, Portland, Oregon

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

Be straightforward with your language 

“A startup needs to be instantly graspable. If you find yourself pushing really hard, it’s not a good start. Stop trying to use the language that you think would be interesting for investors. If you have something that’s simple, don’t try to make it sound complicated. It’s awfully alienating to people when there are layers of jargon involved. Just say what it is or does in simple terms.”
Fiachra Ó Comhraí, founder of Renewal Diary and a member at WeWork Charlemont Exchange, Dublin, Ireland

Prepare for the tough questions

“I’m a big fan of focusing on negative questions and preparing for questions that no one expects me to have an answer to. I recommend sitting down with one or two friends or partners who really understand your business model and finding three to 10 big pain points and writing down how you’d answer questions about them. After all, the best answers are not improvised.” —Florentina Hysenaj, founder and CEO of My Local Wedding and a member at WeWork Hanse Forum, Hamburg, Germany

Shift your mind-set

“There’s a perception among younger founders that investors are otherworldly beings or somehow different from normal people. But they’re people. They have emotions and thought processes, and the relationship isn’t one-sided. You’re not going to them asking for money—they’re getting something out of it, too. If they’re considering you, it means they see something in you. That difference in mind-set is a good confidence booster.” —Mike Moceri, CEO of MakerOS and a member at WeWork 205 Hudson St, New York

Make sure your mission is genuine

“We have a clear mission and everything stems from that. It’s a genuine mission that tackles a major social problem. That makes it quite easy to create a story and communicate around that, and it makes the pitch very powerful. A lot of times, startups are trying to stitch in a social purpose to something that’s not really very social. I think the strength of our conviction helps us communicate. So if you have a great mission, don’t shy away from it.” —Oliver Cushing, CEO of RightsDD and a member at WeWork 70 Wilson Street, London, England

Interested in joining our community of early-stage startups? Check out WeWork Labs to learn more about our global platform for forward-thinking companies.

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The rules of summer: office edition

These Atlanta founders are creating opportunities and connection for women in business

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In Work Flow, we delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything: ideasbywe@wework.com.

I work in a smallish office that has an air-conditioning unit we can control. Generally speaking, the women want it warmer, the guys want it colder. Someone is always turning it down so low that the rest of us freeze. Someone else turns it back up, then someone turns it down again. (I don’t know who, but I have my theories.) Anyway, it’s getting ridiculous. How do we stop the air-conditioning battle, which is detracting from, you know, my work?

As a person who worked in excessively air-conditioned office buildings for years (in the New York City summer, when you wear as little as possible—but not too little—on your commute so as not to drown in your own sweat), I have suffered right along with you. I got used to going outside at various points throughout the day to stand in the blazing sun and warm my blue-tinged hands; I also collected an array of “desk clothes,” including hoodies, blankets, socks, and fingerless gloves, to don when necessary, like a seasonal Bob Cratchit. Now, of course, I work from home, and I complain that I’m too hot. 

But on to your dilemma. It’s been fodder for many a piece through the years about the “air-conditioning wars” because, yes, what we have long suspected is true. According to a study published in Nature Climate Change in 2015, “Indoor climate regulations are based on an empirical thermal comfort model that was developed in the 1960s. Standard values for one of its primary variables—metabolic rate—are based on an average male”—specifically, a 40-year-old weighing 154 pounds—“and may overestimate female metabolic rate by up to 35 percent.” What does this mean? Your office is trying to cool Don Draper, who’s wearing a suit and tie even though it’s 98 degrees in July. He needs it chilly—those martini lunches heat you up fast.

But it’s almost 60 years later, women make up 47 percent of the U.S. workforce, summers are hotter than ever, and, as this 2018 survey from Careerbuilder points out, people are hot (or cold) and bothered! Forty-six percent of workers surveyed said their office was unpleasant, temperature-wise; 51 percent said that a chilly office hurts productivity; 67 percent felt that a warm office does the same. Even more relevant to your question: “Fifteen percent of workers say they have argued with a coworker about office temperature (7 percent of men vs. 22 percent of women), and nearly one in five (19 percent) have secretly changed the office temperature during the summer—13 percent to make it cooler, 6 percent to make it warmer.”

Your theories notwithstanding (email me your suspect’s name, please), you are correct, all this air-conditioning Sturm und Drang is a waste of time, as is arguing whether it’s worse to be too warm or too cold. They are both bad! So what to do? Your options fall into two categories: 1. Self-mediation, i.e., developing an office wardrobe that you can put on when cold (for people who run hot, think layers); going outside throughout the day to warm up; possibly investing in a space heater—if you do this, ask your manager if you can expense it—that lives under your desk and keeps you cozy; and 2. Taking the problem up the chain, i.e., talking to your manager or office human resources or some higher power about the problem, and helpfully proposing a solution. I suggest doing the latter first, because you can always fall back on the former when things don’t change to your liking, and temperature compromise is always, unfortunately, going to be part of any shared space, particularly one in which people of different genders, metabolic rates, and fashion sense are working with one another. 

Now, as for approaching the manager, I’d explain exactly what you wrote to me: People are changing the temperature willy-nilly, it’s detracting from people’s productivity, causing them to focus on something other than the task at hand, inciting unnecessary workplace angst and drama. As for the solution: Is it possible to set a stated office temperature or range (at least a few degrees warmer than what’s freezing you out) and have people work around that? Make sure to mention this Cornell University study that found that “when the office temperature in a month-long study increased from 68 to 77 degrees Fahrenheit, typing errors fell by 44 percent and typing output jumped 150 percent.” Further, raising the temperature could save your company money: “about $2 per worker, per hour,” according to the study.

There should be but one person in charge of setting or changing the temperature, and only that person should move the needle. (This is how it was in my house growing up; that person was Mom and the temperature was 72 degrees or die.) Whether it be your manager, HR, or the company’s owner, they should make an announcement about this new policy and let people know that the AC is now hands-off. And maybe they should also consider an air-conditioning unit that doesn’t allow folks around the office to change it? Left to our own devices, we’re going to fend for ourselves. From a Wall Street Journal article on this issue, “To placate chronic complainers, some facility managers install dummy thermostats. They’re equipped with buttons or dials to give occupants an illusion of control, but lack any connection to the air-conditioning system.” It’s like the placebo effect, but for office temps. 

The idea of summer Fridays is great, but I have a huge deliverable every Monday, and, in reality, I can never really leave early. It stinks to be sitting in the near-empty office when everyone else is gone. Can I get this time back somehow, or ask my manager for another half-day, or even for an intern who can help? Or do I just need to suck it up? How come it’s fair for everyone else to leave early, but never me?

Ah, the summer Friday—a beautiful idea in concept, though rarely in execution. The problem is it never means there’s less work. Your job duties are just compacted into a shorter time frame, and, at least in all the situations I’ve seen the summer Friday employed, it’s offered assuming you can get the work you need done finished in the time allotted. So maybe you stay late throughout the week to take off early on Friday, or maybe you come in on Sunday to finish your deliverable, or maybe you work from home over the weekend. It’s not so much a vacation day as it is a benefit, providing people can manage to shift their work around and take advantage of it, which is why some people think summer Fridays are not so great at all, but more of a way for a company to seem nice but not really give you anything more than what you’re doing for yourself. (Still, walking out of an office at 1 p.m. on a Friday is pretty dang nice.)

This is why, with your quandary, you have to look at it another way. Not: I’m not getting summer Fridays and everyone else is (which is only going to come off kind of whiny and like you can’t get your job done if you bring it to a manager). But instead: Is my workload reasonable, and if not, what can be done to remedy that? Ask yourself, are you working around the clock and there’s never enough time to finish, even though you’re handling your work smartly and efficiently? Or are you wasting a lot of time, somehow, whether you’re aware of it or not? (Instagram will eat up the hours.) Are you taking on more work or do you have more duties than the rest of the team (and if so, are you being paid commensurately for it)? Or is the workload fairly equal, but it takes you longer? Someone in a management position may never be able to take a summer Friday, but ideally they’re being compensated fairly, and, hey, there are certain things that come with the job. Whatever your role, if you truly feel you are taking on the brunt of everyone else’s work around the office, or are assigned duties far beyond what anyone could accomplish in the time frame you have, I would indeed address it with your manager, but don’t do it simply under the guise of summer Fridays. This is a bigger question about your workload, your compensation, and your title. 

Either way, you should definitely be taking vacations. Book one, stat.

My coworker wears flip-flops to the office. Is this ever acceptable?

Yes, if you work at a waterpark. If not, next time you see the coworker in this distinctly non-office-appropriate footwear, stare at the offending plastic shoes until they notice. When they ask you what’s up, pause and shake your head as if coming out of a stupor, and then say with great bewilderment, “I’ve just never seen anyone wearing those in a workplace environment before.” Or you could just ignore them, knowing that you are in the right, and flip-flops are in the office wrong. Whatever gets you through the long, hot summer.

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WORK FLOW

How a New York City neighborhood transformed into a community hub

These Atlanta founders are creating opportunities and connection for women in business

From the 34th floor of WeWork 199 Water St, near Manhattan’s South Street Seaport, visitors to WeWork’s just-opened workspace can take in the tableau of dynamism along the bank of the East River below. The flashing lights of artist Michael Szivos’s public art installation illuminate the ferries, and cruise ships cut across the river. To the left stands Pier 17, where a modern building replaced a tourist trap mall—best remembered for its I Love New York T-shirts and pickles on a stick—with broadcast studios for ESPN, a 1.5-acre rooftop hosting performances in the summer and ice skating in the winter, and an acclaimed cocktail bar. And across the street, a bit farther from the riverbank, is the metal shell of what will eventually be a 50,000-square-foot food hall by celebrity chef Jean-Georges Vongerichten.

The snapshot of development epitomizes the changes in the Seaport area and Lower Manhattan more generally over the past two decades. Defined as the tip of Manhattan below Chambers Street, the area weathered a series of catastrophes—including 9/11, the financial crisis of 2008, and Superstorm Sandy in 2012—which damaged everything from the job market to infrastructure. But 18 years after 9/11, private sector employment has rebounded to levels not seen since before the attacks, and the area has emerged as an increasingly popular destination for a wide swath of New Yorkers to play and live alongside the perpetual throng of visitors. 

Landmarks like the 9/11 Memorial, One World Trade, and the New York Stock Exchange helped the area draw 14.6 million tourists last year. But 2018 marked the first year that more New Yorkers than tourists came to the area, said Saul Scherl, president of the tri-state region for the Howard Hughes Corporation, which redeveloped the Seaport. “We’re seeing a move away from just the traditional visitors who came down to see Wall Street and to see the Brooklyn Bridge to people from all over New York who are coming to visit Lower Manhattan,” he said during a recent panel at WeWork on the future of Lower Manhattan.  

The Howard Hughes Corporation played a huge role in that change. It rebuilt Pier 17, is building the new food hall, and also has its headquarters at 199 Water Street, where WeWork just opened. The company is better known for developing and managing enormous, master-planned, mixed-use communities like The Woodlands north of Houston—with 28,000 acres and a population greater than 100,000—and the 22,500-acre community of Summerlin near Las Vegas. But they’re bringing a similar approach of community-building and “placemaking” to the Seaport District—activating it with public art, entertainment, dining, and office space for a new generation of New Yorkers to work and play. 

Photograph by The We Company

Twenty years ago, said Josh Nachowitz, vice president of research and economic development for the Downtown Alliance, people were asking “whether Lower Manhattan would continue to be viable as a vibrant business district in the future.” Office vacancy rates stood above 20 percent, and only 15,000 people lived in the area. “Today, I don’t think anybody’s asking that question,” he said. His fellow panelists—Pamela Swidler, global head of real estate transactions at The We Company, and Mike Mortellaro, chief operating officer for ZogSports—agreed that Condé Nast’s decision to become an anchor tenant in One World Trade was something of a turning point. Today, the office vacancy rate stands at 11 percent, with the recent arrival of tech and media companies like Spotify and Refinery29. 

“The office tenant base in Lower Manhattan has really diversified and transformed,” said Nachowitz. “What used to be finance, insurance, and real estate has really moved into tech, advertising, media, information—creative industries. Flexible-space providers like WeWork have been a really big part of facilitating that transition.” 

Scherl identified another type of newcomer. “We’re also seeing… a surge in residents down here,” he said. 

Today, more than 60,000 people live in the area. The average age of area residents is 33, and more than one-third of them walk to work. An additional 8,000 units of housing are on the way, and some of the newest units in the area are part of The We Company: 110 Wall Street is the address of WeLive, a pilot project for what co-living could look like, featuring apartments in about half of the building, with shared office space and amenities like a gym and restaurants in the rest. “It used to be a fully occupied office building,” explained Swidler. “Superstorm Sandy destroyed all the electrical systems and everyone had to move out. It’s been pretty cool to take this asset that was so damaged in 2012 and open this really cool mixed-use concept.” 

But those assets could just as easily be damaged again in the next storm. “I don’t think it comes as a surprise to anyone: The water is rising along the East River,” says Scherl. “It’s harder than anywhere else to protect the Seaport from flooding on a daily basis,” not just in the time of a hurricane. But for the panelists, there’s no option to give up on an area with so much history and potential. 

“What made us stay committed to [the Seaport District]… was the opportunity to make a difference in New York City permanently, in a neighborhood that for a long time had been neglected in many ways,” added Scherl. “Not only neglected in the sense of financial commitment, but also neglected in the vision of what it could be.”

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

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Expert Insights
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How Crooked Media’s political director gets through her day

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries.

Name: Shaniqua McClendon
Title/company: Political director, Crooked Media 
Years on the job: 1
City: Los Angeles

When Shaniqua McClendon joined Crooked Media—the media company founded by Obama White House staffers Jon Favreau, Jon Lovett, and Tommy Vietor—as political director, the 2018 midterm elections were about six months away. First, she launched Vote Save America, a one-stop shop where users can register to vote, find their polling place, and more; then she helped raise $2.7 million for house candidates. “The quickest way to explain my job is that I am the person tasked with making sure our audience isn’t just consuming our content, but also getting engaged in the issues we talk about,” McClendon explains. In recent months, that has meant working with organizations like Swing Left and Indivisible—“groups that are doing work that feeds into campaigns but are not exactly campaigns,” she says—to see how Crooked can help create calls to action. “I’ve been talking to them to see how can we be supportive?”

The role is exactly what she was looking for when she graduated with a master’s in public policy from Harvard last year. “I wanted to work at a company that could leverage its name recognition to increase civic engagement,” she says. “Regardless of what the guys are saying on Pod Save America [Crooked’s flagship podcast]—they have their opinions and that’s why the show has been successful—my job is to make sure that we are equipping people with the tools and knowledge to support the candidates that they feel passionate about, and to hold folks accountable once they get into office.” Below is a snapshot of how McClendon spends her day. 

Most mornings… I listen to a couple of daily news podcasts. If I’m up before 6 a.m., I’ll catch the end of Morning Joe. Then I’m at the gym by 6:30 and at work between 9 and 9:30. 

I check my email… as soon as I wake up. Not the best habit, but it helps me keep a mental note of anything I need to respond to once I’m in the office. 

I travel to work… by foot. I’m used to living in East Coast cities, so I walk to work and have no intention of ever getting a car. 

I start the day by… drinking water. I try to make sure my cup is always full at the office. 

Today I’m working on… a presentation about how we define our political spirit. It’s a rubric for how we make decisions around what we’ll get engaged in, what we’ll support, how we approach issues—do we approach issues? It’s not super-formal, but it’s about finding the balance between us as a media company and us as a political entity that can have an impact in the political space.

The thing most likely to break my focus is… Slack, or Jon Lovett convening a focus group to test his jokes. He’ll come out of his office and say, “OK… this is what I’m thinking.” Then he’ll tell us the joke to see if people laugh and go back to whatever he was doing. 

When she feels unmotivated, McClendon turns to Beyoncé and Starbucks. Buttons: Sean Locke/Stocksy; album art: courtesy of Parkwood Entertainment; coffee: courtesy of Starbucks

When I’m feeling unmotivated… I listen to any of Beyoncé’s live albums. You can hear all the work that goes into them, and that reminds me that you have to get in the zone and really feel whatever it is you’re working on and put energy into it. Because if you don’t, you’re not going to get an amazing product.

The last time I daydreamed in a meeting was… at a weekly Vote Save America meeting. 

I’m most likely to procrastinate by… looking at Twitter. It was Instagram—I would pick up my phone for [work] and find myself looking at Instagram instead—so now I don’t go on [the app] at the office. I made a rule for myself. 

Speaking of Twitter… it’s always open. I look at it a lot. It’s sad. I look at Twitter more than I actually tweet. If someone looked at my Twitter they would think I’m not on there, but I’m always on there. I’m a Twitter ghost, or a stalker.

We have a Slack channel dedicated to… The Bachelor, but I don’t watch the show, so I don’t really pay attention to it. But that is a very active channel. There is a Bachelor bracket at Crooked, so it’s pretty intense.

I take phone calls in… a small meeting room affectionately known as the Therapy Office. 

I eat meals at my desk… just about every day. Bad habit I picked up in D.C. 

The last toast we had at work was… for one of my coworkers who was leaving the company. She was the first person to ever leave Crooked, since we’re not that old. There was a lovely cake. They did spell her name wrong, but someone managed to fix it. 

My office wellness habit is… taking a walk. I do this pretty much every day with one of my coworkers, just to get away from my desk. It’s created a bit of a spending habit at Starbucks, but it’s so nice to get out.

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Creativity and Culture
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PRODUCTIVITY
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WHAT DO PEOPLE DO ALL DAY?

WeWork opens its doors to communities affected by disaster

These Atlanta founders are creating opportunities and connection for women in business

Akira Nishimura, who runs a U.S.-based wedding-planning service for Japanese couples, woke up on the morning of June 17 to find that his company, Watabe Wedding Corporation, no longer had a place of business. The two-story office building at 3900 Paradise Road in Las Vegas that housed numerous enterprises, including Watabe, had gone up in flames.

Three days later, Nishimura and his colleagues toured WeWork Two Summerlin, and immediately signed up for a four-person office, encouraged by WeWork’s offer of a month’s free use and discounted rates for extended stays to all the companies affected by the Paradise Road fires.

“We wanted to help people get their businesses moving forward after what had happened,” said Amalie Zinsser, community director of WeWork Las Vegas, which opened in early June. “It might be hard for office tenants to find a space at short notice. [Here] they can get moved in quickly and get ramped up and going. Even if people want to come in and use the common areas, have water and coffee and a quiet place to work—we are here.”

Recently, other WeWork facilities have also jumped in to help local residents in the wake of calamity. On the afternoon of June 10 in Dallas, strong storms caused a construction site crane to collapse onto the adjacent five-story Elan City Lights Apartments building. Tragically, one person died, five others were injured, and numerous people were displaced. One local business, Rent My Wardrobe, was given free pop-up shop space inside WeWork Victory Plaza, where residents of the damaged building could come in and “shop” for clothing that had been donated.

“We want to do whatever we can for these residents, and I think it’s amazing to see everyone banding together to make it happen,” Rent My Wardrobe founder Rachel Sipperley told CBSlocal.com.

Back at WeWork in Las Vegas, Nishimura is also meeting the hassles of dislocation head-on—and finding it’s easier with help from others. “Every tenant is looking for space and (a way to) move on,” he said. “We are still struggling to get back to normal.”

The three Dallas WeWork locations—Thanksgiving Tower, Victory Plaza, and 1920 McKinney Ave—have made an open-door, complimentary coworking offer to affected residents, said Blaze Whites, special projects lead for Dallas-Fort Worth. And shortly after the incident, Rent My Wardrobe and WeWork hosted a Sip, Shop, and Self-Care event “to pamper the residents displaced from Elan City Lights Apartments,” said Whites.

Affected residents seem appreciative of the assistance. Shelby Cable, whose apartment was in direct line of the collapsed crane, went to the Rent My Wardrobe space to pick up much-needed clothing, telling cbsdfw.com how moved she was to see firsthand just how communities mobilize to help those in need.

“You always wonder if something were to happen to me, who at the end of the day would be there?” said Cable. “And then you don’t realize when something does happen… just how many people are there.”

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Employee Spotlight
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‘My office is at WeWork but my spirit is with my company’

These Atlanta founders are creating opportunities and connection for women in business

If you’re reading this from the comfort of a coworking space, you can probably tick off the benefits of working where you do. Studies have shown that compared to traditional offices, people who work in coworking spaces report greater levels of flexibility and thriving (defined as vitality and learning at work), a greater ability to network, and a stronger sense of community—especially when they work at enterprise companies.

Those personal benefits are incredible—but what are the benefits to your company? Peter Bacevice, Ph.D., a research associate at the University of Michigan’s Stephen M. Ross School of Business, was curious whether employees identify more with the culture of their organization or of the workspace itself. He and coauthors Gretchen Spreitzer, Hilary Hendricks, and Daniel Davis conducted research exploring the pervasiveness of shared workspace culture, the results of which were published in the Harvard Business Review in April.

We saw that identity with one’s organization was significantly higher than with WeWork.

“Organizations invest valuable resources nurturing connectivity among employees and developing work cultures,” the researchers wrote. “But in a coworking space that houses multiple organizations, there are several messages, norms, and values competing for members’ attention.” As the research team explored this hypothesis, the results were surprising.

Research has shown that when employees feel a connection to their company, they are inclined to participate more, work better, and stay longer. “When you meet someone, you often ask, ‘What do you do for a living?’ In our society, work plays such a prominent role. So the notion of being part of something at work is so central to our lives,” Bacevice says, adding that over the past 50 years, our collective commitment to work has increased while our participation in other community-centered pursuits, like civic involvement or religious organizations, has decreased. “People want to feel like they’re a part of something,” he says. “When you’re a member of a specific company, and you can align with the values and the mission of that organization, you’re part of a profession. “If you identify more with something, you’re going to likely be more committed to it.”  

To understand the extent to which one’s workplace identity (defined here as the extent to which one feels emotionally, psychologically, and subjectively bound to an employer) is altered when the additional social layer of a coworking space is factored in, Bacevice and his coauthors administered three waves of surveys to more than 1,000 respondents from WeWork member companies ranging in size from 10-person teams to global corporations. 

Bacevice and his team hypothesized that employees’ identity with WeWork would increase over time while their identity with their employers would decrease, lessening and diluting the benefits of identifying with their company. However, the team observed the opposite effect. “We saw that identity with one’s organization was significantly higher than with WeWork.” 

The WeWork environment actually supported and enhanced the connection employees felt with their organizations. “We talk a lot about making a life, not just a living,” Liz Burrow, WeWork’s head of workplace strategy for enterprise said in a fireside chat with Bacevice at WeWork’s Chelsea HQ. 

Upon analysis, Bacevice and his team observed that coworking spaces give some members a sense of professionalism and credibility that traditional remote working (say, from a home office or local café) does not. One survey respondent said of her company’s investment in the WeWork space, “We know that it means we are important and worth the cost they’re spending to keep us together in an office setting.”

Survey respondents also felt the curation of the space was a positive reflection on their company. Bacevice cites one respondent from a large enterprise who said, “[Working at WeWork] helped my company do a 180; it makes us look really cool.”

Of the members who indicated that WeWork plays an active role in shaping their professional and organizational identities, Bacevice and his coauthors noted higher identity scores for both their work organizations and that of WeWork, as well as higher levels of thriving and productivity. The takeaway, Bacevice says, is that when employees align with a community at work, “you can expect to have potentially better work experience and stronger sense of identity to your own company.”

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

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Research Studies
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COWORKING
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TEMPORARY SPACE

What to say when you’re not sure what to say

These Atlanta founders are creating opportunities and connection for women in business

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In Work Flow, we delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything: ideasbywe@wework.com.

I am newly pregnant and looking for a new job. When do I have to tell a potential new employer that I have an impending due date? Is it required? Can they ask me?

Congratulations! This is one of those situations where time will tell, but given the newness of this event and your job search, I wouldn’t recommend sharing just yet, particularly when you’re doing initial meet and greets with various potential employers. The Pregnancy Discrimination Act of 1978 makes it illegal to refuse to hire someone or to fire them on the basis of pregnancy, but (incorrect) prejudices and judgments about working moms are unfortunately all too real. If and when you do choose to disclose, there are ways to dispel that sort of reaction. According to a 2013 study, which showed that although pregnant job applicants received more “interpersonal hostility” than nonpregnant job applicants, pregnant job applicants who addressed the stereotypes, especially with regard to their personal levels of commitment and flexibility, were “nearly three times less likely to experience interpersonal discrimination than pregnant job applicants who say nothing to combat pregnancy stereotypes.”

The benefit to revealing, however, is that you can control the situation better, which is why, if you are obviously pregnant or have gone through a series of interviews with a company that you’re seriously considering, it’s probably time to share. In the first case, they likely know anyway; in the second, you’re going to have a baby, and it’s crucial to understand what sort of company you might be working for—their maternity policies, whether they’re family- and women-friendly, how your manager views working moms, and so forth. (You’ll feel this out through the interview process, which ideally will make the decision to tell or not—or take the job or not—a no-brainer.) I should note, also, that if you’re in a situation in which a company makes you an offer and they take it back after learning you’re pregnant, you may have a case for discrimination. But it’s a lot harder to make this case if you haven’t told them you’re pregnant in the first place. 

As with much in life, at least in general terms, the most efficient way forward is to be direct about what you need, and to take the information you receive and make a decision with that in mind. But, of course, specifics are everything, and what you need, exactly, is up to you to decide. If it feels too risky to tell, you can continue to keep your pregnancy under wraps—there’s no legal obligation for you to tell, and it’s not legal for a potential employer to even ask questions about your state or whether you’re starting a family soon (or to deny you a job on the basis of your answer). If they go there, they’ve shown you who they are. Use that information to determine what’s best for you and your family.

I’ve been in my position for a few years, with no promotion. But the original job description I was hired for is so different at this point from my actual job—my supervisors keep changing the goalposts, etc.—that there’s little overlap at this point. And frankly, I think I deserve more money, as the job I’m currently doing is a lot more challenging than what I was hired for. What are some ways I can approach this? In the past, when trying to address getting a raise or a promotion, I’ve been told I need to stick it out and be a team player. (It’s a really small company and people do wear a lot of hats, but it’s getting ridiculous, and I need some room for growth.)

If being a “team player” means you never get to advocate for yourself, well, that’s not a team you want to be on! The first thing I’d do is put together a comprehensive document accounting for your various job descriptions over time (even if unofficial). Do you have the initial job description you were hired for? Compare it to what you’re doing now, and make a list of all the additional duties or projects you’ve taken on (if you have them in writing, say, as an email request from your manager, keep them on hand as a  reference) as well as crossing out anything that you’re no longer doing (but which you can count as part of your skill set). Chronicle all the duties you’ve performed successfully over time, so you can show your manager not only that you’re a team player—who has done this, this, this, and also this, morphing to fit the needs of the company whenever necessary—but also so that you can put some sort of monetary value to the various roles. Clearly, you’ve grown and evolved at this company; what is the title and salary that reflects that? 

Here’s where a bit of outside research is also helpful: Can you find comparative salaries/wages for what you’ve done? Keep a list of that, too. Finally, you want to log the various goals of each position, and whether you’ve accomplished them. In each role or duty, can you show clearly how you’ve helped the company?

Then you’re ready to set up a meeting with your direct manager. Share all of this information, along with evidence of you being flexible and adaptable to the many changes, and how you’ve picked up the slack when called to do so. Remind them how long you’ve been with the company, and how you’ve, indeed, truly stuck it out, and kept learning and growing. Don’t be accusatory, no need to go there—yet. This is simply you making the very best case for yourself that: 1. You are integral to this company; 2. You have been a team player; 3. You are helping them make money/do the necessary business and want to continue to do so! and 4. You, therefore, should get more money/a promotion. 

On that, definitely think about what you want beforehand, whether it’s title, money, a very clear description of what your job is (and to cut out the constant changing of roles), or all of the above. You’ve probably already done this, but it might help to write it down, too. 

If you get a flat no or are told again that you’re not a team player or you just have to “stick it out,” you should start looking for a place that will value the multitude of skills you’ve learned at your current job and actually reward you for them. (Your skills and successes document will come in handy here.) Whether you actually move to a new company or simply leverage another job offer to make your situation better at your current gig, interviewing outside the company is often the best way to change the situation fast—monetarily and otherwise. Plus, it reminds you of just what you’re worth, what you might be able to do instead, and that you have the power to change what you don’t like. 

My coworker is always late to the office, and always has an excuse, and I’m sick of hearing it when I manage to get there on time regularly and live farther away. Do you have any perfect snarky comments I can deliver to get her to shut up about her transit woes? 

There are plenty of snarky comments you could go with, ranging from passive-aggressive to aggressive-aggressive. “Oh, did the horse and buggy/wounded snail/carrier pigeon/sea turtle you typically arrive on not show up again?” “It’s so unlucky that you constantly have travel issues when no one else does! That must be so frustrating for you!” “Wait, you work here?” and so on. But the best course of action is probably not snarky at all… it’s ignoring this person’s lateness and focusing on your own promptness, neither of which, I assure you, has gone unnoticed by your managers. 

If your coworker is constantly complaining directly to you (and not vocalizing the excuse to the entire office in an oh-crap-the-meeting’s-already-started move, which I’m imagining is the case), you can also feel free to take the calm and direct shut-them-down approach: Simply offer up a dispassionate “I’m sorry to hear that,” pop on your noise-canceling headphones, and get to work. Time’s a-wasting.

Category
Management and Leadership
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PERSONAL GROWTH
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WORK FLOW

Six tips for making business travel easier and more efficient

These Atlanta founders are creating opportunities and connection for women in business

Traveling for work can be both exhausting and exhilarating. Our series Work on the Fly explores ways to make the most out of your business trip.

It’s a global business world out there, and traveling for work is more of a given than ever before. In fact, business travel makes up a huge part of the travel industry, with U.S. residents logging 463.6 million trips for business purposes in 2018. 

But anyone who’s actually taken a business trip knows how exhausting it can be—between the air travel, living out of a suitcase, and having to be on 24-7 as you meet with potential partners, clients, or customers. When WeWork teamed up with member company American Express to offer new American Express Business Platinum Card holders a one-year membership to WeWork, worth $2,700, the goal was to make weary business travelers feel just a little more at home on the road. 

“It’s a natural partnership,” says Putney Cloos, the vice president of partnerships at American Express. “Through WeWork, we’re allowing our card members to work productively wherever they are, whenever they need to.”

That’s especially beneficial to entrepreneurs, who don’t have the safety net of big global offices to fall back on. Since this benefit was introduced in February, WeWork has seen 24,000 workspace bookings from new card members in 400 buildings, in 100 cities, on five continents, according to Marcy Shinder, the global head of partnerships at WeWork.  

So who better to share their advice on business travel than the people who make a living doing it? WeWork members and business leaders divulge the travel habits that make their work trips easier and more efficient:

1. Consolidate your packing

Frequent business travelers don’t have time to waste on packing huge suitcases or checking luggage. “I don’t know where I’m going or how long it’s for, I’m going to figure out how to pack in the little tiniest suitcase and that’s it,” says Karen Young, CEO and founder of Oui Shave, a direct-to-consumer women’s shaving gear company and a member at Brooklyn’s WeWork Dumbo Heights. In doing so, she adds, you avoid the risk of landing in another country sans luggage—and engaging in a frantic race to get everything from underwear to face wash in the minutes before a big meeting (a situation she found herself in while heading to a meeting in Germany). 

Packing light is easier said than done, though, so “I have a checklist that I keep on my mobile phone for all the things I need on a business trip,” says Dar Vyas, cofounder and CEO of JukeBaux, an app for crowdsourcing playlists. He travels for several days every two weeks, so he’s got his needs down pat now. “I’ll add to it if I know there’s something special on my itinerary, but it covers the basics so I don’t have to think about it,” he says.

2. Sleep on the plane

Sure, it’s tough to catch zzz’s in a cramped airplane seat, but it’s the best thing you can do to avoid the drag of jet lag and hit the ground running when you land, says Alan Lau, founder of a shoe startup called Gliss. He regularly travels between Toronto, where he’s based; New York, where his company is; and China, where the factory is. “I’m always working on multiple time zones, so I really catch up on sleep on planes,” he says. “I always wear comfortable, loose clothing and bring a pillow with me—a neck pillow,” he says. “When you’re traveling so much, you definitely want to be comfortable when you do sleep.”

3. Hydrate, hydrate, hydrate

What’s more dehydrating than sitting in what’s essentially a can of stale air for literally any amount of time? “I always make sure that I carry water with me when I’m traveling,” says Vyas. Even mild dehydration can give you headaches, make you feel dizzy or light-headed, and tire you out—none of which are great if you’re trying to bring your A game in a meeting on the other end of the flight. “I drink a lot when I travel, and I think that keeps me from feeling sluggish,” Vyas adds.

4. Find your zen

Any place of mass transit is pretty much the opposite of nirvana, but if you can put yourself in a chill state pre-travel, it might not be quite as uncomfortable. “Before I travel, I’ve started making sure I fit in a yoga class,” says Young. “Think about it: You’re literally in that seat for ages. You’d just be surprised how differently you come off of a flight if you’ve done it. I think your body just handles it a little bit better to have had a nice stretch before.” The mental benefits of being blissed-out in the TSA line are pretty great, too.

5. Be consistent

One of the hardest parts of business travel is having to operate at your best while in a place that lacks some of the comforts of home. “I’m not someone who tries to explore different hotels every time I travel,” says Cloos. “I find a lot of value in knowing where I’m going to be staying at the end of a busy workday, knowing where the gym is, how late the restaurant’s open, and so on.” Those are important things when it comes to maintaining your regular routines—like exercise and diet—but not necessarily things you want to put a lot of thought into. “On a business trip, I like to use my brain power on my work, not sorting out my personal needs at the end of a busy workday,” says Cloos

6. Practice your icebreakers

Traveling for business means almost every interaction is a potential networking opportunity; at the very least, you’re out in the world representing your company, so it’s important to be engaging. But if small talk isn’t your thing, practicing icebreakers everywhere from the train to the hotel lobby can help you feel ready to put your best foot forward in a meeting. “I find that a compliment really goes far,” says Young. “There’s that thing when you’re meeting people, the awkward “What do you want from me?” sensation, so I honestly find that a compliment just does wonders.”

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Creativity and Culture
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TRAVEL
WORK ON THE FLY

A 100-year-old supply chain giant gets an innovative lift

These Atlanta founders are creating opportunities and connection for women in business

Around the world, companies of all sizes find space to succeed at WeWork. Our case studies share their unique stories.

The challenge: creating a space that aligns with a future-forward company strategy

As technology continues to upend the retail industry, the 100-year-old supply chain giant Li & Fung found themselves under pressure to evolve. 

“Suppliers are changing, consumers are changing, sales channels are evolving, so we have to make a change,” says Wilson Zhu, COO of Li & Fung.  

From humble beginnings as a packaging vendor in 1906, Li & Fung grew to become the industry leader it is now. Today, Li & Fung has more than 17,000 employees in 230 offices and manages the supply chains of many of the world’s biggest retailers and brands. Yet they realized that in order to set up the company for long-term success, they needed to continue innovating and building the supply chain of the future—one that is inherently digital and moves at the speed of business.  

As part of that process, Li & Fung evaluated all areas of their business and decided to redesign their workplace to be more flexible. 

Li & Fung’s Shanghai office was packed. Clothing samples were hung up tightly against each other, and boxes full of products were stacked on the floor and shelves. Their space wasn’t able to accommodate all the materials they were handling in a systematic way, making the work environment crowded and disorganized. Additionally, their many business units were spread out on different floors, which made it hard to collaborate.

It was clear their office space needed to change to catch up with the company’s plans for the future.

The solution: a functional logistics solution and open, agile workplace that can expand

In order to create a new workspace to support the company’s innovation goals, Li & Fung turned to WeWork to build and design their regional headquarters in Shanghai

In just three months, the WeWork team created a logistics-handling solution and workspace for the company. It’s the first WeWork project in greater China that has a mixture of collaborative workspace and a large enterprise within the same building. Floors 10 to 16 serve as Li & Fung’s offices, while floors 1 to 9 are WeWork collaborative workspaces. This setup means the company can be agile with their real estate, and can easily expand onto the coworking floors if they should outgrow their current space. 

The new space allows for merchandise to be stored, examined, packaged, and delivered in an organized fashion, which streamlines the company’s workflow. The interior design features a mid-century color palette with touches of the brand identity. The majority of furniture comes from Li & Fung’s own catalog. 

“Design should not only be about form, but also about functionality. WeWork delivered a space that’s highly customized for our needs that improves day-to-day operations,” says Zhu.

The open workspace also utilizes technology-enhanced meeting-room booking, visitor check-in, and an app—all meant to help employees work seamlessly and more efficiently.

An open space in Li & Fung’s Shanghai office.

The result: ushering in a culture of innovation for a storied company

In just a few short months, WeWork created a thoughtful space tailored to Li & Fung’s needs. Through functional design, Li & Fung employees can now examine, organize, and ship products more quickly than before while still feeling connected to the brand. 

An added benefit of being situated near coworking spaces is that Li & Fung employees can connect with innovators in various industries. A common area on one floor of the building is reserved for events such as lunch-and-learns and yoga classes so that different departments, and even Li & Fung’s suppliers and consumers, can organically interact with each other. 

“The redesign of the office is a very important step in the transformation of our entire company to become the supply chain of the future,” says Zhu.

Li & Fung’s new regional headquarters is a space that imbues the storied company with a culture of innovation so that it can tackle whatever challenges may come—in the next 100 years and beyond. 

Key highlights

  • A functional space tailored to Li & Fung’s logistical business needs
  • Custom redesign and full buildout in just three months
  • The ability to expand the office on demand depending on the company’s needs
  • Interior design that features Li & Fung’s products and brand
  • Ready access to innovators in collaborative workspaces in the same building, as well as to community-building events

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

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Case Studies
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AGILITY
REAL ESTATE
CASE STUDIES

The best way to eat well on a flight

These Atlanta founders are creating opportunities and connection for women in business

Traveling for work can be both exhausting and exhilarating. Our series Work on the Fly explores ways to make the most out of your business trip.

My No. 1 travel tip, after 14 years spent traveling the world for work, is this: Pack your own plane food. 

It will always taste better than anything served on board. On an international flight, your choices might be a goopy pasta with mystery cheese or chicken covered in cream. Most domestic flights offer overpriced boxes of crackers and cookies—or nothing at all. Even though airlines hire celebrity chefs and work with local restaurants, most of that talent only benefits business-class fliers. 

There’s also the health aspect. “Traveling is really tough on the body, with sitting for prolonged periods, exposure to more people and germs, and disruption of our sleep patterns,” says SplendidSpoon founder Nicole Centeno, a chef and member at WeWork 109 S 5th St in Brooklyn, New York. “Anti-inflammatory foods are key.”

Don’t leave your health in the hands of the inadequate offerings near your gate—especially if you’re already hungry, says Barbara Ganseman (a WeWork member in Amsterdam), who runs HealthSense Amsterdam, offering private nutrition and health coaching. “You’ll eat anything if you’re hungry,” she says. “Most likely it won’t be healthy, and you’ll be hungry again a couple hours later.”

Traveling for work brings its own set of challenges—work trips are notorious for multicourse dinners with colleagues and back-to-back drinks meetings. Packing your own food sets a healthier, more balanced tone for the trip. 

Over the years, I’ve discovered even more benefits of bringing my own food. If I’m traveling to Cairo or Yangon, my own food is a bit of comfort and home before I land. Plus, I’ve found that my in-flight sleep has improved. For example, on a flight to Europe, you’ll want to sleep as soon as possible, but dinner service drags on for two hours. Then they turn on the lights 90 minutes before you land for a breakfast of dry croissant and sugary yogurt. I eat my own dinner when we take off and sleep through the breakfast lights with an eye mask.

Convinced? Prep your plane food with these tips. 

Prep a portable dinner

My favorite plane meal is cooked farro, roasted butternut squash, feta cheese, pumpkin and chia seeds, and white balsamic mixed with olive oil. It’s sturdy enough to hold up, keeps me full forever, and doesn’t offend fellow passengers with an aggressive smell. I order biodegradable, disposable containers in bulk on Amazon and toss them when I’m done. 

Do a grocery store run

If life is too insane to cook, I pack fruit, nuts, cheese, beef jerky, and dark chocolate.

At Trader Joe’s, I pick up freeze-dried fruit for a bit of naturally occurring sweetness and Just a Handful of Olives for healthy fats. At Whole Foods, I buy unsweetened granola from the bulk bins, plus beef jerky for protein, and everything I need for my home-cooked plane dinner. And don’t forget the power of nuts. “Nuts are an easy solution for hunger,” Ganseman says, thanks to protein, fat, and fiber, which helps you stay full.


Take advantage of frozen food

Did you know you can bring fully frozen items (even if they would be liquid at room temp) on the plane? Centeno’s company ships vegan smoothies and soups (such as orange hibiscus, blueberry coconut, and red-lentil dal) everywhere in the continental U.S. “I frequently travel with a frozen pint of soup. So many of our flavors are great at room temperature after thawing for a few hours, and I’m always grateful to have a clean, hearty meal after being on a plane,” says Centeno. She offers another tip: “If I’m away for an extended period, I’ll just switch my delivery address to get SplendidSpoon delivered to my Airbnb.”

Put protein powder to work 

NeatNutrition, a member at WeWork 30 Stamford St in London, offers protein-powder subscriptions with customizable blends—most important, all come in travel packets. “All you need is water,” says Cat Rayson, head of brand. If you don’t have your own shaker or bottle, ask the flight attendant for a cup and spoon to stir it up, and you’ll have everything you need for a high-protein snack. 

Or make NeatNutrition’s Cookie Dough Protein Balls for a portable snack with the necessary mix of protein, carbs, and fat for sustainable energy.

Pack with hydration in mind 

Planes are notoriously dehydrating. According to The Points Guy, most cabins still offer about half the humidity humans need to feel comfortable (though newer planes like the Boeing 787 and Airbus A350 do offer more humid environments). The solution? Drink more water. To help beat the boredom, bring herbal tea bags and add a squeeze of lemon. “The lemon helps your body hydrate more efficiently,” explains Centeno.  

Fresh fruit is superhydrating, says Rayson—pack cut-up watermelon or cantaloupe, or whole apples, oranges, or peaches. Fruit makes a fiber-rich anytime snack or sweet breakfast to help you hit the ground running once you land. And it’s just so much better than a dry croissant.

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Creativity and Culture
Tags
TRAVEL
WORK ON THE FLY

Working hard on a workout app

These Atlanta founders are creating opportunities and connection for women in business

Startup founders have infamously unpredictable daily schedules as they work to establish and grow their businesses. What does such an entrepreneur’s weekly, daily, or even hourly routine look like when sometimes there aren’t enough hours in a day? In the Startup Diaries, founders walk us through a week in their lives and show what it really takes to get a fledgling business off the ground.

There’s a reason Bruce Mackintosh, founder of the subscription-based fitness app SoSweat, has the word “relentless” tattooed on his left arm. “I always need more,” he explains. “It’s like, ‘Great, I’ve achieved this little thing… what’s next?’” 

It’s the sort of trait that can motivate an entrepreneur and exhaust him. “This morning, for example, I was in a bad mood because I woke up and there was a three-star review in the App Store,” he says. “So now I look at myself and go, ‘Ugh, what have I done wrong?’ In reality, that reviewer is probably just difficult to please.”

Mackintosh, who has a background in coding and app development and worked as a personal trainer in college, launched his business in February 2018 with a temporary team of four and help from a personal-trainer friend. But these days, or at least until his first round of funding comes through, he’s a one-man show. “Whenever there’s something I don’t know how to do,” he says, “I just knuckle down and figure it out.” (See: relentless.) 

An unexpected break came in October 2018, when an Apple representative reached out about promoting SoSweat in the App Store. “They said were looking for some good products,” Mackintosh remembers, and they recommended he make a few strategic improvements to the app before they featured it. Since then, he says, “they’ve been mentoring SoSweat into a position where they’re happy to constantly promote it.” (The app was recently touted in a “No Gym Membership Required” carousel alongside Nike, for example.) 

“That was a major turning point,” says Mackintosh, a WeWork Labs member at WeWork 8 Devonshire Square in London. “We had an external source saying the app is aesthetically acceptable, it doesn’t crash, and it’s not fraudulent to the users. There was credibility bestowed by that accolade.” There was also a bump in subscribers: The app, which has 50,000 users, has seen consistent month-over-month growth ever since. 

Mackintosh, who’s developing a top-secret feature for the app and finalizing his pitch deck, shares a diary of a recent workweek. 

SoSweat was recently listed among the best apps for gym-less fitness alongside industry leaders like Nike.

Monday

6:30 a.m. Wake up. I don’t use an alarm. I’d much rather get the rest I need; that way I’m able to perform better during the day. If I get to work a half-hour later, what difference does it make?

7 a.m. Check email. I get a daily update on various KPIs, which is actually a nice way to remember I’m on track. It’s a little jolt of “Let’s go!”

7:15 a.m. Gym. Today I do 175 burpees as part of my “365 burpee challenge,” which is to do as many burpees per day as there have been days in the year. (On January 1 you do one, on January 2 you do two, etc.) I was looking to do something outside of work that was specific and focused, but not necessarily going to take away from the business or drain me mentally.

8:30 a.m. Breakfast (scrambled eggs and bacon on a bagel).

9 a.m. Commute to work on my Xiaomi scooter. It’s such a fun way to travel—it makes me feel like a child. 

10 a.m. Update social media and plow through admin tasks.

11 a.m. Monday standup at WeWork Labs. My big challenge for the week is finalizing my pitch deck.

11:30 a.m. Fix product bugs. 

12:30 p.m. Work on new product feature. I don’t want to give too much information, but I’m focused on addressing motivation, which is my users’ biggest problem, and accountability is my main driver at the moment. The problem with a mobile product is that accountability is kind of disconnected. If I don’t feel like getting off the couch at 5 o’clock, I can just stay on the couch. So I need to externalize the accountability.

1:30 p.m. Lunch with the founder of BikeNav (a motorbike-navigation app), also a Labs member. Both of our products use a subscription model, so we spend time strategizing around how to bring in more subscribers and ensure that existing users continue to renew.

2 p.m. Work on pitch deck. I’m going for quite a big raise—£1.2 million. I want to build technical offerings as well as a team.

3:30 p.m. Pitch-deck roasting at WeWork Labs. Everybody presents their pitch deck, and members offer feedback: “Your font is wrong,” “That doesn’t make sense,” things like that.

6 p.m. Meet with a potential adviser. I’m looking to appoint someone who can challenge me, like, “No, Bruce, that’s bullsh*t, stop doing that.” Someone I can bounce ideas off, too.

8:15 p.m. Return to the office and catch up on email.

9 p.m. Scoot home and eat dinner. FaceTime with my wife, who’s out of town this week. She’s always incredibly supportive. 

11 p.m. Listen to my Bad Blood audiobook. If I can learn something from the story, it’s that I do need to be a little bit more visionary, say to investors, “This is where the business is going to be—you’d better get on.” Again, without lying or deceiving.

11:15 p.m. Shower and go to bed.

Tuesday

8:10 a.m. Wake up and check email.

8:40 a.m. Head to the gym for today’s burpee challenge.

9:30 a.m. Breakfast smoothie with mango. I recently bought a NutriBullet, and I’m like, “Where was this my whole life?”

9:50 a.m. Scoot to the office.

10:45 a.m. Check off admin tasks.

11:30 a.m. Work on pitch video ideas. Just the word “fitness” makes VCs glaze over. So I’m thinking of shooting something that gives an understanding of the product and the core new features that are coming along. Hopefully a video can also show some of my quirks. I don’t come across as the stereotypical personal trainer that’s big and brawny, and that can actually play to my strengths.

12:30 p.m. Back to the pitch deck. I’ve gotten a lot of feedback from entrepreneurs and VCs who say, “You need to shout a little more.” For example, I have an MBA—I didn’t have that in the pitch. 

2:30 p.m. Lunch.

4:15 p.m. Back to the pitch deck.

6:30 p.m. Stop home, then scoot to gymnastics. When I was younger, I couldn’t do a flip into a pool or on a trampoline. One day I thought, let me go try. And it’s been great.  

8:45–10:30 p.m. Shower, dinner, bed.

Wednesday

7:15 a.m. Wake up and check email.

7:45 a.m. Burpee challenge.

8:45 a.m. Get ready for the day and scoot to the office while finishing up Bad Blood.

9:30 a.m. Catch up with other entrepreneurs at WeWork Labs. Working on your own can be very difficult. In traditional jobs, you have a set of tasks and responsibilities, and at the end of the year, you get reviewed. Have you done well? Entrepreneurs don’t have that, especially when they’re starting out. I find it incredibly hard to keep going in the face of no approval or positive feedback. The WeWork community helps with that.

WeWork Labs has helped Mackintosh gain constant feedback and motivation.

10:15 a.m. Social media and admin.

10:30 a.m. Back to the pitch deck. 

1:15 p.m. Lunch.

1:303:30 p.m. Emails and pitch deck.

3:30 p.m. Work on the new product feature.

6 p.m. Weightlifting class. You can’t exactly be a fitness-brand founder and not be fit yourself. Thankfully, I love working out. 

8:30 p.m. Burritos for dinner.

10:30 p.m. Watch TV. I don’t watch programs during the week; I go to YouTube on my Apple TV. It’s mindless—a way to decompress and slow down.

11 p.m. Bed.

Thursday

6:15 a.m. Wake up, check KPIs, and make a smoothie.

8 a.m. Scoot to the office while listening to a new audiobook, Start With Why, by Simon Sinek. The takeaway so far: Don’t start with what you do, as in “I have a fitness product,” but start with why you do it, as in, “I’m solving the fitness-motivation problem.” 

9:30 a.m. Pitch deck.

11 a.m. Call with potential adviser. Haven’t found the right person yet, but I’m getting there.

12:30 p.m. Group lunch hosted by WeWork.

2:40 p.m. Another pitch-deck roasting, this time with a VC.

4 p.m. Tinker with the pitch deck some more.

6:30 p.m. WeWork’s Pride-themed quiz night hosted by a drag queen. So much fun!

9:15 p.m. Scoot home.

9:45 p.m. Go to the gym for sit-ups and burpees. It’s been interesting to see the parallels between how friends and family have reacted to the Burpee Challenge and how they’ve reacted to my business. In the beginning, for both, everybody was like, “You’re crazy,” and telling me why it can’t be done. But as I’ve progressed, those naysayers have started turning positive.

10:30 p.m. Snacks and TV.

11:30 p.m. Shower and bed.

Friday

7:30 a.m. Wake up and have tea in bed.

8:40 a.m. Scoot to the office while listening to Start With Why. I like that Sinek uses real-world examples. For instance, Steve Jobs didn’t tell his audience about how the iPod is a 32G hard drive with an LCD screen. He told them that it’s 1,000 songs in their pocket. 

9:30 a.m. Social media and admin.

10 a.m.–6 p.m. Work on new product feature for the rest of the day, breaking only for lunch and coffee.

7 p.m. Go to the gym for a workout (and burpees, of course).

9:30 p.m. Dinner and TV.

10:45 p.m. Shower and in bed before 11 on a Friday. I’ll happily go out, but it tends not to be my choice. It’s not my thing—I don’t drink, I don’t smoke. I think about how easy it is for people to go out every Friday night and have drinks, because it’s something that they enjoy, and I wonder: How can I bring that urgency to my product? Because I don’t necessarily do the biggest workout every single day, but I definitely do it, and I always feel good afterwards. How can I make everybody feel that? If I solve that problem, I’ll be a billionaire many times over.

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Member Spotlight
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STARTUP DIARIES
SMALL BUSINESSES
ENTREPRENEURS

The incredible payoff that comes from risking it all for your dream

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

In January 2018, if you’d asked Benjamin Carter where he saw himself over the next year-and-a-half, he could never have predicted where his music would take him. Back then he was living in Washington, D.C., and hadn’t performed in nearly two years. Today, he’s living in Los Angeles, has three singles and a cover song out, and is about to release four new songs and his first EP, titled Self-Portrait: Volume 1.

“It’s just incredible,” says Carter, 24, a community manager at the forthcoming WeWork 5161 Lankershim Blvd in North Hollywood. “I didn’t see any of this happening, especially in less than a year.”  

Growing up in D.C., Carter’s musical hero was his dad, an Assemblies of God pastor and choir director who is “one of those phenoms who can play any instrument you can think of,” he says. Carter wrote his first song when he was in third grade, though his chosen genre was slightly different than the gospel and alt-rock music his dad loved. “I wrote a rap about Spider-Man and drew a picture beside it,” he says.

As he got older, Carter wrote and played music at church, and eventually enrolled at Southeastern University in Lakeland, Florida, as a music major. He performed in coffee shops around the small college town. But after failing two classes, Carter began to question his own talent. By the time he graduated in 2016, he’d switched his major to organizational leadership. “I got caught up in thinking, ‘How many people are going to listen? Am I going to be famous?’” Carter says. 

After college, Carter returned home to D.C. and took a break from performing. He landed a job managing the espresso bar at WeWork Metropolitan Square, and got married. On the outside, it seemed as if his adult life was falling into place. But inside, he felt something was missing.

Carter, a skilled WeWork barista turned manager, knew he needed to follow his musical dreams.

“I kept saying to my wife, ‘What if [music] is what I’m meant to do?’” he recalls. “‘[To] just put my music out there and share it with people?’ I felt like if this is what God asks, then I’m going to do it and see what happens.”

Within a month-and-a-half, Carter recorded a cover of Leon Bridges’s hit “River” in a friend’s basement and put it online. He felt great. “To be able to do that and do my job here at WeWork is really, really cool,” he says. 

On a whim, he sent his cover to SoFar Sounds, a music event company that organizes secret, intimate performances featuring artists like Bridges, Ed Sheeran, and Billie Eilish, in addition to up-and-comers. Based on that one song, he was asked to play a show a few months later in June. And from that performance, he got an offer to perform at D.C.’s legendary 9:30 Club the next month.

“It was the venue I had dreamed of since childhood,” Carter says of the place Rolling Stone named one of the 10 best live music venues last year. 

From there, things kept happening. Carter released his first single, “Hills,” in August. Then he applied for and won a recording session with Level, a music-distribution platform for independent artists owned by Warner Music. A producer there worked for free with Carter to release his second single, “Cosmic.” His third single, “Push,” was released through the Grammy Award-winning production company House Studios with producer Jake Vicious. 

In December, Carter transferred within WeWork to his current position in Los Angeles to further his music career. Now, he’s preparing to release four additional songs by the end of this year.

“Everything kind of lined up,” Carter says. “There were all these moments where it was like ‘All right, I’m doing what I’m supposed to do.’ I’m just getting put in the right places around the right people and all of this is happening.”

Carter followed his dream all the way to Los Angeles where he’s been preparing for his next track and EP release later this summer.

Some of those “right” people include Carter’s WeWork colleagues in Los Angeles. Josh Boyed, a sales lead and childhood friend of Carter’s, helped him write the lyrics on “Hills” and the music on “Cosmic.” Chris Cashman, a technology lead who runs a management company for creatives called Granite Collective on the side, is Carter’s manager. And Rachel McGowan, a community lead generalist who co-founded the  Unfamous LA Podcast alongside Cashman, interviewed Carter for the series’ second episode.

As he gears up to release his next track, “Seventeen,” on July 23, followed by his EP in August, Carter is feeling optimistic. 

“Right now I’m just looking to put out as much music as possible, get as much streaming, and as many people to listen to it as possible,” Carter says. “Anyone with a Spotify playlist has the power to make an artist successful. It’s the person who makes the great playlist that people love that gets me to 1 million streams.” 

Listen to Benjamin Carter’s music on any of the major platforms including Spotify, Apple Music, SoundCloud, YouTube, Google Music, and Amazon Music.

Interested in a career at WeWork? Visit our jobs page.

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Employee Spotlight
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CREATIVITY
CAREER
SUPERPOWER ON THE SIDE

The simple art of living smart

These Atlanta founders are creating opportunities and connection for women in business

Launched in 2016, the New York Times’s Smarter Living section features very smart people sharing very smart tips on how readers can make improvements—both big and small—in their daily lives. (Sample headlines: “Hacking Your Way to the Best Hotel Rate,” and “What To Do When You’re the Only Woman in the Room.”) Naturally, when the minds behind the popular section came together recently for WeWork Now‘s event “Fix Your Life With The New York Times,” there was a full house. Moderated by founding editor Tim Herrera, the conversation between columnists Jen Doll (a young-adult author and writer of WeWork’s career advice column Work Flow), Kristin Wong (a personal finance expert and author of Get Money: Live the Life You Want, Not Just the Life you Can Afford), and Jolie Kerr (host of the podcast Ask a Clean Person and owner of no fewer than five vacuums) was packed with candor, laughs, and pro tips. Here are some of the best takeaways.

Even overachievers can’t accomplish everything… so focus on what makes you feel accomplished.

Each panelist has mastered their own particular balancing act. In order to manage a multifaceted career, they explain, you have to be realistic about how much you’re able to get done, but also make sure you’re choosing to do the things that get you motivated. Doll referenced a conversation with author Rainbow Rowell on the power of prioritizing. “[Rowell] said, ‘You’ve got to put the big rocks in the jar first, and then you can put the little rocks in,’” said Doll. “‘If you put the little rocks in first, you’re not going to fit in the big rocks.’” And Kerr pointed out that priority lists aren’t necessarily written in ink. “Life is fluid,” she said. “We’re allowed to care about one thing in 2019 and not care about it in 2020.”

Doll (left) explained that we are happier experiencing the journey toward a goal than we are actually achieving it.

Don’t be so fixated on your end goals that you miss out on the joy of the present. 

One of the keys to happiness, the columnists discovered, is understanding that there’s no algorithm for it. “Ambitious people like to define what the finish line is, but I think we enjoy pursuing it more than we enjoy actually reaching it,” Wong explained. “When we get there, we’re like, ‘OK—what’s next?’” Doll explained how a premise that might initially sound disheartening—that the goalposts of fulfillment are always moving—can actually be encouraging. “You achieve so many moments of happiness as you’re trying to accomplish something big—moments that you think you’re never going to get to,” she said. Added Wong, “Somebody asked me recently, ‘What do you want to be doing in five years?’ I was like, ‘I want to be writing, and interviewing cool people, and I’d like to travel.’ And then I was like, ‘Wait—that’s what I’ve been doing!’”

Before you make a request from someone, consider their point of view.

Get out of your own head and consider the perspective of those you work for, network with, or otherwise feel could help you in your career, each panelist urged. For Kerr, one of the most valuable pieces of career advice she ever got came from her first boss. “He said, ‘Jolie, no one is going to care about your career as much as you do,’” she remembered. “If I want certain opportunities, I have to be banging down their door and saying, ‘Give this to me.’ Hopefully nicely!” The same advice applies for negotiating pay, Wong explains. “You want to focus on the value that the other partner is getting,” she said. It’s crucial to quantify the value you represent (“I brought in $10,000 of new business last year, and that’s why I think my rate should be X amount this time”), and Wong also suggests getting ahead of that conversation by proactively seeking feedback. “Three months before you decide to ask for a raise, ask, ‘Is there anything you think I could be doing differently? What am I doing well?’” she recommended. “Get them to give you a really concrete answer. Work on those things for three months, and then go in and ask for the raise.

Don’t sweat the small stuff—but do make time for it.

Kerr is a firm believer in the power of routine. Her top takeaway? “Make your bed every day,” she insisted. “At least try it for 30 days and see how it feels. You don’t have to make it perfectly—it doesn’t have to have hospital corners. But when you do it every day, it’s already something that you’ve accomplished.” For Wong, intention is a daily tone-setter. “Before you get started on all of your tasks, ask yourself, ‘What is the one thing I could do today that’s going to make me feel good about this day?’” she advised. Writing those intentions down, Doll adds, benefits you in the present and the future. “Have a to-do list, put everything on it, and cross that sh*t off!” she said. “You will feel so good about it—even if it’s ‘I did my laundry, or I finally filed that memo.’” 

Category
Creativity and Culture
Tags
PRODUCTIVITY
PERSONAL GROWTH
CAREER

From design blogger to designer of a multi-site empire

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries.

Name: Maxwell Ryan
Title/Company: Founder and CEO, Apartment Therapy
Years on the job: 15
City: New York

When Maxwell Ryan launched Apartment Therapy in 2004, it was a one-man operation. “I wrote all the posts, sometimes 20 a day,” he says. But as the site grew from design blog to bigger design blog to a full-on media company with 100 employees, including a sister site, Kitchn, his role evolved with it. In 2010, he handed over the editor-in-chief titles to two of his top freelancers, and for the past four years, he’s been focused on his duties as CEO. 

“I used to think I worked all the time, and I did, but now it’s really different,” he says. “I remember being able to put on my headphones and listen to music and write. Now I’m much more with people all day long. I haven’t put on those headphones in a couple of years.”

That’s not to say his work is without creative purpose and fulfillment. “The original idea was about helping people with their homes—it was about problem-solving,” he says. In recent years, “I realized I had a new problem, and that problem was, ‘How do I design a company that can thrive and survive?’ And that had to do with people and org charts and clarity of mission. It was like, I had to declutter the company and create focus and alignment and all of these things that are basically—they’re managerial, but they’re really high-level design problems.”

Below, Ryan takes us behind the curtain of his workday. 

I get up at… 6:15, before my daughter, make a cup of coffee, and sit in my living room and read. That’s a really precious half hour. Right now I’m reading The Rise and Fall of the Third Reich by William Shirer, who lived through the rise of Hitler in Germany. It’s the book to read if you want to understand that period, and I’ve been reading it because I’m worried about our president. At 8 o’clock, I drop my daughter to school and go to yoga practice.

Ryan’s perfect workday includes a quiet morning to enjoy his coffee and a sushi lunch from Dean & DeLuca.

I spend my commute… listening to The Daily on headphones. I have a bicycle and a Vespa, so I don’t take the subway. 

The first thing I do when I sit down to work in the morning is… check the traffic from the previous day. Traffic is our lifeblood. It’s not just a representation of what we’re publishing, it’s also a representation of how much Google is either screwing us or being nice to us. We recently got hit with another Google algorithm shift—it took us down 20 percent overnight. Now, the first thing I do when I get to the office is walk around and visit with everybody. I think it’s nice to connect. It could take five, 10 minutes.

The thing most likely to break my focus… anybody coming in, wanting help with a problem. I’ve had to train myself to step back and think, Is this a problem I have to solve, or can I just support them, turn them around, and have them go solve it?

I always have a tab open to… The New York Times or Washington Post. I’m not a big, active reader of other websites or home sites or kitchen sites or even blogs. I’ve never really been that type of person.

I can waste a lot of time on… Wikipedia. I’ll go down a rabbit hole. Not every day, but if there’s something going on in the news and I jump to Wikipedia to look up that person, I find I start to track through all the relationships that Wikipedia allows you to follow.

The sites I avoid are… Instagram or Facebook or that whole time-wasting area. I haven’t looked at Instagram in weeks. I don’t eat enough of my own cooking, perhaps. I just… there’s not enough time.

My meeting schedule is… packed. I like to sit in on all the major meetings. I feel like that’s my job, like the headmaster of a school—I like to visit all the teachers in their classrooms.

Last time I daydreamed in a meeting was… this morning. I usually daydream about the book I’m reading. When you get up and read at the crack of dawn, a little nugget stays in your head and percolates throughout the day.

I eat at my desk… every day. One of my favorite things to do is go to Dean & DeLuca for sushi and drill through the news to see what’s happening in the world. That’s my relaxing lunch. 

My inbox is… at zero before I go to bed. That’s my policy. I used to have an assistant, but she graduated to another role in the company, and I didn’t rehire for the position—and that has made my life so much better. Because what assistants do is they help you communicate with more people, and then you have more communications to answer. So now I find that my email is much more under control. 

My Slack pet peeve is… people just create too many channels. There’s a lot of clutter. I don’t jump into the “everybody” Slack channels very often. I’m very service-oriented, and if I see a problem or a question, I can get sucked in fast. I’m direct messaging throughout the day instead. 

My preferred email signoff is… Best, M.

Last time I napped at work was… never. Do people really do that? My days are pretty busy, and I’m pretty wired to them. It wouldn’t even cross my mind.  

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Management and Leadership
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LEADERSHIP
WHAT DO PEOPLE DO ALL DAY?
SMALL BUSINESSES

This is how storytelling can amplify your message

These Atlanta founders are creating opportunities and connection for women in business

Whether you’re communicating your brand’s values or crusading for a social cause, storytelling has the power to bring your message to life. Yet in a world where we’re inundated with news and information, conveying your narrative can be a daunting task, especially when many of the most important stories are also complex. 

So how do you make sure your message rises above the rest? At a recent panel at WeWork Metropolitan Square in Washington, D.C.—part of the American Express x WeWork Masterclass series—three digital storytellers shared how they tell intricate stories that can effect change in local communities. Award-winning filmmaker dream hampton, a 2019 Time100 honoree, and activist Mike de la Rocha spoke with moderator and filmmaker Audrey Buchanan about creating an authentic narrative that resonates with individuals and moves them to take action.  

Stop using euphemisms

Even with divisive issues, be authentic and truthful about how you speak, hampton says—and don’t be afraid to correct the way someone is framing a controversial subject. 

She shared a recent experience: During an interview with NPR Fresh Air host Terry Gross about her award-winning documentary series Surviving R. Kelly, hampton didn’t hesitate to jump in after Gross played an audio clip of R. Kelly telling talk show host Tavis Smiley he was “sexually educated” at a young age. She explained that “sexually educated” is a euphemism for being raped and molested as a child. “Sexual education drastically underdescribes it,” hampton said. “The silence only allows it to go on.”

“Family separation” is another euphemism that is often repeated, hampton says. And slavery is not “migration,” as some textbooks state. “Native Americans and black folks are not immigrants,” hampton said. “We don’t want the truth to be erased.”

hampton (middle), with Buchanan and de la Rocha, encourages storytellers to correct the way subjects are framed in the media.

Tell your story “an inch deep and a mile wide” 

The crisis of family separations at the U.S.-Mexico border is dominating the news, but there are many other stories to tell at the border, de la Rocha said. “Figure out what’s not being lifted up and give that voice,” he says. 

“The justice system wants people to think about crime as a black issue and immigration as a brown issue,” he continued. “The administration wants you to think only one ethnicity is being held. ” But on June 20, World Refugee Day, when de la Rocha visited Otay Mesa Detention Center in San Diego, one of the largest immigrant prisons on the U.S.-Mexico border, he discovered that many people in a nearby encampment of 7,000 migrants are from the Caribbean, Haiti, and Africa. “It’s a complicated narrative but we have to tell the full story,” he said. “To abolish these cages, we have to tell the full story.”

Use celebrities to amplify the message and drive action

Cultural critic hampton vividly remembers being 12 years old and watching Stevie Wonder on TV encouraging people to boycott companies and performers benefiting from apartheid in South Africa. She said she went to the local Shell gas station to protest. “Boycotts, sanctions, and divestment works,” hampton says. “It’s a nonviolent way to create change.”

Find innovative ways to unpack difficult topics

The role of bail money in jails is not easy to untangle.  But when singer John Legend explains how high bail amounts force people into prison or unjust plea agreements, and artist Molly Crabapple illustrates the story, it is easier to understand. hampton partnered with the nonprofit Color of Change to tell that complicated yet urgent story and to encourage voters to elect progressive district attorneys. The effort paid off: In April, New York State eliminated cash bail for most misdemeanor and nonviolent felony offenses, becoming the third state to stop using cash bail to encourage people accused of low-level offenses to return to court. 

“Anytime there is oppression, there is also resistance and solutions,” said de la Rocha, who stressed that effective storytelling is the same whether you’re speaking as an individual or for a group. “We all have circles of influence. It’s incumbent on us to have these difficult conversations.”

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Creativity and Culture
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CREATIVITY

Why businesses benefit from a culture of inclusivity

These Atlanta founders are creating opportunities and connection for women in business

I am tired of going to tech events and there being no lines for the women’s restrooms. Or getting T-shirts that are only men’s fit. My Latina co-founder just said over my shoulder that she is tired of constant assumptions that she is probably not the CEO. (She is, and she’s a great one.) 

I co-founded Alice with a goal to help 6 million entrepreneurs launch and grow. We prioritized women and people of color, then opened up to the rest of the population. We set off on a mission to move mountains that, well, a whole lot of people in the entrepreneur world aren’t motivated to move (which means, by the way, that they are leaving a lot of money on the table). The old-school funding and partnership networks work for the people they always worked for: mostly white males in New York and San Francisco. They just didn’t work for the rest of us—the “new majority” of business owners.

It’s time to forget the term “minority” when it comes to business owners. The new majority—women, people of color, veterans, folks in smaller markets, people identifying as LGBTQIA+, and people with disabilities—now start more businesses than our white male counterparts. There are 543,000 businesses launched every month in the U.S., and this shift to more diverse representation at the top of companies means different problems are being solved, more customers are being served, and there is more money to be made. Statistics show that when diverse owners receive the same capital as their white-male counterparts, their returns are equal or better. So the financial bet here is solid.

In serving new majority business owners, we often hear reluctance from potential investors and enterprise partners because a) they don’t know the success data around this group; b) they don’t want to change; and c) they are straight-up biased. There is a lot of talk around diversity and inclusion without really walking the walk

Our goal is to show that building networks of diverse owners brings new customers and more strategic partnerships, and increases financial returns. Two years into running Alice, we see that conscious focus on inclusivity yielding vibrant communities of support and, ultimately, higher levels of success for new majority business owners.

For new majority entrepreneurs to find their place, they must see themselves represented and have access to resources and opportunities that will help them grow their companies. Be part of building your own inclusive community. It’s not hard—in fact, these are three key lessons we’ve learned. 

Expand your network

When is the last time you went to a networking event outside of your gender, ethnicity, or industry? The most important factor in building an inclusive community is to expand your network. We all tend to interact with people who share similar backgrounds and experiences; while that’s fine for your Bumble profile, it can limit your understanding of other communities and customers, and lead to blind spots. Reach out to leaders in the communities you’re hoping to engage, then ask them what they need and what solutions they recommend. Really listen—then, most important, take action. 

Pass the microphone 

The 2019 Consumer Electronic Show (CES) had more women and people of color on panels than ever. However, I kept noticing that the louder, typically represented voices dominated the topics. Part of building an inclusive community means freeing the voices that aren’t usually invited to speak up. Give space, and take a backseat so those underrepresented community members can lead discussions, lay out ground rules, strategize, and define priorities. Call on the folks who don’t naturally raise their hands. Change isn’t going to happen until we hand off the microphone. 

Keep evolving

Fostering inclusivity and building community isn’t about reaching some endpoint. It requires check-ins with your community members and customers, sustained trust, change, and a commitment to improvements. When there are missteps (and there almost certainly will be), listen, learn, and adapt. And stay with it—each pebble your community manages to shifts gets all of us one step closer to moving those mountains for good.  

Hello Alice is a WeWork member in San Francisco; Houston; and Washington, D.C.

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Management and Leadership
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ENTREPRENEURS

Your July horoscope is all about dreaming big to get ahead

These Atlanta founders are creating opportunities and connection for women in business

Your calendar isn’t the only thing that can give you insights into the month ahead. In our monthly column Workstrology, the expert astrologers at Sanctuary chart the energies, oppositions, and smart moves for your sign.

Leo (July 23–Aug. 22)

Expect workplace shake-ups between the 11th and 12th of this month, Leo. You may need to act fast to fill someone’s shoes, prep last-minute meetings, or take a hard-line position on a nonnegotiable agenda. As Mercury stations retrograde in your identity house on the seventh, everything feels personal, but the reality is you feel boxed in because you’re thinking too small. The lunar eclipse on the 16th further hammers this lesson home. Start looking for ways to use the practical skills you’ve developed to do something more inspired, holistic, and creative with your time. Tap your dreams for source material. A visionary idea could prove lucrative if you surrender the expectation of immediate success. Your career will continue to evolve in unpredictable ways over the next seven years—and if you meet changing circumstances with your best attitude, you won’t go unrewarded.

Virgo (Aug. 23–Sept. 22)

July’s solar eclipse on the second emphasizes community engagement. You’ve spent years refining your skills, longing to contribute your talents to the public—but when the time comes to put yourself out there, you might think, “Yes, I’m good at what I do, but who am I to be taking up this space?” It doesn’t help that Mercury stations retrograde on the seventh, making you even more introspective and prone to waffling. The lunar eclipse on the 16th signifies tensions with those who have supported your enterprises. Don’t make promises you can’t keep or you’ll leave others scrambling to fill the space you would have occupied. Some peer pressure is actually a blessing in disguise, because you have no idea what could open up for you creatively if you take a risk. What initially seems like the end of the world is the beginning of something more aligned with your potential.

Libra (Sept. 23–Oct. 22)

This month you’re especially reflective of your legacy, and aware that you’ll need to challenge an inherited idea of who you were “meant” to be. Think back to the goals you set in January: Were they more indicative of your objectives, or what others implied your goals should be? You’re the boss of your destiny now; don’t dismiss opportunities for advancement because of expectations instilled in early life. Mercury stations retrograde on the seventh, and forms a positive connection to Mars in Leo, so listening before speaking is key. Since you’re especially spotlighted in the workplace, your mistakes will have visibility. Be sure to review all correspondence before hitting “send.” The lunar eclipse on the 16th forecasts tension with family members who may blame your job for encroaching on domestic duties. Be patient with their concerns but assert that you’re capable of negotiating both. (You are!)

Scorpio (Oct. 23–Nov. 21)

With Mars in your career house all month, you’re aspiring for professional success, but Mercury’s retrograde on July 7 could ignite insecurity about your trajectory. Why did you gravitate toward your current work? What do you enjoy about it? What have you learned from it? This will be an especially frustrating time if you’re at a job where you’ve already hit the ceiling; you may find yourself on the hunt for new employment. It is eclipse season after all, a time of new beginnings and rapid endings. If it’s time for a change, start laying the groundwork for an exit and make sure you have a backup plan. Don’t make unwise exits until Mercury stations direct after the 31st, or you could find yourself in a bind. In the meantime, take all opportunities to expand your contact list, research classes and educational opportunities, and explore new careers you think would be a good fit for you. You’ve got this.

Sagittarius (Nov. 22–Dec. 21)

Eclipse season will change your relationship to money, Sag. Jupiter, the planet of wealth and abundance, has been in your identity house for the better part of a year now, so you’ve probably noticed that “prosperity” isn’t a linear goalpost. If you’re going to grow your portfolio, you need to lose the scarcity mentality. Fortunately, the solar eclipse on the second has huge transformation potential, and though the lunar eclipse on the 16th pokes at your self-esteem, it also encourages healing with trust in yourself and others. It’s time to bring a project to life that will be both gratifying and lucrative. It might look different than you anticipate, and that’s great too. That’s part of the magic and mystery that keeps your evolution exciting. 

Capricorn (Dec. 22–Jan. 19)

This month the sun moves through your house of partnerships, prompting cooperation in all one-on-one relationships, including business associations. The lunar eclipse on the 16th elicits edginess, so you’ll want to be sure not to insult those who can help you. You’ve probably been burned by spurious collaborators in the past; but while putting your trust in others still feels a bit cringy, in order to flourish, you’ll want to create alliances with people who have similar goals. Mars in Leo fills you with ideas of how to share without sacrificing your autonomy. With Mercury retrograde all month, don’t sign contracts unless it’s an emergency. There’s a very good chance of missing the fine print. Contracts could dissolve with both parties on different pages. 

Aquarius (Jan. 20–Feb. 18)

This month spotlights your skill set, Aquarius. You have unique services to offer, but you may feel awkward advertising yourself and risking scrutiny. To complicate matters, you could be called to facilitate a service that you have not formally offered up for public consumption. Even if you’re not totally ready to unveil an offering, tackle the fear of exposure by meeting it head-on! Another idea: Become a mentor for someone younger or less experienced than you. Teaching lets you share what you know and flex your muscles before venturing into the big time. Just know that Mercury retrograde could put the kibosh on a permanent mentee arrangement. During the lunar eclipse on the 16th, you may long for solitude, but feel obligated to show up for those who need your wisdom. Share your knowledge even if you struggle with the delivery, because what you really need now is practice.

Pisces (Feb. 19–March 20)

Try not to be frustrated over a lackluster social calendar, Pisces. Over the past year, finding like-minded peer groups and support networks has been a challenge for a few reasons: One, you’re dimming your glow to adjust to the collective, and that’s not what they want from you! Two, you’ve latched on to a standard of professional etiquette that is preventing you from taking creative risks. In July, don’t settle for being a helpmate on someone else’s dream. Ditch your artistic inhibitions and show off your talents. The lunar eclipse on the 16th challenges you to ask friends for the same support you so often give. It might feel awkward, as you pride yourself on your self-reliance and dread being let down by those you trust. Still, better to know who would ghost in trying times—it will be their loss when you embody your star power. 

Aries (March 21–April 19)

Huge career opportunities have materialized over the past few months, Aries! Perhaps you’ve received a promotion, new responsibilities, or heightened visibility—whatever the situation, you may feel like obligations to your role are making you unapproachable as an individual. This month, get perspective from close friends and family on how to make professional goals personal again. On the seventh, Mercury stations retrograde; wait until after the 31st to give presentations or you might leave out important information in your eagerness. On the 16th, a full moon and a lunar eclipse in your career house closely conjuncts Saturn, the planet of restriction, highlighting a work-life balance dilemma. Superiors might make unreasonable demands on your personal time. Keep a cool head and advocate for your dedication as well as your need for rest. 

Taurus (April 20–May 20)

This year you’re reevaluating your priorities, and with that comes a reassessment of core convictions. You might want to distance yourself from friends who act as an echo chamber of your beliefs. Coworkers can become a source of inspiration, as you benefit from bouncing ideas off those who don’t think exactly like you. Join in water-cooler banter, after-work karaoke, and constructive debates over who has the best vision to lead the next project. Venus conjuncts the North Node in your communication house on July 17, a day after the lunar eclipse. This is an ideal time to purge yourself of limiting beliefs to attract creativity and beauty into your life. Collaborate with those who share your curiosity, and experiment with vulnerability by exposing opinions you’d normally keep quiet. You’ll have to navigate this month on intuition and insight, so beware of job offers that look intriguing but feel “off” in your gut. 

Gemini (May 21–June 20)

July kicks off with a Cancer solar eclipse in your house of values; it’s a suggestion to look at resources differently. Where you invest your time and energy reveals what you truly value, but since you’re a master of multitasking, this is not always obvious. Over the past year, your understanding of shared debts, expenses, and income has matured, enabling you to recognize investments not only for their monetary potential, but energetic potential. For you, this also means drawing boundaries with the types of people you do business with. This month, you can broaden your definition of “resource.” Compassion is a resource. Relationships that don’t hinge on excess emotional labor are a resource. A workplace where you thrive instead of merely survive is a resource. With Mercury stationing retrograde on the seventh (and Jupiter retrograde in your house of partnerships), don’t force negotiations or make power grabs; you might be missing the bigger picture. Stay future focused by prioritizing self-care. 

Cancer (June 21–July 22)

It’s time to establish your own voice within partnerships, Cancer, but how to do that with Mercury retrograde for most of the month in your houses of identity and values? Doing collaborative work doesn’t have to mean sacrificing your ambitions. You’re a hard worker. You have a strong moral compass and you see commitments through to the end. But you also have a tendency to agree to projects expecting a certain give-and-take and end up shouldering the brunt of the task. The truth is it’s scary to center your own objectives, because if you try and fail to come out on top, there’s no one to “blame” but yourself. Use the new moon eclipse on the second to dismantle this limiting mind-set by prioritizing your own goals. Don’t forget, you have some serious collaborators who will support you if you demand accountability, but you’ll need to flex your leadership skills, projecting authority instead of explaining why you deserve it.

Nyssa Grazda is a Los Angeles-based astrological consultant, writer, and intuitive. She speaks to planetary transits and personal empowerment at @neongeometryastrology.

Sanctuary is a member at New York’s WeWork 12 E 49 St.

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WORKSTROLOGY

The secret to evolving Japan’s workstyle

These Atlanta founders are creating opportunities and connection for women in business

 WeWork’s community team members are the soul of the We community. The Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

Haruka Shibata was working at Softbank, a large Japanese conglomerate, when she read an article announcing the company’s investment in a new kind of workplace called WeWork. “When I read it,” says Shibata, “I thought: This is everything we need in Japan right now.” 

Shibata, 31, says she was drawn to WeWork’s philosophy to “do what you love”; worklife in Japan, she explains, is often missing the social element WeWork promoted. She applied, and in January 2018 was hired as part of the human-resources team at the first WeWork building in Japan, WeWork Ark Hills South, in Tokyo.

Coincidentally, around the same time Shibata joined WeWork in pursuit of a more positive work environment, the Japanese government’s initiative to reform the country’s work culture, called Work Style Reform, was garnering attention. With high suicide rates and Japan’s rigorous work culture taking a toll on health and family life, the country was ready for a change. 

“Japan is trying to shift the culture,” says Shibata, explaining that traditionally, working longer hours was what made you a valued employee in Japan. Even with governmental support, however, companies don’t know what to do to change things.

After two weeks at WeWork, Shibata joined the community team. “Working on community [puts me] at the hub of making the culture, of crafting the messages and missions and policies and putting them into effect in the work lives of the people in my building,” says Shibata, who is now a community lead at WeWork Midosuji Frontier in Osaka, and also helped launch a number of WeWork locations in Tokyo and Fukuoka. “It was my dream.”

Shibata (far right) plans successful events to help WeWork members get to know each other and build relationships.

In one of her first steps toward making the workplace more joyful, Shibata employed a reliable method of bringing people together: an after-work happy hour. No one showed up. “In Japan, happy hour is common, but never at work,” Shibata explains. 

For the next event, she set up the drinks area so that it looked photogenic, hoping that would lure attendees. A handful of people came out, took a picture—then immediately went back to their offices.

Still, Shibata persevered, slowly learning how to leverage the community. “These members joined WeWork because they were looking for something,” she remembers telling herself. “I would just have to be more creative in finding ways to help people open up.”

Shibata changed tack, creating an event called, simply: “Exchange Business Cards.” Laughing, she acknowledges this straightforward event would never work in Western culture. However, it was a huge success among the Japanese. “About 50 members came down from their offices, just to exchange business cards!” she says. “All I did was put out orange juice, tea, and a microphone, then said ‘3, 2, 1… go!’”

Little by little, the members in her building started to get to know each other and understand that WeWork is a family of sorts. “They just needed a little help to see that they can build relationships here,” she says. “That work can have a more casual, social side.”

Shibata is euphoric that she was able to contribute to even this small shift in work culture. “We taught our members to enjoy their work life, and it feels amazing!” For as much as she feels she has given to the community, she’s gotten so much back, too. “Though I am trying to make the members happy, it is they who are making me smile,” she says. “I receive a lot of love.”

We spoke to Haruka about her future plans, what she likes about WeWork, and the places and things she loves:

Where she sees herself in five years: “I want to be a female leader,” says Shibata, “a person who can impact people.” She says that a lot of women in Japan haven’t been able to move up because working extra hours has been the key to mobility, and when women have children, that’s a lot harder to do. But things are changing. “I want to create my own team, building, world, culture—a special happy environment,” says Shibata. 

Her favorite thing about WeWork: Shibata loves learning new things, and says that she has expanded her knowledge in many areas because of her members. One way she does this is to set up one-on-one sessions to learn more about her members’ businesses. She says a perfect example is the font design company Morisawa. “I was surprised to discover that there is a psychological underpinning to letter design,” she says. “I would never have learned that if I wasn’t at WeWork.”

Favorite pastimes: Shibata finds that hot yoga balances her life. “At WeWork I’m meeting people all day long,” she says. Therefore, on the weekend, she says she most enjoys spending time by herself.

Favorite place in world: Laguna Beach in Southern California. “When I went to college in California, I surfed every morning,” says Shibata, noting she had to give the hobby up when she moved back to Japan because the winters are too cold and in summer the beaches are too crowded. “I miss the chill beach,” she adds.  

What she misses about the U.S.: Shibuta says she loved going to American grocery stores like Whole Foods. “There are so many kinds of vegetables and fruits,” says Shibuta, adding that fruit in Japan is very expensive. “For me, Trader Joe’s is heaven. You can find healthy or unhealthy, you have it all.”

Interested in joining the WeWork community? Visit our community jobs page


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Employee Spotlight
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APAC

Here’s why it feels like you’re working in ‘The Office’

These Atlanta founders are creating opportunities and connection for women in business

A half-dozen years after it went off the air, the American version of The Office continues to be discovered and swallowed whole by new viewers. (It was Netflix’s most-streamed show last year.) For a show that’s so defiantly silly, it has a lot to say about teamwork, the economy, and what happens when you work with the same group of eccentric people for a long time. Six lessons worth remembering:

At some point in your career, you will have a boss who drives you nuts. 

Your bad boss hopefully won’t share every negative quality with Michael Scott, the delusional, callous, and hyper-sensitive paper company branch overlord, but chances are you’ll report to a manager with some serious idiosyncrasies. At the very lease, having a bad boss will teach you about dealing with difficult people. It’ll also make you feel extra grateful for those you enjoy working with. Michael Scott’s most famous quote (apart from his obsessive use of “That’s what she said”) may be this one, which is a nightmare of hilariously bad management philosophy: “Would I rather be feared or loved? Easy—both. I want people to fear how much they love me.” The genius of Steve Carell’s performance was that he made us crazily fond of Michael even as we thanked god that we didn’t work for him.   

Also, you’ll probably have a frenemy. 

One of the great pleasures of The Office was watching the wry and adorable Jim Halpert wage psychological war with the conniving, beet-farming black belt Dwight Schrute. It taught us that archnemeses will drive you crazy, unless, like Jim, you put their stapler in Jell-O and then, while actually eating Jell-O, say innocently, “How do you know it was me?” On top of all this, Dwight’s desperation for the tiniest bits of power was a cautionary tale about the necessity of keeping things in perspective. If you are a megalomaniac, maybe don’t work at a paper company.

Your job will consume your life if you let it. 

The Office showcased so many different workplace personalities that it was like a Harry Potter quiz trying to figure out which house you’re in. Angela was prim and scolding. Kelly gossiped like a 13-year-old on a sugar high. But the most telling difference between the characters was how invested they were (or weren’t) in what they did for a living. Michael and Dwight attached way too much importance to their jobs. Stanley—a good salesman but always either pickled with boredom or seething with contempt for his boss—arguably attached too little. The lesson is a real one: Is your job just a way to pay your rent? Is it a career? A calling? How much will you let it define you? Working in an office can be like joining a cult: You can forget there’s an outside world. 

You may find romance at the office. 

If there’s such a thing as “beer goggles,” then there’s certainly “office goggles.” Working with people can involve a profound amount of bonding without any of the baggage that accompanies real relationships. This isn’t to say that Jim and Pam were lying to themselves. Their love story was one of the show’s most impressive achievements—it reached Ross/Rachel intensity when all they did was sit at their desks. But Michael and Jan were nuts to think their relationship could work, and Angela should never have married Dwight after he euthanized her cat, Sprinkles, by putting it in the freezer. 

You’ll be shocked by what happens sometimes.

In season six, Dunder Mifflin was purchased by a company named Sabre, which was unsettling for the staff partly because there were suddenly a bunch of new rules and partly because “Sabre” was hard to pronounce. Then, in season seven, something even more disruptive happened: Michael Scott left Dunder Mifflin to be with his one true love, Holly, in Colorado. Astonishingly, his replacement, Deangelo Vickers (played by Will Ferrell), was even less qualified than Michael and eventually suffered brain damage while trying to prove he could dunk a basketball. Every bit of this rings true. Just when you’re lulled into thinking nothing will ever change at the office, it all goes sideways. What’s worse, it’s only then that you realize that things were actually pretty good the way they were. Which brings us to the last lesson that The Office had to teach us…

You will grow to care about every single person you work with (yes, even your nemesis). 

One of the most touching moments on The Office comes in season four: To hurt Dwight, Angela finally agrees to go on a date with Andy, and Dwight is so devastated that he goes into the stairwell, smushes his face against a wall, and moans. Jim surprises us by following his sworn enemy and comforting him. Is it Jim’s way of thanking Dwight for pepper-spraying Pam’s ex, Roy, when Roy was about to beat up Jim? Maybe? Probably? To paraphrase Michael Scott, the thing about coworkers is that after enough years, you start to fear how much you love even the ones you can’t stand.

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Creativity and Culture
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CULTURE
PERSONAL GROWTH
CAREER

When the person in charge is the problem

These Atlanta founders are creating opportunities and connection for women in business

As the space between work and not-work becomes ever more blurred, questions about how to do this thing we plug away at for 30 or 40 or 70 hours a week become all the more expansive. In Work Flow we delve into the novel dilemmas created by the new ways we work, as well as timeless questions about ethics, gender assumptions, and toxic work situations (and how to escape them). How we work is an important component of how we live—and we’re here to help you do better at both.

Something messing with your flow? Unload your work problems here, and you’ll not only feel heard but you’ll also get unbiased, real-world advice. (That’s something your work sibling/spouse just can’t offer.) Tell us everything: editorial@wework.com.

My manager is going through a midlife crisis and a divorce, and doesn’t seem to care about anything work-related, which means I have to stay late and get stuff done when he leaves for the bar. What do I do about this? I actually really used to like him. Now I feel like all I do is clean up his messes, and it’s making me so angry.

Remember back in high school when you’d get stuck on a team project with a bunch of slackers and have to do the project yourself if you wanted to get it right, or done at all? It stinks when things are not fair. It stinks to have to accommodate for someone else’s lack of focus, or work ethic, or inability to do the job for whatever reason. It really stinks to confront the reality that we never truly leave high school, that the dramas and traumas and various emotional conundrums and struggles to coexist happily with others continue to follow us wherever we go through a life, even into our workplaces.

But, of course, the circumstances shift. You are an adult, and you actually are in control, as much as any of us can be. Since it sounds like you once had a good relationship with this person, I suggest talking to him directly—but not when you’re furious, and not after he’s been to the bar. Look: He knows that he’s been slacking, that he is going through a whole bunch of stuff, and that he is leaning on you (and maybe others?) heavily as he deals with these major waves in his personal life. Somewhere deep inside, he probably feels guilty and ashamed and sorry for himself, at the same time that he is insistent on this as his course of action, for whatever reason. In a very light defense of the guy, while it’s not cool to drop out at the office and leave all the lifting to your coworkers while you belly up to the bar, it’s also extremely unpleasant to have to go through a divorce. I suspect your manager is utterly tapped out, attempting to deal with a whole bunch of awful things at once, and he’s self-medicating to help him through it. The result is good for no one, especially not a manager who is supposed to, you know, manage. He is not doing his job, and he’s expecting you to do it, and you are entitled to feel exactly how you feel about that. 

But you liked him once, I’m hanging onto that, and I think you should, too. And you would still like the job, too, if it wasn’t like this, I think? So talk to him. Tell him that you know he’s going through a lot. Be discreet, but share how you feel, and listen to what he has to say. Try: “I’m really struggling now, as I feel like the burden of the work has fallen upon me, and I’m staying late day after day to get everything done. This is not tenable for me. Is there a way we can handle this better?” This may not fix anything. He might still blow off work and leave you to clean up his messes, and you might keep getting angry, but it’s your job to advocate for yourself, and staying late and picking up tasks and a whole bunch of associated resentment is no way to live. As your manager, it is this person’s role to deal with exactly these issues. If he doesn’t respond or take the conversation seriously, it’s time to take the quandary up the chain to human resources or your manager’s manager. Beyond that, you might want to start actively looking for a new manager. Because no matter how much you used to like this guy, you can’t live like you’re in high school forever. 

My manager is terrible at taking feedback, but really needs some. HR is useless at my company; I’ve gone to them previously and they’ve never done anything to help. Is there a way to give feedback that doesn’t feel like feedback? How do I note that what she’s doing could go over a lot better with some slight changes, without getting screamed at for trying to “correct” something she’s done?

Ahhh, feedback. No one wants to be told they’re bad at something (do you? I don’t!), and I suspect your manager has some baggage in this arena, which comes out in defensiveness to perceived “corrections.” I’d tread lightly given that—if she’s “screamed” at you in the past, she may not be the best candidate for even the most constructive criticism, not to mention, of course, that she’s your manager. Is there someone between you and HR that might be more amenable to listening to your thoughts, and then funneling your wisdom down the chain?

If not, my best advice is to make your feedback about the situation and not about the person. (Also, pepper it with some positives—don’t just unload a bunch of negatives and expect it to go over well.) Offer to help, or to be a part of a solution that you identify in the conversation: “I love how we’ve been accomplishing X and Y; do you think that might work with Z, too?” “I really admire how you are able to do blah blah blah and blah blah blah. I noticed that BLAH might be getting short shrift. Is there a way I might be able to help out there?” Or even, “Your last presentation was so good. But sometimes it’s hard to hear you in the conference room. Would you ever want to practice and I can test sound levels for you?” It helps to have something of a solution already in your head. Don’t make your comments personal or accusatory; stay calm and direct the conversation in a proactive way toward the resolution you’re looking for. Talk about results and the company’s bottom line are always going to be far more compelling (and harder to argue against) than saying, “Hey, I just don’t like this,” or “It annoys me or makes it hard for me when you do this.” Some experts recommend asking your manager if they’d like feedback before just launching into it. (That might help avoid the negative reaction you’ve been getting, though it’s clearly very much “feedback” then.)

Speaking of which, I’m curious about your past history of going to HR (for what, and what did they do/say?) as well as your fear that your manager will start yelling at you for something she takes as a correction. Because there’s been defensiveness before, before reaching out, I’d deeply consider what feedback you want to give and why—and whether it’s worth it. Is it indeed a “slight change,” or is this really about how the two of you communicate as a whole? Is there something else going on? There’s some soul-searching to be done. If you really find you can’t talk to the manager and your HR is as useless as you say, what about suggesting (even anonymously) that the company implement an anonymous feedback system for all employees, in an effort to bring about a greater understanding of what’s working (and a better bottom line!) across the board? Maybe it’s your HR that needs feedback, to start with. Share this study with them, and take it from there. 

My intern is awful—sheer incompetence levels of awful. He lost some important paperwork, had a reply-all fiasco, and can’t even be trusted to pick up coffee. I’d insist we fire him, but he’s also the boss’s kid. What do I do?

I am so sorry to say this but… you probably need to wait this one out. An intern, generally speaking, is only going to be with you a short time before moving on to some other job/ torturing some other employees, and if your boss played a role in placing their kid as intern, they surely know enough about their kid to know that this was going to be a problem. And yet, parental love can be blind, and no parent wants to hear from their employee that their kid is awful. As luck would have it, the circumstances you describe are quite public: It seems like everyone knows the intern is bad—maybe even his parent? So keep on doing the best job you can, document the intern’s mistakes (just in case they come back to haunt you), and make sure to only assign him duties related to things that can’t be destroyed. Then, count the days until Bad Intern’s time to leave. Share this story with all of your non-work friends, who will hang onto your every word, and eventually sell it all as a screenplay and make bank.

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Management and Leadership
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PERSONAL GROWTH
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WORK FLOW

When you can’t find the skincare you need, create it yourself

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

One evening in late May, the 10th floor of Atlanta’s WeWork Colony Square was popping. Beneath an arch of silver balloons, 75 people danced to music spun by a live DJ, sipped on cocktails and custom tea blends, and shopped. It was the launch event for a new natural skincare line formulated with essential oils called Skinopsis, founded by WeWork community associate Ashley Alexander. 

“I [had the launch party] at my home location because the color and vibe in our event space matched my brand really well,” says Alexander, an Atlanta native. “The neon—everything just went perfectly.” 

The event was the culmination of nearly a year of Alexander’s hard work researching and building the brand. It was also her 25th birthday.

“I set that date for the launch party as a deadline to have everything ready, and it was well worth it,” says Alexander. “I sold out of all the products I brought that evening. So that was definitely a huge highlight.”

After struggling with breakouts and cystic acne through her teenage years, Alexander started researching skincare solutions at 18. She spent hours scouring the internet, making multiple trips to Barnes & Noble, and experimenting with different products on her own, until she finally got her skin under control. But then she noticed that the strong chemicals and ingredients in the products that worked for her came with their own side effects.

Skinopsis currently features four facial oils, but Alexander plans to expand the skincare line to include toners, serums, scrubs, and more.

“I tried so many different harsh products and methods and I noticed it was really taking a toll,” says Alexander. “I was about to turn 24 and I was like, ‘I cannot keep doing this to my skin. I need it to keep its youth as long as it can.’ That’s why I chose to go more natural. I figured I’ve learned so much and tried so much, let me do my research on essential oils and natural remedies and see how I can help others so they don’t have to go through the same things that I’ve gone through. I want to make people so much more confident about their skin and beauty. That’s my goal.” 

Today, Skinopsis features four different facial oils, each formulated to address the most common skin concerns: Don’t Get Blue is intended to clear up dark spots caused by acne, reduce inflammation, and prevent future breakouts for acne-prone skin; Soak It Up moisturizes and soothes dry, dull skin; Balancing Act balances skin and aids in clearing up hyperpigmentation, leaving skin with an overall healthy glow and tone; and Times Up, which calms and repairs skin damaged by breakouts. 

“It’s like aromatherapy plus skincare,” Alexander says of her product line. “Because my oils are a natural, intentional blend, they’re not only good for your skin, they’re also good for your mind, body, sleep, your soul. When you put this on your face, you instantly inhale it and you’re just calm or soothed or revitalized, depending on the blend.”

Eventually, Alexander plans to expand Skinopsis into a full line featuring toners, serums, scrubs, and even merch like essential-oil-infused pillowcases, which she’s hoping to release later this year. For now, she’s hosting pop-ups and events, and partnering with other brands in the Atlanta area to create brand awareness for her company.

Alexander says she’s grateful to work at WeWork, where her creativity is encouraged and the workplace culture is all about connection. “There are a lot of opportunities here,” she says. “You come into contact with so many people, especially in my role. You have to make the most of it, make the right connections, keep in contact with people.” 

As an example, Alexander mentions the trademark lawyer in her building who gave her advice about trademarking her products. She also uses her colleagues as a sounding board. One helped Alexander finalize her labels. Another offered advice for how to make her launch party feel like an experience instead of just showing off her products.

“I did go at this all by myself, so I definitely used my colleagues for help and advice throughout the whole process,” says Alexander. “They were an amazing resource, and I’m so grateful for them. I thanked them so much at the party.”

You can shop Skinopsis and follow the brand on Instagram at @skinopsis.co.

Interested in a career at WeWork? Visit our jobs page.

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SMALL BUSINESSES

A new way to reach customers—through your office space

These Atlanta founders are creating opportunities and connection for women in business

Today’s leading companies know that future success depends on being customer-centric. 

And while strategically gathering digital data to learn about customers can help companies, there’s still tremendous value in connecting with people in person. That’s why forward-thinking organizations are tapping into creative real estate solutions to gain firsthand insights into the customer experience—and using those learnings to inform their products and strategies. 

The payoff can be huge. Research shows that organizations that leverage customer behavioral insights are outperforming their peers by 85 percent in sales growth and more than 25 percent in gross margin.

Here’s how three companies are leveraging WeWork to get close to customers and drive business success.

RBC gains valuable customer insights through advice hubs

When the Royal Bank of Canada (RBC) was considering WeWork to grow teams in key markets, they discovered an even better opportunity: reaching a new customer base and gaining valuable insights. 

The idea was simple: Within WeWork locations, RBC advisors would be on hand to offer free, personalized financial advice to business owners who also had offices in the space. RBC launched their first advice hubs in Toronto and Montreal

The advice hubs have been a win-win for RBC employees and the people they’ve served. “It allows us to understand our clients’ business and financial needs on a deeper level,” says Niranjan Vivekanandan, vice president of strategy and commercial banking at RBC. “Our teams tell us they’re able to create and build out tailor-fit solutions collaboratively with our clients, versus just providing a standard solution to a unique business problem.”

White Castle leverages workspace for R&D while breaking into China

When White Castle, an American fast-food chain, sought to open their first location in China, they saw a massive opportunity—and a challenge. In order to break into the competitive yet potentially lucrative market, they needed to ensure that their menu and promotions resonated with their target customers: young Chinese professionals. 

White Castle was exploring locations in Shanghai for their corporate office, and realized that with a WeWork partnership, they could also get direct access to the customers they wanted to reach. 

White Castle moved into WeWork Weihai Lu, which is just 328 feet from their flagship store. With an office so close to the restaurant, White Castle was able to conduct focus groups and tastings there. They used the insights they gained to quickly streamline their services and product offerings, especially during the soft opening weeks. 

“WeWork has effectively become an extension of our dining room,” says Jason Poon, CEO of White Castle China. 

By the end of 2018, White Castle had enough intel to launch a new product, the 1921 Burger, named for the year White Castle was founded and tailored to the Chinese market. Poon says the success of that launch has been in large part thanks to their office space, which gave his team the perfect place to test, adapt, localize, and innovate.

TripActions scales globally to meet customers where they are 

TripActions, which bills itself as a “travel agent in your pocket,” is an app that helps travelers solve problems they encounter when they’re on the road. The company prides itself on being available with 24-7 customer support. And while that was being done virtually by the team from the Palo Alto headquarters, TripActions leaders knew that placing teams around the world, in strategic locations where their customers are, would be key to their growth.

TripActions’s lounge at a WeWork in San Francisco. Photograph by Helynn Ospina/The We Company

“Having physical offices allows our teams to be there for our travelers no matter where they are in the world,” says Nina Gionvanelli, vice president of business operations at TripActions. “Even though we are headquartered in the Bay Area, we operate globally and serve global customers. With this in mind, we want to deeply experience the unique facets, characteristics, and culture of each location—so that we can truly understand what our travelers want and need.”

The challenge was not only finding office locations in unfamiliar territories. TripActions also wasn’t entirely sure how their head count would grow, so committing to long-term leases was a potential stumbling block. 

WeWork’s low-risk space solutions were the perfect fit for this agile tech company. TripActions has opened six new offices, in San Francisco, London, Amsterdam, Sydney, New York, and Dallas. “WeWork has enabled our tenfold growth in a way that still embodies who we are as a company,” says Francis Moran, vice president of finance at TripActions.

In today’s competitive business space, companies need to leverage every asset they have. The right space, along with some creativity, can help improve the customer experience while cultivating amazing and unexpected business results.

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

Dawn Papandrea is a freelance writer who covers work, personal finance, and higher education. Her writing has appeared in numerous publications, including Family Circleand Monster.com. Follow her on Twitter.

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Case Studies
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ENTERPRISES

The overlooked power of emotional intelligence

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

In high school and college, academics were never Shannon Spang’s strength. Spang’s mother had always been a straight-A student herself, and she couldn’t understand why her daughter wasn’t the same. The measure of success her mother was accustomed to was good marks, and Spang, 23, says she began to internalize those feelings about herself—“that I wasn’t good enough.”

That is, until one day, when her mother encountered something that shifted her perspective. “My mom found an article that talked about how students like me would one day run the world,” recalls Spang. Both she and her mother had overlooked the massive strength Spang had always possessed: social intelligence.  

Today, as a community associate at WeWork One Seaport Square in Boston, Spang’s people smarts have proven themselves of great value to the members in her building. A cofounder of Solvd, Carl-Philip Majgaard, was so impressed by Spang’s authenticity and demeanor that he sent an unsolicited letter about her to WeWork headquarters. In it, he praised her “aptitude, attention to detail, and superior hospitality.” The future Majgaard sees for Spang matches that foretold by the article her mother found. He wrote, “at some point in her career, Shannon will join the ranks of the elite in her industry.”

For now, Spang has used her role at WeWork to help her build on her strengths. “Being the first person anyone sees when they walk into the building has shown me that you can create a great office environment right from the initial impression,” says Spang. She has come to value her own patience, helpfulness, and warmth as a category of intelligence, too.  

Spang says being at WeWork also allows her to develop the creative side of herself that she had long neglected in pursuit of better grades. “Our WeWork offices are so beautiful, I felt inspired to add more color to the building,” she says. So she turned her building’s announcements and communications into masterpieces on the campus blackboard that everyone notices. “At my old company, I’d get yelled at even for doodling in my notebook,” she says.

Spang says being at WeWork also allows her to develop the creative side of herself that she had long neglected in pursuit of better grades.

Because they don’t register on a GPA scale, social skills and their value to a company are easily overlooked by employers. Spang is proving their worth, one blank slate at a time. We spoke with Spang about her best art pieces, her future, and who she’d love to learn from.

Her favorite campus blackboard artwork: Last week the Boston Bruins were in the Stanley Cup finals. “I grew up around hockey,” says Spang, a big Bruins fan. “I have three male cousins and wherever they went, I went.” This meant a lot of time around the sport, Spang says, because they were always at the hockey rink. To show her support for her favorite team, she created a good luck drawing for Game 7 of the series. (Sadly, they lost.)

What inspires her: Spang says she comes from a big, close-knit New England family. “I feel lucky to have all four of my grandparents still with me, and they were very proud when I was the first grandkid to graduate college,” she says. As the oldest of her generation on both sides of the family, she loves setting a positive example for her younger cousins. “It’s inspiring for me to be their role model.”

Member who influenced her most: “Peekay Than [a staff accountant for Noble Supply and Logistics] is a constant reminder of how much positivity can make a difference in someone’s day,” says Spang. “He not only wrote my team a letter to thank us for our work, he has also written thank-you letters to the cleaning staff, too.” Than reminds Spang how important gratitude is, and how much it means to people to thank them for what they do.

Who she would love to have dinner with: “This is a toss-up for me right now,” says Spang, because recently she has felt inspired by both Ruth Bader Ginsburg and Alexandria Ocasio-Cortez. Spang admires how both powerful women have made strides toward equality for all. “They hold themselves to high standards and are amazing examples to young women everywhere,” she says, noting that they have proven that women can do whatever they put their minds to. Spang closes by saying she “would love to learn a thing or two from these ladies.”

Interested in joining the WeWork community? Visit our community jobs page

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Employee Spotlight
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HEART OF WE

Highlighting the humanity in every member

These Atlanta founders are creating opportunities and connection for women in business

 WeWork’s community team members are the soul of the We community. The Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

The first few months Isabel Harvey worked at WeWork, she came to know the members in her building so well, it became a problem: Everyone had such an interesting story, it was hard to keep their stories to herself.

“I’d have chats with members and it was great,” says Harvey, 27, a community associate at WeWork Place Ville Marie in Montreal. One member was an app developer who wanted to incorporate artwork into his app, and another had created a virtual drawing platform—talking to each of them, she realized they might be a perfect match. “But all this information was just in my head,” she says. Harvey realized that the more people in the building knew about one another, the more opportunities there would be for cross-pollination.

Harvey had long been a fan of the online photojournalistic series “Humans of New York,” and found the stories of her members to be as rich and varied as those New Yorkers she read about. She wanted to create something equivalent for the amazing humans she met in her building—and that’s how “Humans of WeWork” was born.

Once a week, Harvey sits down with a member and has a conversation with them. “My aim is to get back to the basics of what WeWork is—a place to help members build their businesses and find connection,” she says.  

In her quest to capture what is unique about each member, Harvey asks a lot of questions. “I ask the subject to tell me about their company, what inspires them, whether they were alone when they started,” she says. The first few stories got quite personal, she says; people talked about what life was like before they started their companies, and how their lives had changed since their successes and failures.

Harvey wanted to create something equivalent for the amazing humans she met in her building—and that’s how “Humans of WeWork” was born.

After the interview, Harvey makes a poster with a member’s portrait and their story, and hangs it on a formerly empty wall. She also posts an article about the person on WeWork’s member app.

She has noticed that when people see the posters on the wall, they stop to look at them, taking a moment to find out what the members around them are all about. “Even when members come from different industries, a lot of the challenges they’ve faced are the same,” Harvey says. This project has taught her that “knowing what others around you have faced is part of what makes the ‘Humans’ project so empowering.”  

For now, the project is small in scale, but one day she wants to have an entire “member wall” filled with her posters. She’s also shared her template with other buildings and has received a lot of positive feedback.

“Ideally I’d love this to extend globally one day,” says Harvey. “Members love being highlighted—it makes them feel like a part of the best resource that WeWork has: its humans!”

We spoke to Harvey about what makes her a unique human of WeWork, the WeWork member who makes her day, and more.

Most distinctive quality: Harvey lived in many different countries growing up, due to her father’s work in the oil industry. “I’ve traveled so much, my ability to adapt to people from different cultures is what distinguishes me,” says Harvey, who has lived in Guadeloupe, Haiti, Dominican Republic, Ivory Coast, Nigeria, San Francisco, Switzerland, and the UAE. The place she most loved to call home: “West Africa, Ivory Coast. It is such a beautiful country, both the people and the scenery.”  

Member who’s had the most impact: Sonia Martinez, of Sonia La Ronde Photography. Harvey met Martinez when she was looking for a photographer for her wedding. “She ended up being my wedding photographer,” she recalls, “and an important part of that day.” Today, Martinez and Harvey are close friends. “Moving to a new place, it always takes some time to fit in,” says Harvey. “Sonia made it easy for me… and knowing her has helped me meet so many members in the building and people outside, too.” Plus, Martinez plays an important part in Harvey’s “Humans” project: “She gives me ideas of who to interview.”

Downtime: “Every Sunday I spend the whole day meal prepping,” Harvey says, and she often shares her breakfasts with coworkers. “Oatmeal bites for everyone!”  

Favorite place on earth: Puerto Vallarta, where her parents have an apartment. “I’ve lived in nine countries and traveled to over 60 when I was a flight attendant, and Mexico is my favorite place on the planet,” she says. She enjoys Puerto Vallarta’s small-town vibe, and says that even if it’s been a year and a half since she’s visited, the shop owners around her parents’ place often remember her name.

Interested in joining the WeWork community? Visit our community jobs page

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Employee Spotlight
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CULTURE

Five pieces of advice for being your most authentic self

These Atlanta founders are creating opportunities and connection for women in business

During Pride Month, it’s easy to get swept up in the positive accomplishments and strides people in the LGBTQIA+ community have made, even as they push for full equality everywhere in the world. But for many, it was a long and winding road to get to this place. We asked some of our LGBTQIA+ WeWork members what advice they’d give to their younger selves—and to future generations. From story to story, there is an undeniable theme present in their poignant words: authenticity. While the road to self-acceptance can be nonlinear and sometimes feel without an end, the path is more rewarding when you stay true to yourself, they say. These are some of the encouraging messages they shared.

“You have everything that you need within yourself.”

“You don’t have to ask for permission to be yourself,” asserts Christopher Clermont, a diversity and inclusion program lead. “Keep staying weird, being a nerd, a little flamboyant—or a lot flamboyant.”

Rise By We senior sales lead Christoph Babka. Photograph courtesy of Christoph Babka

“The bullies chasing after you are teaching you how to run.”  

Christoph Babka, a senior sales lead at Rise By We, would tell his middle-school self that his adversaries would ultimately make him a stronger, better person. “Be grateful for them over time, for inspiring you to change,” he says. “Not to change to be who they want you to be—but to be the strong, confident person you were always meant to be.” And while he’s on the subject, he points out that “being gay is probably the least interesting thing about you. There’s so much more than you can develop in who you are as a person.”

WeWork billings and collections manager Nyla Mirza. Photograph courtesy of Nyla Mirza

“Playing with boys’ toys and video games doesn’t make you any less of a girl.”  

As Nyla Mirza, a billings and collections manager based in London, pored over childhood photos, she mused that she has always been exactly who she’s supposed to be. “No one else’s opinion should affect what you should be doing and who you should be loving,” she says. “It’s fine to go outside and play with the boys.”  

WeWork strategic events lead J.D. Thompson. Photograph courtesy of J.D. Thompson

“It’s OK to be different.”

In his own journey, strategic events lead J. D. Thompson found that authenticity creates  opportunity. “When you live in your true, authentic self, things happen that might not [otherwise],” he says. Thompson wants his past self to know that “it’s OK to be different,” adding that he had a tough time letting go of the person he thought he should be—but once he did, his opportunities grew.

WeWork community manager Gonzalo Padilla. Photograph courtesy of Gonzalo Padilla

“Being yourself will set you free.”

Accepting one part of your identity allows you to open up to another, says Gonzalo Padilla, a community manager at WeWork Mariano Escobedo 595 in Mexico City. “People are going to love you because of that.”

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Creativity and Culture
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PRIDE

Five smart ways to scale with success

These Atlanta founders are creating opportunities and connection for women in business

“Sometimes naïveté can build confidence,” says Melanie Travis, CEO and founder of America’s fastest-growing online swimwear brand Andie Swim. “Knowing too much about the challenging parts of starting a business could scare you away from ever starting at all.”

That said, she and two other female entrepreneurs were happy to share the lessons they learned while successfully scaling their small businesses. To celebrate Small Business Week, Dell Small Business (a WeWork enterprise member) and WeWork invited Travis; Creator Awards winner Karen Young, founder and CEO of OuiShave, a sustainable women’s shaving company; and Amber Lee, cofounder of Visual Country, a creative shop specializing in Instagram and social content creation to WeWork 81 Prospect St in Brooklyn, NY. They shared their stories with moderator Tanya Klich, associate small business editor at Forbes, digging deep into what lies beyond growth and expansion when you’re at the helm of a small business.

Of the 36 percent of businesses in the U.S. that are women-owned, only 22 percent are able to scale past $1 million per year in revenue, according to the 2017 State of Women Owned Businesses. Here are the lessons that helped these founders navigate their growing pains.

Exhaust all options when fundraising

Resilience and persistence are essential attributes on the fundraising trail, the founders say.

“It was a lot of men hanging the phone up in my face,” said Young, a member at WeWork 81 Prospect St, of her early attempts to raise money. “Shaving is owned by only five companies in the world, and here I was, a black woman from Brooklyn, like, ‘y’all better let me in.’”

By persevering through repeated rejection, Young was able to find partners who believed in her and would invest. “It took a lot of knocking on doors—until I finally reached a woman who thought ‘why don’t we have that?’” she said. Winning $180,000 from WeWork at the 2017 Creator Awards helped her grow the business: Last year, OuiShave grew revenue by 350 percent.

Travis’s first attempts at traditional fundraising also failed. After knocking on the doors of people she knew in Manhattan asking for investment, she turned to alternative fundraising—and raised $20,000 via crowdfunding in two weeks. “I cobbled together another $100,000 from friends of families, which really just means high-wealth people who will bootstrap you,” said Travis, a member at WeWork 214 W 29 St in New York.

Delegation = balance

“In the beginning, you’re doing everything,” explained Lee, who runs a 15-person creative shop specializing in Instagram and social content creation. “I was our lawyer, which I would not advise. As the business grew, saving time came from delegating down; you want to do everything to save money, but at some point you need balance.”  

Strategic hires can bring key strengths to the table. In the early days, Travis was too preoccupied with selling product to prioritize team culture. But in hiring her second employee, she found a partner who could manage that aspect of the business. “She really cared about the culture, and I’m so thankful for her efforts,” Travis said. “Two years later, culture is a core part of our company. We have a 100 percent hit rate of extending a prospect an offer and that person coming on board.”

Tap your personal strengths

Both Travis and Young said they knew very little about manufacturing and distributing the products they were launching—but they knew their respective categories needed innovating and marketing to their target demographic.

Before launching OuiShave, Young worked in production design and managed artists creating Estée Lauder product packaging. “At Estée Lauder, the hot topic was how to communicate with younger audiences,” she said. To her, the answer was simple: “Have authentic conversations and connect with women.” It’s a philosophy she’s successfully applied at OuiShave in order to grow their online reach.  

While Travis had vast marketing experience, she knew very little about manufacturing swimsuits. So she struck a strategic partnership with an established manufacturer, which helped pave the way for Andie Swim’s growth. “I showed that we had a brand that resonated,” she explains. “I said, ‘You know how to make good swimsuits at good prices. I’ll give you equity in exchange for production and distribution.’”  

Build for your customer

All three entrepreneurs place an emphasis on truly understanding customer needs. “We really try to be thoughtful about each and every product,” Young said. “Today we were sitting around holding bottles of our new shave creme, talking about how it felt in your hand.” The little details, she said, really matter.

Travis and her team design their swimsuits based solely on customer feedback. “We don’t have a designer on staff,” she said. “Everything from the photos to the messaging we use—we get feedback. We sit in our WeWork office, and one of us will swivel around and say ‘Did you see that comment?’” The unique fits and fabrics of the Andie Swim line are all informed by customers, Travis said. Listening to those insights helped her company exceed $1 million in revenue each month.

Leverage resources

Few companies can do everything on their own. Tanya Klich called out programs like Dell’s Small Business Advisor, which supports small businesses scaling for free when it comes to tech infrastructure, security, data management, and more.

Young credits Shopify for helping build scale by creating a versatile and robust online consumer experience, while Lee leans on cloud-based products like Dropbox to collaborate with her cofounder and teams who work in different cities.

No matter the stage of your business, scaling challenges affect the most seasoned and the newest entrepreneurs. As these women shared, tackling these obstacles is all part of the journey.

WeWork offers companies of all sizes space solutions that help solve their biggest business challenges.

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Uncovering LGBTQIA+ stories that were hidden from history

These Atlanta founders are creating opportunities and connection for women in business

When Los Angeles filmmaker Mason Funk reflects on the more than 100 on-camera interviews that he has recorded with pioneers in lesbian, gay, bisexual, and transgender history, many moments come to mind.

One of them is the very fact that Lamar Van Dyke in Seattle and Diana Rivers in the Ozark Mountains of Arkansas even consented to interviews at all, since for many years they chose to live mostly separate from men.

“Times have changed,” Funk says, “and they were willing to let me be a channel for their stories.”

Then there was the time he got the news that legendary civil rights activist Donna Red Wing—who the anti-gay Christian Coalition once called “the most dangerous woman in America”—was fighting cancer. Funk sent a team to Des Moines to record a sweeping conversation covering her 45 years of activism. Six weeks later, in April 2018, Red Wing died.

Funk, 59, is the founder of Outwords, a project to document the LGBTQIA+ movement in America since World War II through the voices of those who “spearheaded, participated in, and witnessed this transformational era as it unfolded.”

Mason Funk is the founder of Outwords, a project to document the LGBTQIA+ movement in America.

Outwords won $36,000 at the San Francisco Creator Awards, a competition sponsored by WeWork that recognizes innovators in various fields.

By the end of 2019, Funk and his 11-member team hope to have recorded 500 interviews. A coffee table book with excerpts published by HarperCollins will be released in June 2019, timed to the 50th anniversary of the Stonewall Riots that sparked the modern gay rights movement. That’s also when Funk hopes to debut the most ambitious piece of the project: a searchable online database.

The child of a journalist, Funk knew he was attracted to men from an early age, but “I was never one of those kids who was going to be super out and proud from day one.” It took decades for him to be comfortable identifying as a gay man, and years more to feel part of the wider community.

By 2014, Mason had a successful career producing TV programs for the Discovery Channel and Animal Planet, but he was looking for something more meaningful. He had long been an admirer of the USC Shoah Foundation’s video library of interviews with Holocaust survivors. One night, Funk woke up with the idea that he could do the same for the LGBTQIA+ community.

Besides providing a resource to historians, teachers, and filmmakers, Funk hopes these stories about the early days of the gay rights movement will empower and inspire the next generation of pioneers.

Funk says it was crucial to him that the project present the diversity of the gay experience, not “a bunch of white men telling their stories.”

Funk, whose team works out of WeWork Gas Tower in downtown Los Angeles, said the money from WeWork would allow his team to expand its video library and begin laying the groundwork for the digital platform.

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Why kids are always a worthy investment

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

Not long ago, a teacher from a “second chance” school in Aviad Kutchuk’s hometown contacted him about her students. Kutchuk, a community lead at WeWork 1 Shankar St in Herzilya, Israel, remembered hearing about the school during his childhood.

Dor High School was founded as an alternative pathway for kids who had dropped out of traditional schools. Students at Dor didn’t fit in the regular education system, but their teacher, Shani Shaked, saw the potential in her students.

Shaked wanted to expose them to high-tech career paths beyond the old-school skills like carpentry and mechanics that were taught as part of the curriculum, she told Kutchuk. He was instantly on board.

“I’m interested in doing things that are meaningful,” says Kutchuk, 32. “I try to find ways to make a difference in people’s lives.” Kutchuk invested some time in thinking about how WeWork might do something for these 16-year-olds.

He decided to arrange a tour for the students, and asked one of his members, Moti Omur, to speak to them. Kutchuk knew that Omur had a background that would be recognizable to many of these teens.

Omur had moved to Israel from Turkey when he was young, and had found traditional school boring. His mother bought him a computer when he was 13, despite her limited finances as a single mother. Omur began teaching himself HTML, and learned how to design and build websites. He now runs his own digital agency, Evin.

“His story ended very bright,” says Kutchuk.

Omur shared his life story with the 15 Dor students who came on the WeWork tour. After hearing Omur speak, Kutchuk recalls, one boy named Nir (not his real name) was particularly entranced with Omur’s path to success. “He had the same look I had when I was his age,” says Omur. So he invited the boy to come learn the ropes from him.

That was a few months ago. Since then, Nir has started an internship with Omur, while also attending school and working part-time in an ice cream shop. “Omur saw his potential,” says Kutchuk, noting that Omur is not only teaching Nir how to build websites, he’s also teaching him important life skills.

For his part, Kutchuk is proud that WeWork provides the platform for community and social initiatives, allowing him to give Dor students a closer look at one possible future. “It’s a flexible place—you come with an idea and WeWork gives you the platform.”

We spoke to Kutchuk about his life in Israel, what he likes about WeWork, and his favorite spot to have a beer.

Downtime activity: Kutchuk says that most of his free time is spent with family. “I invest in my six nephews; I just took the oldest one to Barcelona to see a football game,” he says. He also likes to play sports, especially football, “and to run—not jog!”

Favorite place in the world: In Kutchuk’s hometown of Herzilya, there is a hill that is part of a garden called Gan ha-Atsmaut (Independence Garden). “It’s above the beach,” he says, and “a great place to watch beautiful sunsets and have a beer with friends.”

Member who influenced him most: “I cannot compare anyone to Moti,” Kutchuk says of Omur. “He came from difficult circumstances, from being an underdog in this world, and he became successful on his own.” Kutchuk particularly admires how Omur now helps other people who face similar challenges to his own. “He’s very inspiring,” says Kutchuk.

Core value: Gratitude. Kutchuk says that he cherishes the small things, the everyday. “I try to be on the helping side, to be the person who can help people,” says Kutchuk. “When you are aware of your environment, you can have an influence on people’s happiness, even with a smile or small gesture of appreciation.”

The best thing about WeWork: Kutchuk used to work for a big corporation, but he had a hard time finding meaning there. “I had a good salary, but it wasn’t enough,” he recalls. “As soon as I got to WeWork, I could see there were areas where I could do meaningful things, and that this colorful group of talented people could work together to volunteer outside our community too.”

Interested in joining the WeWork community? Visit our community jobs page

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Celebrating diversity, one networking event at a time

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

Growing up in the suburbs of Boston, Izzy Jacques and her family were the only African Americans in her all-white neighborhood. She was also the only person of color in her elementary school. Later, in her undergrad class at Bentley University in Waltham, Massachusetts, there were only 54 black men and a handful more black women, Jacques recalls—out of 4,000 students.

“It wasn’t a negative experience,” says Jacques, 28, who works as a business program manager at Boston’s WeWork 33 Arch St. “However, my experience in college illuminated for me that when it came to diversity and inclusion, more could be done here in the city of Boston.”

Jacques passion is diversity and inclusion, so she decided to see what she could do to work on the issue. “Third Thursdays” was her answer: a monthly WeWork event featuring black and Latinx business owners and influencers.

At the events, people of color from the community find not only business support but also moral support. “We get tons of questions for the speakers from the audience,” she says. “And the speakers get guidance from experts in the audience to help further their causes, too.” One recent speaker, Shannon Clarke, founder of Queen and Baby, came to share her path to starting a business—and ended up gaining new contacts and increased exposure for her brand. “Shannon also got a lot of feedback from the audience about how to take her brand to the next level,” Jacques says.

For her part, Jacques says she feels excited to see real results and deep connection coming out of these events. “At other companies I worked at, my ideas weren’t always ‘entertained,’” she says. At WeWork, she says, you can “have your day job and execute your passion.” And her passion is fueling more inclusive events at her day job. “We’ve seen more diverse organizations hosting workshops and booking events at our location, including LGBTQIA groups, women-led companies, and the National Association for Black Engineers, to name a few.”

 “It’s wonderful to think that WeWork and I can play some part in moving the city forward,” says Jacques (right).

Jacques is happy to be able to tap into her past experiences and help elevate people of color in Boston. “It’s wonderful to think that WeWork and I can play some part in moving the city forward.”

We spoke to Jacques about how she got to WeWork in the first place, why she never left her hometown, and who she admires most.

Dream dinner-party guest: Jacques would love to host Michelle Obama, noting that she is “so smart, poised, and inspiring.” “She’s very in tune with her roots and where she came from and her journey, and she’s vocal about how that has impacted her,” says Jacques. “Plus, Michelle has impeccable style—I want some tips.”

Favorite place on earth: The docks at the Esplanade in Boston. “It’s a place of peace,” says Jacques. “I go there to sit and think, looking over at the water and sailboats.” Jacques, who says it’s far enough out that you can’t hear traffic, recommends going in the middle of the week so you’ll have the place to yourself.

Why she’s never left Boston: “I’ve thought about moving away, but for now I’m committed,” Jacques says. “I know this place inside and out, and I think there’s work to be done in the diversity and inclusion space before I move on.”

Downtime activity: “I like to hike a mountain that’s near my house!” she says, noting that while many may not consider the Blue Hills to be mountains, Bostonians do.  

How she ended up at WeWork: Jacques had been working at a company for four years when a WeWork space opened in her building. “I was on my way up to my office and the elevator doors opened on the WeWork floor,” she recalls. “All I saw were people who were super happy, baristas, music playing—everyone looked so thrilled!” When the elevator proceeded up to her own floor and the door slid open, she looked around and noticed the bland cubicles. “I told all my coworkers they had to press 6 when they got in the elevator—that they needed to see what I saw,” she says. “Within a year, I was working at WeWork.”

Interested in joining the WeWork community? Visit our community jobs page

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India impact teams hit the ground running

These Atlanta founders are creating opportunities and connection for women in business

In the less than two years that WeWork India has been operational, WeWork team members in three of the country’s biggest cities—Bengaluru (Bangalore), Gurugram, and Mumbai—have established impact teams committed to helping their communities through a variety of projects.

Many teams organized toy drives as part of their Season of Service holiday volunteer effort. Volunteer WeWork employees in Bangalore partnered with Freedom Foundation, a charity that looks after HIV-positive youth, and donated gifts to an orphanage. The WeWork team spent an evening with the children playing and opening gifts.

The idea came from Sangeeth Samuel, director of new member development, who’s been involved to varying degrees with the orphanage for the last 15 years. In 2006, Samuel formed his own NGO and, through it, raised enough money to pay the school fees of more than 30 kids for three years. But in the years since, his involvement had waned as he became busy with his career, and, well, life.

Organizing the WeWork drive has inspired him to work even harder for the orphans. “Going back there with my WeWork family to meet the new kids in Freedom Foundation reminded me that it’s time to do what I love—and in this case, get love back, too,” he says. “Seeing those new kids shows me that the world goes on, and so must we.”

Children in Mumbai were treated to a toy drive as well, where WeWork volunteers at six locations partnered with The Akanksha Foundation, a local NGO that works with local schools to enhance curricula and offer mentoring, teacher training, and volunteer opportunities. The teams collected and distributed more than 200 gifts and school supplies to fifth grade and kindergarten students. “It was a great success!” says Anusha Gupta, brand and marketing manager at WeWork Mumbai.

WeWork Mumbai also partnered with the Smile Foundation, an NGO that serves children in remote villages and slums across India. The city’s WeWork Enam Sambhav impact team organized a day of fun, including a “choose your own toy” activity, with member company Hasbro. Gupta says the success of the day inspired a future idea: “We’ve been discussing a mentorship program between kids and members and employees, organizing different workshops for them at our buildings on a long-term basis,” she explains.

In New Delhi, the impact team visited Maanas Primary School, an educational center that provides free education, support, and health care to youth from disadvantaged neighborhoods. The team spent the morning at the school distributing more than 100 gifts—and were treated to a rooftop concert from the children.

“It was amazing to see how the members and our teams came together, as a community, to bring smiles to these cute little faces,” says Himmani Nath, community associate at WeWork India.

Elsewhere, impact teams responded to natural disasters and political milestones. Last August, during India’s monsoon season, the state of Kerala experienced the worst floods it has seen in more than a century, which caused the deaths of almost 500 people and the evacuation of nearly 1 million.

In response, Bangalore community lead Kanchana Jayakumar initiated a relief effort in Kerala, where she attended school. The team collected more than 15,000 pounds of materials from staff and donated it to the region’s citizens.

In September, WeWork Bangalore shifted into celebration mode when India’s supreme court overturned Section 377 of the country’s constitution, decriminalizing gay sex. To honor the human rights victory, WeWork Bangalore hosted a series of panel discussions, an art project, a photo exhibition, and musical performances curated and organized by Bengaluru’s LGBTQIA+ community during November’s Pride Week.

WeWork Bengaluru also partnered with the Smile Foundation’s Swabhiman Program to provide 30 scholarships to girls and one-on-one mentorships for female entrepreneurs.

At WeWork in Gurugram, the team collected and donated more than 200 books to Sarvahitey, an NGO that builds libraries in poor or rural areas. One member’s son felt so strongly about the cause that he donated 100 books himself.

As part of WeWork’s Refugee Initiative, with the help of Fair Trade Forum India, WeWork employees in Delhi gave Afghan and Congolese refugees a platform to display their handicrafts and food at a community event.

Many teams got busy for World Cleanup Day in September. In Bangalore, WeWork team members joined forces with The Ugly Indians, a watchdog-type group of anonymous volunteers, to clean trash from the city’s streets and paint murals on walls. In Delhi, they worked with locals to clear the settlements at the polluted Yamuna River bank. And in Mumbai, WeWork volunteers partnered with a local youth organization to clean up Juhu Beach, where shores are covered with trash. The cleanup continues as a communal effort. “Given what a huge problem trash is in Mumbai, this activity felt close to all our hearts,” says Gupta.

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This community lead is interested in where you throw your trash

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

WeWork community lead Jess Bates has a habit of raiding the trash at WeWork 1601 Vine St in Los Angeles. A self-dubbed “sustainability detective,” she keeps a watchful eye for stray recyclables mistakenly thrown in the regular garbage.

“The trash hole is right next to the recycling hole in our building,” explains Bates, 34, who says that her prior experience in the restaurant industry made her sensitive to the waste that is produced by single-use utensils and containers. Not long after arriving at WeWork eight months ago, she developed a habit of peeking into the bin at random times during the day. “Probably half the time I’d find things that could be recycled in the trash bin,” she says.  

At first, she’d go through the garbage herself, pulling out the recyclable items—but then she had a better idea. She made larger labels for each bin, with pictures of the types of items that could go in each one. It helped.

“I see more stuff in the recycle bin now,” she says, noting that when the bags go out to the trash, there are many more recycle bags than there used to be.

Now that she’s tackled the recycling issue, Bates has moved on to the next sustainability frontier: the women’s bathroom. “I noticed that the tampons we provide as an amenity in the women’s restroom were not sustainable and had chemicals in them,” says Bates.

“It’s important to be who I am at any point in the day—that’s always changing because we all have different fronts for who we are,” says Bates.

She broached the subject with her building service manager and learned that more sustainable tampons were being considered, but that most were (inexplicably) made with a plastic casing. The challenge: to find a sustainable brand that also aligned with WeWork’s plastic-free policy.

Bates joined the search, tracking down a company called LOLA that made sustainable, chemical-free sanitary products. As a result of her sleuthing, a sustainable-tampon pilot program is now in the works across 12 WeWork buildings.

“What can I say?” she says. “I’m really passionate about waste!”  

We spoke to Bates about her other passions, future sustainability goals, and more.

Member who influenced her most: Jenn Kim, who is a cofounder of Food Period. “The company supplies snacks for different times during your [menstrual] cycle,” Bates says. She appreciates that the company’s products are all-natural and based on holistic healing. “It’s nice to see more and more companies focused on women’s health,” she adds.

Core value: Authenticity. “It’s important to be who I am at any point in the day—that’s always changing because we all have different fronts for who we are,” says Bates, who appreciates occasionally being able to bring out her “quirky” side at work. “When appropriate, of course—there are times I have to pull back on being goofy and weird in a meeting,” she says.   

Bates found sustainable, chemical-free sanitary products and helped set up a pilot program in 12 WeWork buildings.

Passion outside of work: Bates makes organic soaps, which she sells at farmers markets. “Instead of being tired at the end of the day and kicking back to relax, I make soap,” she says. The essential oils in her soap are natural—her favorite scent is orange patchouli—and she keeps the business as low-impact as possible. “There is no plastic packaging, and all of my supply containers are recyclable.”

Her favorite place on earth: As a child, Bates says her family occasionally took trips to California from their home in Iowa. “When we’d get into the mountains, I would just stare,” she recalls. “I would feel this burst of love coming from my chest, to see something so out of my realm of experience.” To this day, the mountains are her favorite place to be. “I feel so at peace, so at one with nature.”

Future sustainability plans: “My next frontier is work clothing,” says Bates. She plans to throw a clothing-swap happy hour in the near future, so that she and her members can recycle their clothes.

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Rebuilding communities, one soccer field at a time

These Atlanta founders are creating opportunities and connection for women in business

In Latin America, few activities are more popular than soccer. Every four years, the frenzy goes into overdrive when entire countries come to a standstill to watch their national teams vie for the World Cup championship.

In 2018, when Mexico, Colombia, Peru, and Argentina all qualified for the tournament, WeWork impact teams in those countries saw an opportunity to bring real change to the communities in which they work every day—through soccer.

“As a region, we feel an unparalleled passion for football,” said Mauricio Ucrós Maldonado, public affairs manager for WeWork Colombia. “It’s not just a game—it’s a tool for social change. It integrates communities, keeps children away from drugs, violence, or robberies and, above all, it teaches leadership, teamwork, inclusion, and equality.”

“The children [taught] us humility, curiosity, innocence, gratitude, and a lack of prejudice,” says Mauricio Ucrós Maldonado, of WeWork Colombia.

The social-impact teams in Mexico City, Bogotá, Lima, and Buenos Aires launched the “Goles Que Impactan” campaign to repair downtrodden soccer fields in local communities. The effort is inspired by Common Goal, a global football community that tackles large-scale social issues. Their plan: For every win a nation notched during the 2018 World Cup tournament, WeWork volunteers would refurbish a field in their respective cities. Mexico and Colombia both won twice, and Peru and Argentina were victorious once, for a total of six. But the real winners were the area children.

Each location raised money and donated supplies, partnering with NGOs that use football to connect with, educate, and empower area youth. This month, the social-impact team from WeWork Buenos Aires will visit the La Reja Moreno community, donating about $4,000 to Asociación Civil Andar and working with that NGO and Liga de Futbol Inclusiva to install new field lighting and a mesh barrier to prevent the loss of soccer balls.

In other cities, the social-impact teams have already been hard at work. In December, the WeWork Bogota team visited Altos de Cazuca on the southwestern edge of Colombia’s capital city. Alongside staffers from Tiempo de Juego, they painted lines and arches onto the hardtop soccer “fields” that double as basketball courts, attached nets to goal posts, and installed light poles. The team also connected with teachers and community leaders to learn how to teach values through soccer. Throughout the experience, they were surrounded by overjoyed area children, says Maldonado.

“The most interesting thing is to see everything the children had to teach us: humility, curiosity, innocence, gratitude, and a lack of prejudice,” says Maldonado. “It’s very fulfilling.”

The team also went to Timbiqui, an isolated community in the Colombian Pacific that in recent years has been affected by an earthquake and the FARC guerrilla movement. They partnered with Gol & Paz to focus on what Maldonado calls “heart work.”

“We shared time with the children, learning about their problems as well as their dreams, and after we played a football mixed game,” says Maldonado.

The connections the team made with the kids lasted beyond that day. Maria Fonnol, the Bogota social-impact team lead, and two boys formed a WhatsApp group that they named “Electro Cool,” which they use to share news about their lives.

Between the two neighborhoods, Maldonado says their efforts affected more than 150 children and their families. At each location, children asked WeWork staffers about their professional roles and even revealed their own dream jobs. “We told them to follow their dreams and do what they love,” he says.

“[This] demonstrates to children…that more is possible when they feel they belong to something bigger,” says WeWork social media associate Daniel Rodriguez Fierro.  

In Lima, 12 members of the social-impact team refurbished a soccer field in Puerto Nuevo, a low-income neighborhood in the port district of El Callao. The team also had support from six members of Los Pioneros, an NGO that helps motivate youth away from negative forces in their lives, says Diego Cánovas López de Castilla, public affairs manager for WeWork Peru.

During two days in December, the WeWork and Los Pioneros teams refurbished a soccer field that is typically occupied by gangs and drug addicts at night. The NGO reported that the field posed a risk to the health and safety of children because it was often full of garbage and street dogs. Teams cleaned the field of trash and installed a new perimeter fence. They painted the grandstands and walls, erected awnings, and provided the uniforms, balls, and cones for the 120 kids who are part of the Los Pioneros soccer academy.

At the opening ceremony, the WeWork team was beaten in a friendly match against a team made up of locals and Los Pioneros instructors. “They crushed us, but it was fun to see a lot of people watching the game and cheering for us,” says Cánovas.

In Mexico City, the social-impact team at WeWork CDMX and 10 WeWork staffers partnered with Fundación Homeless and Street Soccer Mexico to rebuild a soccer field in the Santiaguito neighborhood of Xochimilco.

WeWork Mexico City donated about $4,000 to purchase supplies to refurbish the concrete field, says Daniel Rodríguez Fierro, social media associate for WeWork Mexico City. Volunteers painted the walls, goal posts, and perimeters; cleaned the common areas; rehabbed the bathrooms; and installed a mesh roof to keep balls inside.  

The experience made a big impact on Fierro. “Goles Que Impactan was a huge challenge that unified us as a region,” he says. “This is just the first step to demonstrate to children and young people living in vulnerable conditions that more is possible when they feel they belong to something bigger. This path enables kids to become the best version of themselves.”

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This WeWork marketing pro is making a big difference in the lives of New York City girls

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side is a series that features WeWork team members and how they spend their time when they’re not at work.

When she was in fourth grade, Dre Thomas organized a canned-food drive at her school. She understood the value in giving back to her community: Her mom, a single parent, had always led by example, making time to volunteer at the family’s church and the schools Thomas and her three siblings attended in Los Angeles. But it wasn’t until Thomas saw how much food she and her classmates collected, and how meaningful it was to the underresourced communities who received it, that she understood how even seemingly small acts could make a big impact.

“From there I had this drive to do something, to gather people together and make a difference,” says Thomas, 29, who works on WeWork’s member marketing and communications team in New York.

More than 100 NYC-area girls have benefitted from the program to date, says Thomas.

It was her desire to help others that spurred Thomas to apply for a job at WeWork. She had launched her nonprofit, Smile On Me, in 2017, through which she ran workshops for inner-city girls, giving them the necessary tools to understand menstruation, their bodies, and themselves. But she was also working full-time, and her employer wasn’t especially supportive. So when she began hearing good things about working at WeWork, her interest was piqued.

“I saw that they really encourage their employees to all be creators and invest in their side hustles,” she says. “I thought, I would love to work for a company that understands the importance of giving back and the impact you can make on others.”

Since joining WeWork’s marketing team in November 2018, Thomas says she’s been continually inspired to think about new ways she can make an impact—in and out of the office.

“My role is in email marketing,” she explains. “And in one meeting, a VP said, ‘If you’re not proud to have your name on this, don’t send it out.’ It was cool to hear how much intention we put behind communicating with members via email. We get to be proud of the work we do.”

Thomas is equally mindful with the work she does through Smile On Me. Growing up in a “family of hand-me-downs,” sharing things like clothes and hygiene products with her mom and sisters, she understood how important it is for young girls to have their own stuff. Girls from lower-income families who often have to choose between basic necessities like toilet paper, food, and rent—and they can be unprepared for puberty. In New York City, where nearly 30 percent of children live in poverty, feminine-hygiene products can cost as much as $100 annually per person.

That’s the gap Thomas aims to bridge with Smile On Me. She started the organization on her 28th birthday by collecting 500 feminine-hygiene products––donated by friends and family in lieu of birthday gifts. Then she coordinated with a nonprofit called Good Shepherd Services, which offers housing for homeless, runaway, and former foster-care youth, donating the items and running a puberty and menstruation workshop for the 13 girls in Good Shepherd housing at the time.

Today, Smile On Me continues to run workshops with Good Shepherd Services, as well as other organizations and schools. And Thomas has expanded her curriculum to include conversations around self-esteem, self-care, self-help, self-advocacy, and mental health—topics requested by the girls and the organizations she works with.

“My goal is to make sure girls are not only leaving with tangible products, but also understanding how to use these products and how these products empower them as a girl,” she says.

With the summit, Thomas says, “I really wanted to bring all of the girls together so they can have that connection.”

Smile On Me also hosts annual events, including one pegged to the Day of the Girl in October, and a summit held over summer break. Last year’s daylong summit in Brooklyn included workshops on self-esteem and mental health, plus zine-making stations, photos booths, and other fun activities—and was attended by 40 girls.

“The summit is the heart and soul of Smile On Me,” she says. “A lot of girls do not leave their borough. I worked in Brooklyn for about four years, and a lot of girls hadn’t even seen the Brooklyn Bridge or gone to Manhattan or Queens. So I really wanted to bring all of the girls together so they can have that connection and discover something new.”

Since Smile on Me launched, about 100 girls have attended workshops, and the organization has given away more than 1,000 feminine-hygiene products. They’ve also established partnerships with companies like Birchbox, Project Glimmer, and THINX.

Thomas, who hopes to further grow Smile On Me’s success in the coming year, says she’s grateful to work at a company like WeWork, because she’s not only encouraged to pursue her passion for helping young girls, but is inspired to keep dreaming bigger.

“That atmosphere of us all being creators and making an impact and elevating the world’s consciousness really has been impactful for me,” says Thomas.

If you want to contribute to making Smile On Me’s 2019 Summit Awesome, make a donation.

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How introverts and extroverts can find harmony in the workplace

These Atlanta founders are creating opportunities and connection for women in business

If you’re an extrovert, you know it—and so does everyone else around you. On the most basic level, extroverts get a buzz from other people and dynamic situations, contributing and receiving energy with enthusiasm. By contrast, when introverts participate in such scenarios, they need to follow it up with solitude, spending time alone to recharge and regain equilibrium.

Both personality types are needed in the world and the workplace—but these differences can sometimes spell trouble at work. In their book No Hard Feelings: The Secret Power of Embracing Emotion at Work, authors Mollie West Duffy and Liz Fosslien provide insight as to how introverts and extroverts can work together and flourish side by side.

“The workplace is often an emotional minefield,” says Fosslien, who is also the book’s illustrator. To help others disarm potential land mines, the pair led a workshop at the WeWork 401 Park Ave South in New York that prompted attendees to be honest about their own quirks, triggers, and habits, and to become more cognizant of others’. These are their best tips for how we can all learn to get along with other personality types to produce our best work.

Schedule time to decompress. Back-to-back meetings and events and offsites and happy hours are every introvert’s recurring nightmare. Fosslien says she has learned to “avoid [the] introvert hangovers” that come from over-committing by blocking off evenings on her calendar for downtime. “I’ll put on my calendar, ‘Do not say yes to anything else!’” she says. It’s a great tip for introverts—and a good reminder for extroverts to schedule space between mandatory events.  

Break into small groups. One of Fosslien’s book illustrations depicts an introvert in a meeting thinking: I have a thought… Should I say something? But by the time she gets the courage to raise her hand, the loudest members of the group chime in, the leader says, “Great meeting! See you next week!” and everyone departs.

For a more inclusive—and, ultimately, productive—way to brainstorm, Fosslien and West Duffy suggest that managers ask people to split up into pairs, talk one-on-one, and then report back to the larger group. This way, multiple contribution styles are accommodated rather than the most bombastic ones by default.

Send out agendas before meetings. Agendas play to both introverts’ and extroverts’ strengths and weaknesses. Introverts, who tend to shrink from a fray, can prepare their thoughts, questions, and comments in advance and feel more comfortable speaking up. And extroverts, “who benefit from having a little extra time to think through what they’re going to say as opposed to just saying it in the moment,” Fosslien says, can stay on track.

Conduct pre- and postmortem check-ins. West Duffy says her team meets before, during, and after every project to have a conversation about how they want to work together. The discussions are facilitated by someone who isn’t directly involved in the project and include considerations such as: Are you an introvert or an extrovert? What time do you want to get to work in the morning? What are your nonnegotiables—for example, do you have to leave by a certain time to pick up kids? How do you like to give and receive feedback?

“So often, we want to get straight into doing the work, but it’s actually more efficient in the long-term to take the time to do [this exercise],” she says. “If you don’t understand what’s going on and what people’s preferences are, [these issues will] still come out and you’re going to have conflict.”

Don’t hover. Fosslien urges managers to “limit MBWA—management by wandering around”—which can throw good employees off their game.

“I had an extroverted boss who, if he didn’t have meetings on his calendar, was guaranteed to be strolling around, looking over everyone’s shoulder, and asking, ‘What are you working on? How’s the day going?’” she says. “When you ask more stressful questions like, ‘That thing you’re working on, what’s the status of it?’ introverts often don’t give great answers because they need more time to process.”

If you insist on wandering because that is your own way of expelling extra energy, curb the instinct to quiz staff, and let them know any off-the-cuff questions can be answered over email later on.

Consider how you give feedback. One pervasive stereotype about millennials in the workplace is that they need constant feedback. While employees of all generations and personality types would likely appreciate acknowledgement that they’re doing good work—or details on what needs to be improved—leaders shouldn’t assume a bullhorn is the best way to go.

“We [sometimes] assume, Oh, who wouldn’t want to be celebrated in public?” West Duffy says. “Well, I don’t want to be celebrated in public. That’s super embarrassing for me. I prefer to receive negative—but especially positive—feedback privately.”

Ask those who report to you where and/or how they would like to be given critiques or acclaim, she says. You don’t have to hold back on your assessment—but you can control its delivery.

Read more from Fosslien and West Duffy about how to keep conflict at work constructive and the importance of emotional intelligence for women at work.

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How to make a good first impression

These Atlanta founders are creating opportunities and connection for women in business

What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries.

When Jason Ramirez was designing the cover for The Altruists, a family drama by first-time author Andrew Ridker, he drew from a visual moment that had struck him in the novel: “I remember the father in the story looking down at a crack in his driveway, and there was this dandelion sprouting out,” Ramirez says. “And I thought it was not only an interesting object, but an interesting metaphor for what was happening in the story—this family, and their relationships, end up choking one another like the roots of a weed.” And so he arrived at the cover’s simple yet intriguing image: a delicate bouquet of botanical misfits. “That’s probably one of my favorite designs recently,” he says.

As art director for Viking and Penguin Books, Ramirez is constantly cycling through manuscripts. “I’ll underline significant moments and make little notes and thumbnail sketches in the margins,” he says. The covers Ramirez creates could adorn—and play a role in drawing readers to—the next bestselling novel or prize-winning book. (Penguin Random House, the global parent company of Viking and Penguin Books, publishes more than 15,000 print books each year; Penguin’s best-selling titles range from classics like John Steinbeck’s The Grapes of Wrath to recent must-reads like Celeste Ng’s Little Fires Everywhere and Zadie Smith’s Swing Time.)

Ramirez’s work is divided into three seasons (spring, summer, and fall) with about 25 books each, and the process for each title begins with a briefing: Ramirez, his creative director, the publisher, editor-in-chief, and book editor discuss their vision for the package. “Sometimes the editors are pretty open; sometimes they’re very specific,” he says. “Sometimes my publisher’s very specific.” (The publisher, he notes, is the most important person in the room.) As for author input, which comes via the editor, Ramirez explains: “A best-selling novelist’s opinion carries much more weight than perhaps a first-time author’s …. [But] we definitely do try to listen to the writer, because at the end of the day, this is their baby.”

From there, the books are divided among Ramirez, his creator director, a second art director, and five designers, and they each start working on cover mock-ups, or “comps.” “When I assign a title to a designer, we’ll go over any hard expectations for the package that might have come up in the briefing,” Ramirez says. “But I always encourage my designers—and I encourage myself—to work beyond the stated expectations, because my personal philosophy is that we might think we know what we want … until we see something else. And oftentimes, we surprise ourselves.”

Below, Ramirez, who is working on the books that will publish in the spring of 2020, gives a snapshot of what he does all day—procrastination habits included.

Each morning begins with… a good intention. My alarm goes off at 6 a.m. Warmer days make this lofty wake-up goal more manageable, but usually after some negotiation with my alarm clock, I’m up for the day at around 7 a.m. I check my work email and prepare some breakfast to go before I’m out the door at around 8 a.m.

I first check my work email… before leaving home. (Oddly, I don’t think to look at my personal email until after I arrive at work.) The work emails I’m most likely to read first are those from my creative director or either of my two publishers, or messages related to a priority project. Unless it’s absolutely urgent, I will not reply to email until I’m in the office—I’m mostly checking it to manage my expectations prior to arriving.

My commute… takes me from Prospect Heights, in Brooklyn, to Midtown Manhattan in a bit over 40 minutes (on a good day). If I can snag a seat on the train, I read a manuscript or chip away at one of the many non-work-related books that tower over my bed. But I’m often not so lucky, and instead spend the commute standing and reading the political newsletters I receive each morning from Axios and Politico.

The first thing I do when I sit down to work: Raise my standing desk.

The thing most likely to break my focus: Noise. My office recently relocated from Hudson Square/West Village to Midtown, and with this move I reentered cubicle life. It has taken a bit of time to readjust to the white noise of loud talking and laughter, keystrokes, and mouse clicks.

The last time I daydreamed: It was on a recent Friday afternoon during a mandatory IT training session about what circumstances might allow me to work a day or two from home.

I eat at my desk… every day. I most always have breakfast at my desk, and, once in a while, lunch. (I’m not a huge fan of lunch—it tends to make me sleepy in the afternoon.)

I send my last email… from the office, around 6 or 7 p.m. I check work email a few times at night, including just before bed.

The site I’m most likely to waste time on: Apple News. (Now that I have banished Candy Crush from my phone, that is.) If I want to get lost down a rabbit hole or stew in idle aggravation, then Twitter.

My preferred email sign-off: Best, Jason.

If I’m being honest, my smartphone is… a chore, especially with the inundation of spam. In the span of one week, for instance, my phone exploded with robocalls from the Congo, Mali, Azerbaijan, Slovenia, Mozambique, Burundi, and the country of Georgia. Not to mention that instead of facilitating conversation and the exchange of information, the smartphone has become a social crutch for many to avoid potentially meaningful interactions. Is that honest enough?  

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CREATIVITY
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A rideshare service for you and your pet

These Atlanta founders are creating opportunities and connection for women in business

Startup founders have infamously unpredictable daily schedules as they work to establish and grow their businesses. What does such an entrepreneur’s weekly, daily, or even hourly routine look like when sometimes there aren’t enough hours in a day? In the Startup Diaries, founders walk us through a week in their lives and show what it really takes to get a fledgling business off the ground.

If you were to ask Aparna Srinivasan about her role as CEO of SpotOn, her pet-friendly rideshare app, she might refer you to her 13-year-old Lab Pei, Krishna. “I’m doing SpotOn for him, so he’s taken the title [of CEO],” she says. “I’m just the mouthpiece.”

She came up with the business idea in 2016, while living in Los Angeles with her two dogs, Krishna—who weighs 50 pounds—and Raja (who has since passed). “I had cars,” she says. “But there were times that I didn’t want to drive or needed to go to the airport [with one or both dogs], and it just got to be a hassle.” (Uber and Lyft drivers allow pets only at their discretion.) So Srinivasan started feeling out other pet owners to see if they shared her struggle. “They said the same thing,” she remembers. “It’s stressful.”

Their consensus was proof that she was on to something. Over the next year, she kept her day job—running a marketing company—while launching her new business. She built a website with her eventual cofounder and CTO, John Bentley II, and started handing out flyers at dog parks. “My friends and I took over 500 rides in two months,” she says. The trips were free (SpotOn wasn’t licensed so Srinivasan couldn’t charge), but the intel was priceless.

By mid-2017, armed with consistent feedback that New York was a more obvious fit for the service, Srinivasan started considering a move to the East Coast; she did her own research, and by the end of that year she was a resident of New Jersey. “I’ll still be walking along the Hudson River and I’m like, Holy crap. I have a rideshare company across the river,” she says. “It makes me cry. Like, What am I doing? It’s insane!”

Although the app, which officially launched in September 2018, doesn’t offer on-demand service yet (you need to book a driver about two hours in advance), Srinivasan, a member of WeWork Labs at WeWork 81 Prospect St in Brooklyn, expects to accommodate users accordingly by the end of the year, while simultaneously growing her business partnerships. Below, she recaps a recent workweek.

“I’m very driven, and I think most founders are, because if you’re not driven you’re not going to be able to succeed,” says SpotOn CEO Aparna Srinivasan.

Monday

6 a.m. Wake up after getting to bed at 2 a.m. (I was up late prepping for a big investor meeting on Wednesday.) In general, I don’t sleep much. There’s just not enough time during the workday.

6:10 a.m. Shower and pray. Eat breakfast while answering emails, and make eggs for Krishna, my CEO.

8 a.m. CEO finally wakes up. Time for his walk along the Hudson River. (We live in Jersey City.) This is my chance to clear my head.

8:30 a.m. CEO eats breakfast.

9 a.m. Off to our office in Dumbo. I listen to music on my commute. I was a deejay in college, and music has always been an integral part of my life. I’ll listen to country, rap, traditional Indian music, classical—but my favorite is house music. It’s a de-stressor.

9:40 a.m. Walk from the subway to the office. CEO pees on a tree.

10:15 a.m. WeWork Labs weekly standup. Members gather to share business updates and present an “ask.” Our ask: Tell your friends about SpotOn, and if you know any investors, send them our way. We’re in our first official fundraising round. It’s so hard! It’s one of the most difficult and time-consuming things a founder will ever do.

10:45 a.m. Send updates to investors.

2:20 p.m. CEO takes a pee break. I grab a taco to go.

3 p.m. Call with advisor regarding a meeting with investors. The be-all of fundraising is persistence… but you need to be persistent without being a pest. As a founder, you’re like, “I need the money. I need it now. Let’s do it.” But that can really drive off investors if you’re looking needy.

4 p.m. Call with my cofounder, John, who built the app. He’s based in Cincinnati, and I would say he’s my first investor. He didn’t put any money into the business, but his sweat, blood, and tears—that’s the investment that’s gotten us this far.

8 p.m. Commute home. Music, music, music.

8:45 p.m. Dinner.

9:15 p.m. Take a break and catch up on Netflix. (Currently watching Arrow.)

10:45 p.m. Take CEO out for a pee, then he’s off to bed.

11 p.m. Answer emails.

1:30 a.m. Sleep.

Tuesday

5:45 a.m. Wake up, shower, and pray.

6:15 a.m. Get on my Rock Solid for 10 minutes. This is a total-body workout. We shall see—I just got it.

9:15 a.m. CEO gets up.

9:30 a.m. Morning walk followed by breakfast.

10:15 a.m. Drive to my second office space in Newark. There’s a ton of traffic so I’m running late.

11:45 a.m. Meeting with a VC. Give them a SpotOn progress update.

2 p.m. CEO pee break.

3:30 p.m. Meeting with a friend and mentor, Tom Wisniewski. He gave me the push to focus on business partnerships. So, for example, we have a partnership with Passport Unlimited. They handle employee perks for about 700 companies, including Google, Apple, and Microsoft—and employees based in New York get a SpotOn discount code. Eventually, we want to get companies to make SpotOn rides a benefit, like a free lunch, rather than a perk.

4:15 p.m. Drive home.

8 p.m. Dinner. Totally checking out of work ahead of tomorrow’s big meeting. I’m going to pitch the investors in a SpotOn with Krishna. At first, I hadn’t been taking him to any of our pitches, but then I had a pitch competition at Voyager HQ and I decided to bring him, and the pitch went so well. After that, I scheduled my first SpotOn ride with investors, and by the end they were taking selfies with Krishna.

10 p.m. Goodnight!

Srinivasan started her pet-friendly rideshare app for her 13-year-old Lab Pei, Krishna.

Wednesday

4:30 a.m. Big day today. Shower and pray.

5:20 a.m. Rock Solid time.

7 a.m. Eat breakfast, then wake up and feed CEO.

8:15 a.m. Morning walk through the nearby marsh. We do some bird watching.

9 a.m. Commute to Dumbo.

9:50 a.m. Get to office and catch up with a fellow Labs member who has an investor lead for me.

10:45 a.m. Get my makeup done for today’s photo shoot. (For this diary!)

12 p.m. Walk over to Brooklyn Bridge Park for the shoot.

1:30 p.m. Photo shoot done. CEO was amazing.

2:45 p.m. Big investor meeting in a SpotOn. I want them to see the bigger picture—that we’re not just a rideshare, but a bridge to getting your dog to all these different, interactive offerings. I frame it as “experience N.Y.C. through the eyes of a dog.”

3:20 p.m. First stop is Dogville, a pop-up where dogs can enjoy various activities. Krishna talks to the CEO of Dogville—they have their own little meeting, smelling the butts. Very important.

3:45 p.m. Group gets back into a SpotOn.

4:10 p.m. Stop at Hotel 50 Bowery, a pet-friendly boutique hotel with a rooftop bar. These are the kinds of things that people will do with their animals, given the opportunity.

5:45 p.m. Part ways. Honestly, we’re too early for these investors, but they’re going to help us with potential strategic partners.

6 p.m. Meet with The Fourth Floor, the women-centric networking organization I recently cofounded, at the office.

10 p.m. Back home.

11:45 p.m. Prep for tomorrow’s meetings.

1:40 a.m. Sleep.

Thursday

7 a.m. Late wake-up, but needed the rest. Shower, pray, and eat breakfast.

9 a.m. Take CEO for a walk along the water.

10:15 a.m. Commute to Dumbo. Music, music, music.

2 p.m. Call with major pet brand about our upcoming pilot. Pet retailers are starting to take a more service-oriented approach, incorporating more events, training, daycare, and boarding into their existing retail facilities. We’re going to be the transportation arm: You book your training appointment online, and you have an option to request a SpotOn ride.

4 p.m. Call with another investor. Close to a close! Hopefully. One thing about fundraising is, people can say, “I want in.” You get a number from them, you send them all the paperwork. But until that money is in the bank, it’s not closed.

7 p.m. Feed the CEO a hot dog—I didn’t prepare to be at the office this late.

9 p.m. Meet friends for a late dinner.

11:30 p.m. Commute home.

12:55 a.m. Night-night.

Friday                      

6 a.m. Wake up, shower, and pray.

7:20 a.m. Rock Solid. Eat and prep CEO’s breakfast.

9:30 a.m. CEO wakes up and eats, and we head to Newark office.

2.30 p.m. Meeting with Contour Ventures, a VC firm. I get amazing advice on what numbers I need to drive home for investors. For example, I shouldn’t say, “65 percent of all our rides are coming from our partnerships”—that means nothing to them. Instead, I need to say something like, “We service six pet-friendly WeWork buildings. We get X amount of rides from them a month, which means X revenue. If we expand to service X WeWork locations, this is our potential revenue.”

4 p.m. Check out of work. I’m meeting at my sister’s house to get ready for a family wedding this weekend.

The truth is, I will work this weekend—I work at least a little bit every weekend. I’m very driven, and I think most founders are, because if you’re not driven you’re not going to be able to succeed. But, lately, I’m making sure that I do take a break from work. My hand will still be on my phone. But I don’t necessarily have to be in front of my computer developing the company. If you’re always focused on this one thing, you won’t have a sound mind.

7 p.m. Let the celebration begin!

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MEMBER SPOTLIGHT

Turning a life lesson into a family business

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

I’m more of a Converse guy now,” Matthew Golia says. But before the 30-year-old joined WeWork as an enterprise account manager working out of the company’s New York City HQ, his insurance industry job required him to wear a suit and dress shoes to work every day.

Back then, Golia’s shoes were always shined. That’s because his father, Steve, who also worked in insurance, sat him down after he graduated from college and taught him something he felt would be crucial to Golia’s professional success: how to shine his shoes.

“We’d sit and watch TV and shine our shoes together before the beginning of each week,” Golia recalls.

The ritual stuck. One Christmas, his parents surprised him with his own shoe-shine box, which they purchased online. Unfortunately, the product didn’t live up to the pictures; Golia tore open the package only to discover the quality of his gift was lacking.

“I started looking around to see what else was out there,” he says. “And there weren’t any better options; they were all these inexpensive cedar boxes. That’s where the idea started. I figured if we made a nice one, people would buy it.”

Golia says he and his dad are “kind of handy.” But they didn’t have any significant woodworking experience, so the process of designing and building their first prototype required a lot of trial and error. For the early part of 2015, every night after dinner, they’d head down to his parents’ basement to experiment in the makeshift workshop they’d built.

“We went through a lot of wood,” Golia says. “There’s one corner in my dad’s basement that we call the archives, filled with these half-broken, horrible-looking boxes that are falling apart. But my dad and I like building stuff and solving problems. So it didn’t feel like work, even though it took a lot of time. It was just a cool thing we were trying to figure out how to build.”

Eventually, they landed on a design they were both happy with. Golia took some photos and built a website, and they launched their business, American Shine Co., there and on Etsy. Two days later, the first order came in.

“Though [WeWork] is growing at an unprecedented rate, there are still so many opportunities to contribute in meaningful ways,” says enterprise account manager Matthew Golia.

“It happened pretty quickly, and the boxes started selling on their own without any real marketing,” says Golia.

It didn’t take long before an editor at Popular Mechanics reached out through their website and asked to interview them for a story. At first, Golia assumed the email was a joke. But a few weeks later a team of photographers showed up at his parents’ house in Haddonfield, NJ.

“They brought this huge team of people,” he says. “All these people are going into, like, my parents’ crooked steps into this dark basement with all this professional photography equipment. It was pretty wild.”

As their business was getting off the ground, Golia accepted a new job at a computer software staffing company (coincidently based in a WeWork office) and moved from New Jersey to New York City. He figured he could easily manage both careers. But once the Popular Mechanics article was published, it led to more press from outlets like Martha Stewart American Made, Men’s Gear, and The Gentleman’s Journal. Orders poured in.

For most of 2016 Golia tried to do it all—working and living in the city during the week and returning to New Jersey on weekends where he worked furiously to catch up on orders. He built the boxes; his dad stained and lacquered them, added the hardware, and took care of the packaging and shipping. They each spent up to an hour and a half per box, and at that point they were getting up to 100 orders per month. Golia decided something had to give; he quit his job and moved back home to focus on the shoe-shine boxes full time.

Being closer to their workshop made all the difference. Golia and his dad were able to streamline their production process and also expand their product line to include different sizes and finishes. And as buzz from all the press quieted down, their workload became more manageable. Golia decided to go back to work full time, making the boxes his side gig once again.

After trying his hand at selling surety bonds with his dad, Golia applied for a position at WeWork. In January 2019, he was hired as an enterprise account manager.

“The job opportunity at WeWork was just way better than anything else I had seen,” says Golia. “As part of the growth team, I have a unique perspective on how our company is evolving to fit the needs of businesses of all sizes globally. Though we’re growing at an unprecedented rate, there are still so many opportunities to contribute in meaningful ways. Everyone comes to work in pursuit of a common goal, which is a really exciting environment to work in.”

Now, Golia devotes the bulk of his time and energy to his life and career in New York, returning to his parents’ house once a month to work on the shoe-shine boxes. In a single weekend, he’ll build a month’s supply—and his dad, now retired from insurance, happily takes care of the rest.

“I know a couple people in our office who have different side hustles going,” says Golia. “So it’s definitely something people talk about and is encouraged. I mentioned it in my interview initially, and my now-boss loved that about me.

“WeWork is kind of a unique place. We come from all different industries. So hearing what everyone has done in a former life is interesting. It opens your eyes to different opportunities.”

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The community manager with a military-grade attention to detail

These Atlanta founders are creating opportunities and connection for women in business

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

Early one morning, just six months after he started as community manager of Boston’s WeWork 200 Portland St, Koko Ekong was awoken by a text message: The Secret Service needs to do a sweep of the building, it read.

“The most senior officer in command in the Air Force was coming,” recalls Ekong, 27. The text came in at 5 a.m., he says, and “I realized I was now running on military time.”  

The Air Force was testing a program in which it assigned employees to work off-site, with the aim of inspiring more creative thinking and attracting more civilians to their workforce. So they became members of WeWork. With 98 members of the Air Force in Ekong’s building, he knew things would have to run like a well-oiled machine.

No one had ever asked to search every corner of the building, but Ekong snapped to attention. “I understood who this member was, and what they needed,” he says. Ekong obtained cards and keys with access to all doors in the space, including IT closets, storage rooms, and the basement, so the Secret Service could do its job.

Ekong, who came to the U.S. from Nigeria eight years ago, says that if Nigeria gets a WeWork, he’d love to go back.

He also welcomed the service members into the culture of his WeWork building. “Where usually we’d do a blast invite to an event, I sent a personal invite to the Air Force members,” says Ekong, noting that a vital part of ensuring the success of the program was making sure the Air Force members were fully integrated into the WeWork community.

“Things got really fun when I asked them what kind of event they’d like to see,” says Ekong. “They said Star Wars, of course!” He arranged for Star Wars-themed cookies and cocktails—and was happy to see that all of the Air Force members came out for the event.

Ekong’s efforts to go above and beyond were recognized by Jamaal Sampson of TDMK Digital, who worked together with the Air Force and WeWork. “As a former member of the U.S. Army and current manager, I do not for one second take for granted the hard work of key people that turn great ideas into reality,” says Sampson. “That has been in large part a role that Koko has pioneered and perfected.”

Ekong says the appreciation flowed both ways. He recalls the time a member was locked out of their office after breaking their key in the lock. “As we were trying to find a way to open the door, a high-ranking officer walked past and offered to help,” recalls Ekong. “He had really long arms and could reach the knob we weren’t able to, and he got the door open.” Mission accomplished.

We spoke to Ekong about the WeWork members he admires, his other home, and his future plans.

Member who influenced him most: “Edward Sullivan is always a voice of reason around our office,” says Ekong of Sullivan, who works at Bank of England Mortgage. “He’s very conscious of how he hires—he really pays attention to diversity.” When Ekong asked him why he does this, Sullivan pointed out how much every business needs every kind of person.

Ekong says he also admires the way Sullivan makes a point to meet every member of the building and participates in yoga every Wednesday. “He has also been a huge help in shaping our roof deck to match the North End/West End vibe of our neighborhood,” says Ekong.

What he misses about his homeland: Ekong, who came to the United States from Nigeria eight years ago, says he misses Nigerian nightlife, where most places don’t close until 7 a.m. and people find a reason to celebrate year-round. “I miss festivity without it having to be a holiday,” says Ekong. He also misses the food: pounded yam and Afang soup, which he says is a delicious vegetable dish loaded with chunks of smoked and fresh meat—“whatever you can lay your hands on.”

Plans for the future: Ekong says that if Nigeria gets a WeWork, he’d love to go back. He’s itching to make an impact in his homeland, he says, and would like to enter politics there one day. “I don’t think the U.S. needs me,” he says. “Or, at least, Africa needs me more.”

Person he respects the most: Ekong’s father taught him a lot about how to deal with people. “When someone came at my father with negativity, he always remained calm,” says Ekong. While his father stands out, Ekong credits many people with influencing the person he is. “I’ve taken bits of everyone around me.”

What he likes best about WeWork: “The connection,” Ekong says. “I love meeting people from every background; I enjoy the exposure I get to different people. The way everything revolves around the community—that’s the glue.”

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HEART OF WE

How to engage remote employees

These Atlanta founders are creating opportunities and connection for women in business

Most of us spend the majority of our waking hours at work. That means we invest most of our time in work relationships: figuring out how to best communicate and collaborate, how to succeed, and how to recover from failure. Work With Me is a deep dive into those dynamics.

It’s no secret that meaningful connections happen face-to-face. But because it’s 2019, and we’ve all learned how to work from every corner of the globe, most of us will have to contend with a long-distance work relationship at some point. And make no mistake: Long-distance work relationships can be every bit as challenging as long-distance romantic relationships.

When Emily Azrael started as the director of ad sales and brand solutions for content creation company Soul Pancake, she was the only team member in New York City. Everyone else was in Los Angeles. “I come from a background of really close-knit work relationships,” says Azrael, a member at WeWork 134 N 4th St in Brooklyn. “It took me a year to adjust to the long-distance lifestyle.”

At first Azrael did a lot of phone calls with her colleagues. But Soul Pancake didn’t have the equipment for video chatting yet, and the calls left Azrael feeling increasingly isolated. “I’m someone who really likes being around people,” she says. “I like making them laugh, and jokes don’t land on Slack.”

Without a video connection, Azrael felt like she was speaking to an empty room. She had no idea who was even paying attention. Once her company found a way for regular video conferencing, that small change made all the difference.

“Being able to see the nonverbal cues helped a lot—just to be able to see people smiling and to join in on the small talk at the beginning of the call,” Azrael says. “When people can see your face, they ask you more personal questions. Now I feel invigorated after meetings, and I remember why I was so excited to work at Soul Pancake in the first place.”

Video chatting can help bring a remote team closer together, but just turning on the video isn’t always enough, according to Lakshmi Rengarajan, WeWork’s director of workplace connection. The problem, she says, is that we still don’t have the manners for technology that we do in real life.

“It’s important to make sure people are making eye contact with the person on the screen and to position all participants so they feel they have a seat at the table,” Rengarajan says. One of the ways Rengarajan advises teams to do so is to assign each remote person a buddy in the room—an advocate of sorts who’s making sure all your technology is OK, and who can raise their hand for you if necessary.

Garrett Bredenkamp, the CEO of Kombrewcha, has teams at WeWork 134 N 4th St and WeWork 109 S 5th St in Brooklyn and at WeWork Power and Light Building in Portland, Oregon. The kombucha company does use video technology, but Bredenkamp says he gets more done with face-to-face interactions. That’s why he splits his time between the two coasts.

“The magic happens when you’re together in person,” Bredenkamp says. “My personal philosophy is that there’s nothing that being together can’t fix. But we struggle with that because it’s expensive to fly back and forth.”

To maximize your in-person investment, Rengarajan recommends making the most of every minute a long-distance team can physically be in the same space.

“Do something other than drinks,” Rengarajan says. “It isn’t bad, exactly, but it’s worth finding other ways to make the most of a person’s time in a physical space. Go for a walk. Eat a meal together in the office.”

If a meeting does involve a meal, Rengarajan suggests making it one that encourages meaningful conversation and connections. When she hosts remote teams in her own office, Rengarajan has done something she calls a “feast of favorites,” where she orders a selection of each person’s favorite food.

“I ask them, ‘What’s a food that makes you smile?’ or ‘What’s something that evokes your family history?’ It’s when you get into those specificity of preferences that you bring out the stories about someone and create connections,” Rengarajan says. “Relationships are formed through those little meaningful moments.”

Beyond relationship-building, long-distance teams also need to make sure the basics are covered: mainly that everyone is happy and getting their work done. For example, business travel tech company TripActions leverages multiple WeWork locations, where local teams can work together in person and maximize productivity. “We actually found that the people who were coming into an office were 46 percent more productive, in terms of hitting their quotas, than people working out of home offices,” says TripActions’ chief revenue officer, Rich Liu. “I’m a huge believer that when we can, we need to provide our employees that community.”

A time change is often one of the most difficult things to navigate. Teams on the East Coast often get antsy for the West Coast to respond in the morning, while West Coast teams can feel attacked by their inbox when they wake up to 100 messages. At Kombrewcha, Bredenkamp has tried to instill company values that keep these kinds of grudges to a minimum.

“The time difference is annoying, and we have to be cognizant of it. Naturally the New York team ends work a little later, and the West Coast team starts work a little earlier,” Bredenkamp says. “But we have an expectation of each other where we are honest about schedules, and we try to create a culture of respecting other people’s off-hours.”

But no matter how carefully you plan, grudges are sure to arise when people aren’t face-to-face. It’s hard to interpret tone on text, email, or Slack, or tell if an eye roll on a video conference is actually a twitch. And complaints can feel much heavier and more consequential over an email.

“I tell people they need to make sure they’re identifying the right emotion in their coworker,” Rengarajan says. “What could look like complaining could be someone just processing.”

Rengarajan recommends making sure that long-distance colleagues have plenty of neutralizing interactions—one where nothing is at stake professionally.

“You can reach out to a long-distance colleague and say, ‘Let’s just have a chat on video over lunch together,’” she says. It’s important to make sure to have unstructured time with your long-distance colleagues, she says, “with no agenda, to make sure you understand where they’re coming from when something is at stake.”

Top tips for managing long-distance work relationships

Create spaces for meaningful conversations about something other than work. Start long-distance book, current events, or podcast clubs that can meet via video chat or even Slack to get remote teams conversing on topics that have nothing to do with work. “We often feel like we always have to be connecting on a professional level,” Rengarajan says. “What we really need is a stimulus that evokes people’s personalities.”

Replicate in-person spontaneity online. When you’re working in an office with someone, you might ask them to grab a coffee or take a walk. Try to replicate that spontaneity with remote colleagues by seeing if someone is free and wants to have a social chat for 15 minutes.

Make the most of technology. It’s not enough to use video technology. Make sure the technology is positioned in such a way that everyone feels like they’re in the room. “We are quick to adopt new technology, but not as quick to accept what we have lost,” Rengarajan says. “What can be lost, if you’re not careful, is the full and vital participation of a team member.” Keep video meetings small and intimate so people really feel like they have a seat at the table.

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Management and Leadership
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Channeling a love of music festivals into an art career

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side is a series that features WeWork team members and how they spend their time when they’re not at work.

Soccer and art were Amy Petrikin’s “two main things” growing up. The former took the Tulsa, Oklahoma, native to college at the University of Oklahoma, where she spent three years playing on the women’s team. But going into her senior year, she realized something had to give when an art class she wanted to take conflicted with her practice schedule.

“I knew in my heart that art was what I wanted to pursue,” says Petrikin, 27, a community associate at WeWork 220 N Green St in Chicago. “That brought me to the decision to quit soccer.”

With her newfound free time, she started traveling around the country attending electronic music festivals like Sonic Bloom in Colorado and Infrasound Music Festival in Wisconsin. When Petrikin graduated in 2014, friends she’d made at Chicago’s Electric Daisy Carnival persuaded her to move to the Windy City, where she snagged a job working as a Starbucks barista.

In Chicago, Petrikin’s passion for art blossomed. She met like-minded people in the city’s art scene, and her flexible work schedule allowed her to continue traveling to the small, art-focused music festivals she loved. She started making enamel pins designed with event-specific details, like the location or date, and selling them to the many collectors in the festival community.

Petrikin started making enamel pins for music festivals—and collecting pins from other artists.

“People come up to me all the time like, ‘I’ve met you before, I bought pins from you online,’” says Petrikin. “It’s amazing to know people out there know about my art.”

She was making a name for herself, but living in Chicago and traveling to festivals all the time proved difficult on a barista’s salary. So, in 2016, Petrikin moved back to Tulsa, where she helped friends open a dual-concept coffeehouse and hot yoga studio, and continued making and promoting her art at dozens of events.

Eventually, Petrikin started doing live painting at the shows, displaying her work and setting up an easel to paint on-site while DJs performed. “People come up and we have great conversations and it’s just really meaningful,” she says. “My little slogan that I use for my art name, Divine Affinity, is about how when you see someone’s art, you don’t even have to have too much of a conversation to just connect with them on a higher level.”

Petrikin’s work caught the attention of several artists who perform at the shows she attended. In January 2018, she designed a logo for a musician known as The Widdler, and her work is featured on The Widdler’s official merchandise, including posters and sweatshirts. Her enamel pins are equally popular: In June 2018, Canadian electronic duo Zeds Dead asked her to design a pin for their show at Red Rocks Amphitheatre in Morrison, Colorado.

“Now I’ll go to shows and see people wearing my art,” she says. “It’s really cool.”

She continued to work at the coffeehouse-yoga studio, appreciating the flexibility that job gave her. But when her boyfriend, Jack Wibright, told Petrikin about WeWork, the new company he was working for, she was intrigued. Even moreso after he said he thought she’d really love working there, too.

“When you see someone’s art, you […] connect with them on a higher level,” says Petrikin.

“I think when you’re around people who are a fit to work for and around WeWork, it’s kind of natural to bring them in as well,” she says. So she did some research, and when a community associate position in Chicago opened up in October 2018, she applied—and accepted the role in December.

“WeWork excited me so much, and I just felt so much drive,” she says. “Every time I would visit Jack at his WeWork and see how everyone was working together, it was something I wanted to be a part of. It’s a place where I felt I could really bring what I love to do in my creativity to the table.”

A few months into her new position, Petrikin has found plenty of ways to stay creative, whether it’s designing the chalkboards in the lobby or working on graphic design.

The latter is a new medium for Petrikin—she’s teaching herself, with inspiration from WeWork’s in-house arts-and-graphics team. She’s designed event posters, stickers, and a varsity jacket. Her hope is that one of her designs will eventually be put on official WeWork swag.

“That’s my goal,” she says. “To contribute in some way to this company, whether it’s a painting on a wall, a flag, a hat pin, anything. My goal is to work with WeWork with my art.”

If you’re interested in learning more about Petrikin’s art and travels, follow her on Instagram @divineaffinity.

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Arianna Huffington leaves the office before finishing her to-do’s

These Atlanta founders are creating opportunities and connection for women in business

Our series What Do People Do All Day? takes a look at the work life, lunch habits, and downtime of people across different industries.

Given all that Arianna Huffington has accomplished, you might assume she’s the sort of person who can’t put her phone down. Perhaps that was true at some point in her storied career, which includes launching The Huffington Post and publishing 15 books, but these days it most certainly is not. In fact, she founded her latest venture, Thrive Global—which recently moved into a headquarters by WeWork space in New York City—because she’s prioritized work-life balance over the past decade, and she wants to help other people and companies rethink their habits too.

“After my collapse from sleep deprivation and exhaustion in 2007, I became more and more passionate about the connection between wellbeing and performance,” she writes on the site. “And as I went around the world speaking about my experience, I saw two things: First, that we’re facing a stress and burnout epidemic. And second, that people deeply want to change the way they work and live.” Here’s a sampling of how Huffington works and lives—and, spoiler alert, it does not include checking her phone before bed.

I start every morning… by very deliberately not picking up my phone. Instead I’ll take a few minutes to breathe deeply, be grateful, and set my intentions for the day. Then I’ll do 20 to 30 minutes of meditation and 30 minutes on my stationary bike. A few times a week, I’ll also do yoga. Then I’ll shower, get dressed, and begin working from home to get some focused work done before I get into the office. An hour or two later, depending on my meeting schedule, I’ll make my way into the Thrive Global office.

Photographs courtesy of iStock.

I first check email… after I meditate, while I’m on my bike. Emails—and, more often, texts—from my daughters always get top priority.

My commute is… thankfully only one block, which doesn’t provide enough time to be distracted by even the possibility of multitasking. Though it is long enough to hear the New York City soundtrack of sirens and honking cars!

The first thing I do when I sit down to work is… go immediately into meetings. I also handle whatever was left undone the night before. I’m a big believer in the benefit of ruthless prioritization and structuring your day so you can take care of what absolutely has to be done, and then declare an end to it and be OK with incompletions for what can wait.

My ritual for getting started: Bulletproof Coffee.

The things most likely to break my focus: Text and email, the universal focus-breakers. I deliberately turn off all notifications from news outlets, Twitter, Facebook, etc.

Last time I daydreamed in a meeting: I try to save my daydreaming for downtime, which keeps it out of meetings. I can’t remember my last specific daydream, but it probably involved my daughter’s impending wedding.

I eat lunch at work… around a table in my office (I don’t have a desk). I often have meals there with our internal team or guests.

The last time I check email at night: It varies, but shutting off screens—and escorting my devices out of my bedroom at least half an hour before I turn off the lights—is a big part of my bedtime ritual, and I always try to be asleep by midnight at the latest.

The last work thing I do before bed is… send any really important emails that have to be handled that night. And I always read a real, physical book before I go to sleep, but it has to be non-work-related.

The site I’m most likely to waste time on: The Onion. Still great.

My preferred email sign-off: Warmly, Arianna. Or, with people I’m close to, no sign-off. Or, with people I’m really, really close to: xoxo.

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Finding her inner circle at WeWork

These Atlanta founders are creating opportunities and connection for women in business

Photographs by Connor Reidy

WeWork’s community team members are the soul of the We community. Heart of We highlights how their hard work and passion improves the daily lives of WeWork members across the globe.

Bernadette Connelly met her boyfriend at WeWork. She has lived with four roommates, all of whom are employed by WeWork. Nearly all of her friends work at WeWork, says Connelly, a community lead at London’s WeWork 21 Soho Square, who joined the company after being referred by the daughter of her mom’s best friend’s. “Almost everyone in my life is a WeWork person!” says Connelly, laughing. “And those who aren’t, I’m trying to get them hired.”

There are many things Connelly, 23, loves about WeWork, one of which is the values she and her colleagues share. Another is that she deeply appreciates the diversity of those colleagues; her WeWork community includes many different heritages, including Vietnamese, Chinese, South African, Pakistani, Italian, and French.

“Growing up where I did in Essex, everyone was the same race as me and had the same accent as me,” says Connelly. “At WeWork, differences are celebrated,” she says, adding that this has led to a lot of good food, too.

This combination of difference and unity is what makes WeWork so special to Connelly. She pointed to how WeWork’s core values of community and authenticity are key. “Roles and responsibilities can be learned,” she says, “but values are deeper parts of each of us.”


“WeWork brought anyone that I ever needed in my life to me and put them in my pocket,” says Connelly (center).

Part of what attracted Connelly to her boyfriend, Yet Lau, were those shared values. Lau is a technology services lead whom Connelly met during an office Wi-Fi outage when Lau was deployed to help. “We all came together, running around like crazy to help Yet solve the problem,” says Connelly. She couldn’t help but notice how diligent and responsible Lau was when it came to his job, noting his tenacity and how much he cared about getting things right. “Those qualities really attracted me to him as a person.”

At home with her roommates, too, shared values have gone a long way. “I always found it hard to find my tribe, my chosen family,” she says. “WeWork brought anyone that I ever needed in my life to me and put them in my pocket.”

WeWork spoke to Connelly about what she does in her downtime, her ideal dinner guest, and the one WeWork member who has had the most impact on her.

Downtime pursuits: “I’m vegan and celiac, so eating for me is pretty tricky,” says Connelly, who loves cooking as well as discovering restaurants that serve food she can actually eat. The best thing she cooks? “I make a cheesy carbonara made of cauliflower and nuts.”

Member who has had the most impact on her: Didi Kan, a therapist and former member at WeWork Aviation House, showed Connelly how to find balance. Whenever Kan noticed Connelly working late, he’d remind her how important it is to find time for herself. “Though he could have used his time to take paying clients, he would offer to sit down and have a session with me,” says Connelly. “His stance was, the more you’re looking after yourself, the better you’ll be at what you do.”  

Who she’d most like to have dinner with: Jen Berrent, co-president and chief legal officer of WeWork. “She gave such an inspiring speech at our Global Summit in 2018,” says Connelly, remembering that Berrent spoke about inclusivity and how WeWork welcomes everyone. That messaging resonated with Connelly, who was raised in an accepting environment and knows the value of inclusion.

“I grew up in a family that was open and accepting of anything I was, or wanted to be,” Connelly recalls. She adds that before WeWork, she had never worked in a place that fostered this same kind of openness, and it makes her proud to be a part of the company.  

Her favorite place in the world: London. Connelly is grateful that she’s had the opportunity to visit a number of countries, but there’s no place like home—especially because London is home to everyone she loves. “Also, vegan food is easy to come by in London—less so elsewhere!” she says.

Core values: Togetherness. “I’m passionate about people!” she says. Although she’d worked at companies where the people were pleasant, she hadn’t experienced the kind of team effort she’s found at WeWork. “Everyone is supportive and on board,” she says. “Gratitude is my second favorite value because I’m so grateful to be here.”

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The adventures of a WeWork world traveler

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

Ugo Mbawuike has seen a lot. In fact, he’s seen every continent (except Antarctica), and almost all of them because of his job as a WeWork employee.

“Hopefully next will be Johannesburg,” says Mbawuike, referring to a WeWork location scheduled to open in South Africa this fall.

Mbawuike, 37, is a community manager at WeWork’s San Francisco headquarters, but you might have run into him in WeWork buildings in Los Angeles, Boston, Miami, London, São Paulo, New York City, Seoul, or Sydney. In the course of his four years with the company, he has worked at or spent time in all of these locations.

“I was in Miami on holiday and I was like, let me work for a day!” says Mbawuike, who clearly loves his job. And while he has observed first-hand that every WeWork building has things like coffee or phone booths in common, he notes that there is something unique about each of the more than 400 locations.

“When I walked into Miami, I saw palm trees on the wall—and there, in the middle of the common area were two Soul Cyclists… cycling!” he recalls, laughing. “It was so Miami Beach!”

In Seoul, during a one-week exchange at WeWork Euljiro, Mbawuike discovered that in an otherwise unfamiliar city, the amenities and common areas of the WeWork space were comfortingly the same. Still, he found a few unique aspects in every corner of the building.

“One huge conference room was devoted to games, including an indoor golf course,” he recalls. Mbawuike jumped right into South Korean life, playing golf on breaks and eating live octopus and squid when general manager Matthew Shampine took the team out for dinner. “It was amazing and exhilarating,” says Mbawuike, who felt like part of the team, even if just for a week. “How could I not?”

“You don’t want to go to Australia and feel like you’re in Boston or New York City,” says WeWork community manager Ugo Mbawuike. “But when you need to do something for work, you want it to be dependable and predictable.”

Seoul was an adventure, but Mbawuike says in Brazil he found the place he was born to be. The WeWork buildings he visited there had elaborate patios on their roofs, and he loved the feeling of community these bright, open spaces invited. “Brazilians like to have fun, to gather,” he says. “I went during carnival, and I loved this feeling of togetherness, this need to celebrate.”

Throughout his travels, Mbawuike appreciates that at WeWork, the company culture and local culture are perfectly woven together to create a unique, inviting space. “You don’t want to go to Australia and feel like you’re in Boston or New York City,” he says. “But when you need to do something for work, you want it to be dependable and predictable.”

We spoke to Mbawuike about the WeWork members (from anywhere on Earth) who changed his life, the people he admires, and more.

Members who influenced him most: “I come from an investment-banking background and I used to wear suits to work every day,” says Mbawuike. Though WeWork has no dress code, he stuck with the shirt-and-tie look for years—until he spent time managing a building in Los Angeles. There he met members James Costa, Chanita Fondacaro, and Adriana Beltran, who run the fashion line Nifty Genius.

Mbawuike told them he needed a new look. “Essentially, they redesigned who I am,” he says. His six gray-blue slacks have been replaced with jeans that fit perfectly, and the dozen white button-downs have been swapped for fun patterns that he wears under Nifty Genius slim-fit blazers.

“Now almost every day someone says to me, ‘I like your style,’” says Mbawuike. “The Ugo of four years ago would not have gotten those compliments!”

Core values: All six WeWork values––inspired, entrepreneurial, authentic, tenacious, grateful, together––speak to Mbawuike. “I made an acronym for them, to keep them all in mind,” he explains. If he had to pick one, it would be authenticity. “WeWork doesn’t mind that I’m a little boisterous—I’m very loud and have a contagious laugh,” he notes.

Favorite place in the world: Brazil, he says. “All of it, not even one specific place. I want to go to every city!” Mbawuike, who was enchanted by the weekly outdoor celebrations called blocos that are held during carnival, also appreciates that families and coworkers take time to enjoy meals together year-round.

Downtime activity: “After a long day of problem-solving and dealing with 1,000 people, the thing I want to do is release myself by going to the gym,” Mbawuike says. He finds that yoga is a good counterbalance to the pressures of the day.

Dream dinner guest: Oprah Winfrey. “I’ve always admired that Oprah did what she loved, which is a) our tagline, and b) of note because she became so successful she made an empire out of it,” says Mbawuike. He admires Oprah for knowing her superpower. “I think sometimes people are afraid to dig into their superpower; they do a normal 9-to-5 because it’s safe,” says Mbawuike. “But Oprah dug in. I want that to rub off on me.”

Photographs by The We Company

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Employee Spotlight

Growing a community through gardening

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side features WeWork team members and how they spend their time when they’re not at work.

Marga Snyder likes to get her hands dirty. Most weekends, you can find her working the land at La Plaza Cultural de Armando Perez Community Garden on Manhattan’s Lower East Side. In her 20-plus years as a member of the garden she’s touched nearly every corner of the green space, from restoring polluted soil after Hurricane Sandy flooded the garden to helping plant a fruit and nut orchard after a beloved weeping willow tree fell down. Currently, she’s training to be a beekeeper.

“I’ll spend every moment of the weekend out there,” says Snyder, 56, a community associate for WeWork in New York City. “I’ll come back to work on Monday feeling sore, but it’s fun. I’ve met all my best friends from the garden. It’s so happy. I feel like I’ve accomplished something, I’m outside, I get dirty, I get exercise.”

She joined the garden on East 9th and Avenue C in the ’90s as a way to give her then-toddler son access to a “backyard.” At the time she worked in hospitality as a hotel concierge. So she put her people skills to use, volunteering as the garden’s membership coordinator.

“Being a beekeeper now, it’s just amazing how bees operate in relation to the rest of the world, working together as a whole,” says WeWork community associate Marga Snyder. “That’s what WeWork is about; it’s always about community and bringing people together.”

Then she met Ross, who oversees the garden’s design. The two became fast friends—“besties,” Snyder says—and through working with him she slowly moved over to the landscaping side of things.

“Between us and other collaborative people, the garden became this huge thing,” she says of the space that now takes up half a city block. “It kept growing, and more opportunities would fall into our lap about landscape design and doing good things for food justice and teaching workshops. It’s just amazing.”

In addition to the pretty (and edible) scenery on display at La Plaza Cultural, the garden also serves as an event space for the community. Its amphitheater has hosted performances ranging from Shakespeare to Arthur Miller. Members lead workshops on topics like bike repair and edible weeds. Snyder once did a cooking lesson, teaching attendees how to grill rosemary flatbreads using herbs from the garden. There’s also yoga and seasonal events, like the Spring-Summer Awakening party planned for June.

“Our whole thing is staying open for the public as much as possible,” says Snyder. “Generally, we want to empower people to grow their own food and teach them the history of the space.”

What started out as a hobby led to a new career for Snyder. When the recession hit in 2009, Snyder was laid off from her hotel job. To make ends meet, she started working with a friend doing rooftop gardening for some art galleries and residential buildings. She also launched her own “sustainable concierge” business, putting together itineraries for clients with eco-friendly options like green car transportation and restaurants serving locally sourced food. To further her know-how, she studied and became certified in permaculture, a type of urban farming.

“I’ve met all my best friends from the garden. It’s so happy. I feel like I’ve accomplished something, I’m outside, I get dirty, I get exercise,” says Snyder.

In 2010, Snyder joined a group called Business Networking International, where she met WeWork co-founder and CEO Adam Neumann, who was just starting to hire. A few months later, Snyder started as a community associate at WeWork.

“Community is something I really associate with because I’m a community gardener,” she says. “Being a beekeeper now, it’s just amazing how bees operate in relation to the rest of the world, working together as a whole. That’s what WeWork is about; it’s always about community and bring people together.”

In her early days at WeWork, Snyder appreciated that her new boss took an interest in his employee’s passions and hobbies. She recalls Neumann asking staff to share their interests and passions outside of work, and then suggesting ways they might be able to incorporate them into their jobs. Given Snyder’s experience in gardening and permaculture, she was asked to select the interior plants for the first three WeWork buildings. Today, as a community associate at WeWork 85 Broad St, she still works with plants from time to time.

“I arrange member gifts—we call it Surprise and Delight,” she explains. “And sometimes I will buy little cacti in these cute ceramic planters and give them out. But I do have to make sure that the member has a window in their office. I don’t want to give them a plant that’s not going to do well—that’s not a nice gift!”

It’s a special thing when the work you do and the hobbies you’re passionate about align. Snyder is thrilled that WeWork helps facilitate that for her.

“I love where WeWork started from, and where it’s going,” says Snyder. “‘Better together’ was one of our slogans at one point, and I’ve always loved that. I’m a people person and a team player, that’s just my thing.”

Photographs by Michael George

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Employee Spotlight

The WeWork public affairs manager honoring her heritage through ethically made goods

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side is a series that features WeWork team members and how they spend their time when they’re not at work.

For their first in-person meeting, the three founders of MAAARI, an accessories and home-goods maker of sustainable, ethical Filipino-inspired products, traveled to the Philippines in 2016. The women—Samantha Roxas, Jeanette Sawyer, and Ivy Ocampo, all Filipino-American and former high school classmates—had built their company by phone and text over a year and were finally meeting to drive the business forward.

The co-founders made a powerful trio from the start: Roxas, who had 10 years working in politics and public policy focusing on issues like environmental and sustainability policies, equality, poverty, and workforce development, works on the impact side, researching and sourcing ethical and sustainable materials for MAAARI’s products. Sawyer makes the jewelry and designs the products, while Ocampo serves as creative director and brand strategist.

“We’ve always led from both a need for more sustainable and thoughtful products, but also uplifting Filipino art and culture,” Roxas says. “We didn’t see it anywhere in mainstream America, and we felt like we had a responsibility to do that.”

During that trip, the partners took a three-hour flight, a five-hour drive, and an hour-long hike to meet with the Daraghuyan Bukidnon tribe, an indigenous community in Mindanao that makes abaca weaves the women planned to use for their textiles. A community partner, ANTHILL Fabrics, helped organize the meeting, during which the tribe performed a ritual ceremony, prepared a meal for the visitors, and agreed to a partnership. Roxas and her co-founders even managed to request that the weavers use a specific apricot color they wanted for some of their pillowcases and buckets, a significant departure from the primary colors the tribe traditionally uses.

“We’ve always led from both a need for more sustainable and thoughtful products, but also uplifting Filipino art and culture,” says Samantha Roxas, a public affairs manager at WeWork and the co-founder of MAAARI.

“We made that in-person connection to explain what we were trying to achieve,” says Roxas. “So that’s the story behind a pillow. And that’s just the story behind one of the products we make.”

To Roxas, these stories are the connecting thread through what she calls the “trifecta of impact”: public policy, industry, and popular culture. “True social and environmental change can only happen when all three are in harmony and in sync,” she says.

That’s why working at a company like WeWork appealed to Roxas. By chance, the WeWork public-affairs team reached out to invite her then-boss, San Francisco Mayor London Breed, to the United States Conference of Mayors, and Roxas got a chance to know the company better.

“I realized that WeWork is super-mission-driven,” Roxas explains. “They want to help bring people together. They’re obsessed with real-life connections and inspired design. It was somewhere I wanted to be.”

Roxas joined the public-affairs team responsible for Northern California in June 2018. She handles press and communications, and is involved in many of WeWork’s social-impact and community- and government-relations projects. A big part of her job is partnering with leaders and community organizations on ways to use WeWork space for the community.

“You look at WeWork barebones, it’s office space,” she says. “But I see it as a place where we bring people together, where we’re creating civic interactions and public discourse around the public-policy issues of the day.”

That value- and design-focused mentality is something Roxas continues to embrace at MAAARI. She works with about a dozen community partners to ensure MAAARI pays their sources a fair price.

“In the Philippines, there’s a massive exploitation of indigenous art and culture,” says Roxas. “It could take them three months to make this weave and they’ll get a total of $6. That’s not OK. That’s not ethical or sustainable for us.”

Roxas uses what she calls the “trifecta of impact”—public policy, industry, and popular culture—to make true social and environmental change.

Their conscientious approach has paid off. To date, MAAARI has established partnerships with dozens of groups, including a family-owned sustainable tree farm that makes its wood planters and bowls, and a T’boli tribe, which melts down old church bells to make many of the brass products and jewelry available on the website.

“WeWork and MAAARI definitely inspire one another,” she says. “The way we measure and conduct impact in my job at WeWork informs how we’re going to start measuring impact at MAAARI. Because, being at WeWork, it’s clear having data to back up why you do what you do is really the only power you have.”

Plus, she adds, her co-workers are a great customer base. “They’re mission-driven; they love our aesthetic,” she says. “As a WeWork employee, you’re more inclined to care about design and how things are made.”

Photographs courtesy of Samantha Roxas

Category
Employee Spotlight

Eight ways to reduce your environmental footprint

These Atlanta founders are creating opportunities and connection for women in business

Even the most diehard sustainability guru couldn’t help but watch, shocked and heartbroken, at the baby flamingo’s unsuccessful trek across the salt flats in Netflix’s Our Planet, the latest docuseries exploring nature’s wonders—and the impact of humankind.

“Climate change and global warming are the ultimate ‘side-effects’ of irresponsible and unsustainable practices,” says Shirannie Diaz, an operations coordinator for WeWork in Singapore. “The only way we can save the planet is through disruptive actions that reverse these effects.”

You can keep procrastinating setting up a way to compost in your tiny studio apartment, but as Diaz puts it, “Why do tomorrow what you can do today?”

Our Earth Day challenge: Add one more Earth-friendly practice to your life. Get inspired by these ideas from The We Company employees.

1. Share your stuff

Being a conscious consumer is an integral part of living sustainably, explains Rebecca McPhail, who supports the financial-technology team at WeWork’s Chelsea HQ. And retail companies are making it easier to find sustainable fashion, upcycled furniture, and other eco-friendly products. “Support companies like Rent the Runway that are conscious about the way they produce and rent clothes,” McPhail says.

Maria Ingaglio, a member of WeWork’s strategic-events team, also at HQ, finds unique and trendy pieces by shopping at a thrift store. Her one wardrobe rule: “Always avoid fast-fashion,” she says, noting that it’s terrible for the environment, and often compromises workers’ rights.

Diaz has another simple rule: one in, five out. “For every one piece of clothing I buy, I donate five items,” she says.

Merrill Wing, a building-services manager at WeWork in Los Angeles, recently moved into a new apartment and furnished it with vintage finds. “These pieces are trendy, and I’m doing a good thing for the planet,” he says.

2. Recycle the right way

Reality check: One unrinsed soup container can render an entire bag of plastic and paper unrecyclable. “If you don’t recycle an item correctly, you might as well throw it in the trash,” Wing says. So be sure that you’re not throwing any food waste in the recycling bin.

3. Do your research

The more you know, the more you’ll care. “Listen to podcasts, seek out resources, be aware, and be conscious,” says McPhail. Some of her favorites are The Minimalists, Conscious Chatter, and Good + Social.

Ingaglio, who builds out sustainability strategies for large-scale WeWork events like Creator Awards and Global Summit, says her passion for the issue grew as she started learning more about it. “I’ve always been a tree-hugger,” Ingaglio says, “but now I can’t ignore it or turn a blind eye. It’s present in each decision I make.”

Growing up, Wing’s father managed landfills, and that experience kept waste concerns top of mind his entire life. “The trash you produce doesn’t go away, and these landfills keep growing,” he says.

4. Save a few bucks

Eco-friendly living can help preserve the planet and your budget. Jenné Blackburn, a community lead at WeWork 3200 Park Center Dr, is always the first to recommend carpooling. “If we can carpool or share an Uber, we save money and keep our ecological footprint in check,” she says.

Wing, who had a hand in replacing the plastic cups in WeWork buildings in the U.S., recommends buying unbreakable stainless steel cups for your home. “Rather than spending $10 on disposable plastic cups every month,” Wing explains, “buy stainless steel cups once and within six months, you’ll have saved $50.”

We all know that drinking from a reusable water bottle eliminates the need to buy single-use plastic water bottles. But some of us get obsessed with one, then ditch it for another, then fall in love with yet another… “Buying those items contributes to more generated waste,” Diaz says. “Even if the products aren’t single-use, they’re still plastic.”

With that in mind, Diaz carries a reusable bag in her backpack for last-minute errands. Not only is she keeping fewer paper or plastic shopping bags out of circulation, but she also saves a few cents every time, because many supermarkets charge you for the bags you use—and others pay you for bringing your own.

5. Learn how to compost

Composting doesn’t have to be intimidating. “You don’t even have to do it yourself,” Ingaglio says. “In many places, you can drop your compost off at local community gardens and farmer’s markets.” She found hyperlocal composting opportunities by walking around her neighborhood, but sites like GrowNYC in New York and Zero Waste in Chicago also list dropoff locations.

6. Nail the follow-through

Saving water is a key component of an eco-friendly lifestyle: An average shower uses 5 gallons of water per minute. “Set a timer for your shower to make sure you’re not using too much water,” Blackburn says. She limits her shower to five minutes and recommends reading to provide more ways to limit your water usage.

Blackburn also tries to save power, so she avoids charging her phone overnight and keeps a reminder next to the front door to turn off all of the lights on her way out. Diaz shuts off the power supply to her TV and WiFi before going to work during the day and to sleep at night. “Make sure all of your power strips are turned off,” she says. “Those little things pile up in terms of energy consumption.”

7. Make it a get-together

A beach cleanup with your friends (like the cleanup WeWork employees organized in Los Angeles) will always be more enjoyable than a beach cleanup on your own. “Create meaningful experiences to get others involved,” says Blackburn. “Get everyone excited to be part of something change-worthy.”

These experiences don’t have to involve garbage or advance planning. When she can, Blackburn tries to meet friends at a restaurant rather than at someone’s place for takeout. It’s more enjoyable and mindful, and eliminates the need for styrofoam containers and single-use utensils.

8. Set an example

Discussing environmental impact has a dual purpose, says McPhail. It can help you hold yourself accountable and spread information to those around you. “My actions can trickle down and impact others to do small things to help make the world a better place,” she says.

“Once you become a leader in this space, you can teach others best practices,” adds Blackburn. “And the impact will reverberate throughout the world.”

Category
Creativity and Culture

The power of pushing through a problem

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

The photographer zoomed in on two people talking at a conference table and clicked the shutter. The picture, blurry, showed figures deep in conversation, one gesturing with a pencil in hand.

This was no stealth photo taken by the paparazzi; the photographer was community manager Jess Murphy, 32, recording the precise moment two members she introduced embarked on their working relationship.

Murphy says it all began one “Member Focus Friday,” when she was wearing a shirt branded with a member’s company logo. It’s something the six employees at WeWork 310 Edwards St in Brisbane, Australia, do once a month—but member Justin Falk of TalentVine hadn’t noticed before. He walked up to her and asked, “Hey, what’s with the shirt?”

Murphy explained that the staff occasionally did this kind of member promotion, and that they could do it for his company, too, if he brought them some shirts. Then she told him a bit about recruiting firm McArthur, the company featured that week.

As she talked about McArthur’s business, Falk interrupted her. “He asked me if I was joking,” Murphy recalls. It turns out Falk had been on the phone all morning, looking for exactly the kind of talent services McArthur offers. “Donna Beasley, an executive at McArthur, had access to just the people he needed, for the specific roles he was looking for,” says Murphy.

“Our HQ is an eight-hour drive away [in Sydney], so we always get behind each other—whether it is a business goal or a personal goal,” community manager Jess Murphy (left) says of her team.

She introduced the two, and later that day she spotted them meeting in a conference room. “I took a picture, of course!” she says.

Georgia Foley, the director of community in Sydney, loved stories of connection among members, so Murphy sent her the photo. “Last I heard,” she says, “one position has already been filled!”

We spoke to Murphy about her values, her work, and her passion for her fridge.

Core values: “Everyone says the same thing about me—that I’m tenacious,” says Murphy. A recent episode with the refrigerator of her dreams proves it. “I had been saving up for years, and when the fridge arrived at my house, the delivery men couldn’t fit it in the front door,” she says. At a loss, the men suggested she install the appliance in the garage, using an extension cord. “I was like, that’s not happening!” Murphy had them leave the fridge outside the house. Later, she got to work. “I fashioned a ramp, put a mattress at the bottom of the stairs, taped handles onto the fridge, and made my roommate help me lower it down the stairs.” All of this, she adds, in the rain. But they got the fridge in.

Member who has affected her most: Sam Hardy, of Trust Codes, shares Murphy’s love of food and cooking. “We often cook for each other and bring in lunches to share,” says Murphy, noting that Hardy recently brought in a pie he made from scratch. “There’s something about sitting down and sharing a meal with someone, taking that time out of a crazy day.” Murphy finds the office ritual especially helpful on stressful days. “Sam makes me stop, share some food, and talk about something removed from my day-to-day, and that helps me relax.”

Favorite place: Noosa, in Queensland. “If you Google it, you’ll see why,” says Murphy. There is a small beach, good food, and many artisans.

On her team at WeWork: Murphy says she has never felt so supported by her management and her team. “Our HQ is an eight-hour drive away [in Sydney], so we always get behind each other—whether it is a business goal or a personal goal,” she says.

Recently, community associate Josh Edelman participated in his first powerlifting competition. “We can’t be there to cheer him on in person, but the six employees at our building have a group chat,” Murphy says. “During breaks in his competition, we chatted with Josh about where he was in the heat as a way to encourage him.”

Edelman, whom Murphy says is not a large person, ended up deadlifting 180 kilograms (397 pounds). She attributes this feat, among others, to the power of community.

Photographs courtesy of Jess Murphy

Category
Employee Spotlight

He uses ‘cutting edge’ technology by day at WeWork—and by night in the art world

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side is a series that features WeWork team members and how they spend their time when they’re not at work.

It was a chance encounter on a golf course that led David Banyard to the art world, though he’s always been creatively inclined. Growing up on the East Coast, Banyard dreamed of being an animator. But after living behind a Frank Lloyd Wright house in Chicago as a teen, he decided to pursue a career in architecture instead.

“I just fell in love,” recalls Banyard, 42, now a senior manager of construction technology in WeWork’s San Francisco HQ. “Like, ‘This is cool. Who gets to do this?’ I learned what architecture was, what an architect does, and it really excited me to make that my career.”

After graduating from Tuskegee University in Alabama, he worked at an architecture firm in Atlanta before moving to San Francisco in 2001. Eventually, he started consulting for construction and architecture firms. In his spare time, he took up a hobby: golf.

Banyard was hitting the links in 2012 when he struck up a conversation with sculptural artist Branly Cadet, who happened to be golfing nearby. When Cadet learned that Banyard was a trained architect, he asked him to collaborate on a commission: a 7-foot-long bronze statue of a bulldog for the Dwight-Englewood School in Englewood, New Jersey.

On that first project, Cadet focused on designing the sculpture, while Banyard was in charge of building the base. When that went well, Cadet asked Banyard to create a version of the bulldog that could be 3D printed and turned into keychains the school could sell.

“I’ve specialized in 3D printing for almost 20 years, and I love using the cutting edge of technology,” Banyard says. “It’s kind of exciting that something we designed is now in people’s houses.”

“There’s a lot of information you can get as long as you reach out and ask questions when you are interested in something,” says David Banyard, a senior manager of construction technology at WeWork.

His love for technology led Banyard to WeWork in July 2018. He first approached David Fano, WeWork’s chief growth officer, years earlier about a job at CASE, the building information and technology consultancy Fano co-founded in 2008. That didn’t work out, and Fano joined WeWork in 2015 after selling CASE.

When Fano reached back out, Banyard was managing the construction of the new Golden State Warriors arena. He enjoyed his work, but the idea of helping establish the infrastructure for WeWork construction to expand throughout the West Coast and bringing all of the company’s projects in-house was too good to pass up.

“We’re trying to create a group that can handle all construction across the western region because we know how to build our product the best,” says Banyard.

In his role, Banyard interacts with different departments across the company to make sure WeWork teams have the technology they need to work out in the field. What he learns from these interactions doesn’t just benefit his WeWork construction projects—it also helps inform the side projects he continues to do with Cadet.

“There’s a lot of information you can get as long as you reach out and ask questions when you are interested in something,” Banyard says. “For example, I’ll go over to arts and graphics and ask them how they design these neons and how they work with the electricians to make sure it works on the wall.”

Since their first commission, Banyard and Cadet have partnered on six projects across the country, most highlighting historical figures, and they’ve worked out a system. When Cadet finds a commission he wants to go after, he’ll reach out to Banyard to see if he has the bandwidth to partner up. Then the two research the subject and come up with their respective designs: Cadet for the sculpture, Banyard for ancillary objects like the base the sculpture will go on, other elements that may have information about the subject, ground patterns, lighting, and even landscaping.

“I fell in love with the work after that [first] project,” Banyard says. “We started going for commissions that were higher-profile and not easy to get, and it was fun to be on that hunt.”

Before Cadet submits their final design, he and Banyard take time to editorialize each other’s ideas. It’s another way that Banyard’s experiences at WeWork have carried over; since his construction projects often involve many people, he’s become skilled at navigating different ideas and opinions to reach a plan that everyone can be happy with.

“Sometimes it can be a little biting to hear that the artist doesn’t like what you’re doing,” Banyard says, referring to Cadet. “But you just have to work through it. Because you’ll come to a really good idea together.”

To date, Banyard’s favorite collaborations with Cadet are a sculpture of baseball legend Jackie Robinson that stands just outside the main entrance to Dodgers Stadium in Los Angeles, and a 10-foot tall sculpture of Octavius V. Catto, the Civil War-era activist and educator, in Philadelphia.

“When you get to see something that you created and go back to it, that’s the biggest thing for me,” he says. “Seeing a product that I helped make happen that people are enjoying, that makes them say, ‘Oh, this is cool.’”

Banyard doesn’t regret forgoing a career as an animator but says it was a happy surprise to get back into art in his 30s. Because of that, he encourages his colleagues to keep trying new things and pursuing whatever it is that sparks their interest. After all, it was his love of golf that led him back to his dream of making art.

“Even if you’re not doing what you expected to be doing from the beginning, keep trying at it,” he says. “Eventually you might have some doors open for you.”

Photography by Ulysses Ortega

Category
Employee Spotlight

How improv helps WeWork members in Bengaluru connect offline

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

The first time Aman Saini’s mother came to see her son act in a play, she walked out of the theater after 30 minutes.

“I don’t blame her,” says Saini, 24, laughing. “The play was four hours long—the story of David and Goliath.”

Saini has been acting since the fifth grade; the David and Goliath play was just a few years ago. His mother had always wanted him to study commerce or science, but he preferred the theater, eventually choosing it as his major in college. What she could not have foreseen was that Saini’s interest in acting would prove useful in his career at WeWork.

“A couple of months into my first role at WeWork, at the Embassy GolfLinks building in Bangalore, I noticed that everyone around me was so involved in the virtual world they forgot to experience the real world at times,” says Saini, now the community lead at WeWork Salarpuria Symbiosis in Bengaluru, India.

Saini realized that the skills he had learned in improv classes might help members do things that might come more naturally without the barrier of technology. Hoping to help others get back to “feeling things,” he invited WeWork members across the city to different theater-based workshops.

At one workshop, Saini introduced the “Fear in a Hat” exercise: He asked attendees to write down their worst fear on a piece of paper, then put it into a hat. One by one, each person then took a paper out of the hat and read the fear aloud. Saini encouraged the other members to offer ideas for how to overcome that fear.

At first, the sharing among the group was done anonymously, using paper. But then, to Saini’s surprise, people began to share their fears more openly. “People started opening up a lot,” he says. “I almost felt like a shrink!”

Seeing how the workshop helped members to pause and look within, Saini now regularly hosts these type of events for WeWork members. “This kind of interaction really bonds people,” he says. “Theater helps you experience others’ truths and your own.”

Though Saini’s mother passed away a few years ago, he is certain she would be proud to see that her son’s interest in theater does so much good in the workplace, too.

We spoke with Saini about his acting, future plans, and more.

Favorite role in a play: “David, from The Anointing,” says Saini. The play, based on the story of David and Goliath, was personal for Saini. “At the time I was rehearsing that play, the Goliath in my life was my mother’s cancer. I spent the last 15 days of her life with her in the hospital.”

Superpower: Saini says that he has incredible powers of observation. “I read characters so much in scripts that when I walk into a room I try to read the characters there, too,” he says. He thinks this ability makes him especially approachable. “If there are a couple of people standing around, I’ve noticed that I’m usually the one people come to.”

Member who’s influenced him most: During the Fear in a Hat exercise, Saini was affected by one member’s emotional catharsis. “He had almost lost his wife and father in a car accident, and had become terrified of being in a car,” he recalls. “It got really intense as we went on,” but to Saini, it was clear that just having the space to let go and talk about it helped the man comes to terms with his fear.

Core values: Saini says that life has taught him, again and again, to be patient. “Right after university I was ready to pack my bags and go to Bombay to act, but things didn’t work out that way,” he says. Instead, after his mother’s death, he had to take care of his younger brother. “I learned how to look after a teenager. That’s good therapy for teaching patience.”

Future plans: Saini still plans to move to Bombay and make it in Bollywood. “Once I help my brother finish his schooling, I want to be a cinema actor,” he says. But even after he achieves this, he plans to carry on at WeWork, noting, “You always need something in the real world to inform your acting.”

Category
Employee Spotlight

Carving his own path from community manager to the Creator Awards

These Atlanta founders are creating opportunities and connection for women in business

Today’s job hunters are looking for more than just a new professional path—they want a role that will challenge them and accelerate their growth while giving them the opportunity to explore their interests. What job does all that? One with the WeWork community team. In this series, Best Job Ever, we’ll meet The We Company employees who were first hired as part of the community team and learn about why they loved the role, what it taught them, and how being in community launched the next steps in their career. 

It’s unfair to summarize a person in a single anecdote, but Matthew Sider’s approach to his college education is one of those irresistible nutshell stories that makes it pretty clear why he’s such a great fit for WeWork.

Originally on a marketing and psychology track at Messiah College in Pennsylvania, Matt decided one day to take a class in human development and family science. “Halfway through the class, I was like, ‘I don’t really understand any of this.’” Someone else in that position would have snuck out the back of the lecture hall and never looked back. Not Matt. “It was counterintuitive to everything that I was, so…I decided to major in it.”

The self-proclaimed “shy, analytical kid” found something that he understood would push him as a person as well as a student. “If I was going to spend all this money,” he says, “I wanted to learn something not reaffirm something.”

It was this acute self-awareness and willingness to accept a challenge that would bring Matt to WeWork. Well, that and Snapchat. “A friend of mine worked here and I remember seeing his Instagram stories and his Snapchat and I was just like, ‘What the hell do you do?’” One application, a month-and-a-half of driving back and forth from Pennsylvania to New York, and a few surprising interview questions later, Matt would have his answer.

As it turns out, Matt had been training for this opportunity his whole life. During the interview process he drew on skills honed from a childhood playing volleyball, marching in drumline, and doing improv.

“Volleyball is such a team sport,” he explains. “In basketball, you could inbound the ball, run up the court, and score yourself. In volleyball, you literally can’t do anything without a team. You have to have a team to put the ball over the net.” He also benefited from the strict regimentation of drumline (“You can’t mess around with it, and you don’t have a lot of say in it”).

During his WeWork interview, Matt was challenged on the spot when the general manager targeted a comment he’d made on his video application. “I’d said I was a good problem solver, so she made up a problem scenario and had me tackle it.”  

Matt had a ready answer, but then she threw him an improv-worthy curveball. “She asked me what kind of fish I would be,” he says, laughing. “I panicked and said an electric eel. I think I had seen a video about them earlier in the day.” When pressed as to why, Matt was quick on his feet. “I ended up saying that they have electricity coursing through them, they have such immense power, but they don’t always execute it. They know when to hold back.”

If there was a “moment” in the process, however, it was when Matt was asked to shadow members of the community team for a day. “Right afterward, I was just walking around Manhattan—no idea where I was going—and I called my dad and I was like, ‘This is it. This is what I want to do.’”

Matt started as a community lead at WeWork 33 Irving Pl in New York, throwing himself into the role while also looking forward to what might come next. He went from community lead to community manager—then took a turn away from the traditional next step of senior community manager. Matt sought a position where he could take on “big projects,” and when a colleague suggested that he’d be ideal for the operations lead for the Creator Awards—WeWork’s global competition for mission-driven entrepreneurs and nonprofits—he agreed.  

“I felt like a new employee when I started in that role,” Matt says. He found what he had been looking for: a position where each day brought a new challenge, where he’d be traveling around the world and managing live events featuring big-name judges and aspiring entrepreneurs pitching their dreams and competing for funding. “I’d say at around month three it clicked for me,” he said. Once again, his improv background was an asset: “I’m organizing live events now, and when there’s a problem you just have to act quickly.”

Matt’s ability to think on his feet, team-player attitude, and tendency to seek out challenges has set him up for a steady, if not entirely linear, path at WeWork. The advice he offers others is a variation of the Socratic idea “know thyself”—what he calls having the “cognitive dissonance and self-restraint” to know when you need to make a move and when you need to sit tight, absorb, and learn.

“I love my job, so for now I’ve learned to just ride the wave. But I do think that if you constantly push yourself to grow and learn, doors will open,” he says.

“You just have to have the faith and confidence to walk through them.”

Photographs by Katelyn Perry

Category
Employee Spotlight

Building a tight-knit community is this community manager’s superpower

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

When Steph Holm moved to New York from her small town in Kansas seven years ago, she knew only two people in her new city. Seven years later, rarely a day goes by in which she doesn’t run into an acquaintance in this city of millions.

“I can be almost anywhere,” says Holm, 29. “I run into people so often that I started keeping track each day: a friend on the subway yesterday, two people on the street the day before.”

This ability to turn a metropolis of 8 million into her own small town serves her well in her work as a community manager at WeWork 200 Broadway. Holm’s authentic nature and innate interest in people pairs beautifully with the needs of those around her.

Consider a recent event Holm helped organize: She booked a conference room for the STEM workshop that Manjari Kumar, a member who runs her own tech company, Best Class, was hosting for an organization that teaches girls in underserved communities.

“My biggest quest is to make the location so buzzing with positive energy that everyone wants to be here,” says community manager Steph Holm.

But her involvement didn’t stop there. When Kumar needed to find someone in STEM who would be open to chatting with the girls, Holm didn’t have to look far to find the perfect person: She suggested a member, Dani Kim, who sat right across from Kumar. A co-founder of Stairs Media, a UX-design company, Kim has a graduate degree in STEM and knows a wide network of women in the field.

Holm’s intuition and deep interest in those she works with helped her facilitate an introduction right when it was needed. Her WeWork “small-town” in the big city is truly a community.

WeWork spoke with Holm about her interests, future plans, and more.

Core values: “Authenticity.” At work, Holm tries to understand people on a deeper level. Of introducing Kim and Kumar, she says, “The fact that I had taken time to know my members made it possible for me to remember the details I did, and action it when the time was right.”

Favorite place in the world: “I just love my old college town of Lawrence, Kansas,” says Holm, who recently bought a Homesick Candle (candles that smell like a place) in the “Lawrence” scent. “It smells like sunflowers.”

The WeWork member who has had the greatest impact on her: Not long after a sobriety school called Tempest moved in from another location, Holm decided to stop drinking for a while, to see what it would be like. “After some thoughtful conversations with the members of the company, I came to realize how often it’s a given that people drink socially in the working world,” she says. “The question you’re always asked is ‘What are you drinking?’ not ‘Are you drinking?’ For Holm, not drinking has become a way of taking back her power. “I have more time on the weekends because I’m not hungover, I have more money because I’m not spending it on booze. I come to work on Monday morning ready to inspire and lead my team.”

Most distinctive ability: “I have an almost creepy good memory,” says Holm. “This helps with my job—I am like a human Rolodex.”

Next work challenge: Holm is looking at how her local WeWork community can activate and elevate the neighborhood in which it is located. “My biggest quest is to make the location so buzzing with positive energy that everyone wants to be here,” she says.

Photos by Katelyn Perry

Category
Employee Spotlight

A passion for the entrepreneurial life led this community manager to WeWork

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

Community manager Carol Piguin has always been comfortable around entrepreneurs—eager to help them reach their full potential. It’s something she learned from her dad.

“My father was really poor when he was born, and his family lived on a little farm in Sorocaba, but they didn’t own it. It was a precarious situation,” says Piguin, 28, who works at Sao Paulo’s WeWork Nações Unidas 12901 in Brazil. “He went into programming, learned it on his own, and went to work for IBM. He changed his life.”

This story inspired Piguin’s own career. “I realized how your environment can change a person’s life, and that’s how I began in startups,” says Piguin, who holds an MBA and was working at a startup that was about to become a WeWork member when she realized she wanted to work for the company directly. “I learned that WeWork wanted to [change people’s lives]—and I wanted to be part of that,” she says. After successful interviews in 2017, she joined the team.

Around WeWork, Piguin is known for mentoring both WeWork members and her fellow employees. As community manager, she also tries to change cultural perceptions around work and what she believes is a lack of confidence. “There’s a belief among people in Brazil that they aren’t good enough or aren’t going to make it,” she says. “That holds people down. I try to take this idea off them and open their minds.” By listening to their insecurities and offering advice, she tries to help them personally (which she says can then lead to professional growth).

Piguin also regularly schedules one-on-one conversations with others to help them succeed. She’s especially proud of BossaBox, a computer-programming company that started with just four people in December 2017. Fast forward to 2019 and it’s grown to a team of 10 people. This year, the company’s poised for even more growth.

“Every time I see someone who might need help, I feel like it is my duty to brighten their day,” says Piguin (second from right).

Piguin regularly grabs coffee with BossaBox’s founder, Giovani Salvador. They talk about success, problems the company’s facing, books, and more. “It’s a friendship, really,” she says. “It doesn’t seem like work.”

Those coffee dates led to a greater partnership for BossaBox. “We started to exchange contacts and members to reach out to,” says Piguin. “As a community, we always encourage members to search [and use] services within WeWork.” Eventually, Talita Passos, one of WeWork’s enterprise sales leads, conducted sales mentoring sessions with BossaBox to help it automate its processes.

“BossaBox closed deals with several members in different locations,” Piguin says. “Being in a position where I can help big companies engage better with startups and [help] startups engage better with big companies is such an opportunity. It’s a blessing, really.”

We asked Piguin to share her favorite hobbies outside WeWork, her core values, and more.

Main interests: Nature. “I have ADD, so nature really calms me and puts me in my center,” she says. “I like to garden.” She began gardening last year and has even made perfumes and soaps from the herbs she’s grown on the balcony of her apartment. She has also started a small succulent garden with her fellow WeWork employees.

Favorite place to visit: Bahia, which is about two hours away from São Paulo. “I love Bahia here in Brazil. Great weather, great nature. I go to the beaches, I eat a lot; I love the food there. I don’t know every beach there, but I love the nature of Bahia.”

Her communities: “I am a member of the LGBT community, and I am bisexual.” For Piguin, being authentic about her sexuality at work and the fact that she has a wife has been a powerful experience, especially since she felt the need to hide her real self in previous jobs. “I’m free to be who I am and just do my best work,” she says. Along with that community, Piguin says her wife is a huge fan of the Carnival community in Brazil, which sparked her own passion for the annual festival. “I love Carnival and everything that’s related,” she says.

Her core values: “I believe in equality and justice,” says Piguin. “I want to be treated fairly—and for others to have the same opportunities I have.” It’s not always easy for Piguin, who admits she’s “very shy” most of the time. But that quality doesn’t stop her. “Every time I see someone who might need help, I feel like it is my duty to brighten their day. I didn’t realize my full potential in the past, and I’ve learned that the only thing holding me back was myself,” she explains. “I don’t want anyone to fall into the same trap.”

This interview has been edited for grammar and length.

Category
Employee Spotlight

Ultimate frisbee gives a WeWork general manager a lesson in collaboration

These Atlanta founders are creating opportunities and connection for women in business

“All of my careers have been rooted in community,” says Gina Phillips, WeWork’s general manager for the Northwest. And while that may come as no surprise given WeWork’s values, Phillips has learned more about community and identity through ultimate frisbee—the passion she discovered as a teenager—than she ever imagined.

Today, Phillips oversees five of WeWork’s Northwest markets: Vancouver, Calgary, Seattle, Bellevue, and Portland. Her day-to-day workflow involves touring new real estate options, interviewing job candidates, and talking with the sales team about expansion into new markets, all while making sure the buildings are running smoothly, the members are happy, and the market is growing. In short, she ensures the community is thriving.

Phillips manages to find balance by thinking of her life as a Venn diagram. “I strive to address multiple needs at once by doing them together,” she says. For her, ultimate frisbee checks three boxes: exercising, spending quality time with friends, and satisfying her competitive spirit. She was introduced to ultimate frisbee the summer before she started college in Austin 15 years ago; since then, she’s competed in 14 ultimate frisbee championships—two world and 12 national championships.

Phillips, the daughter of a South Korean immigrant was a committed high school athlete in her hometown of Portland, Oregon. She rowed, played basketball, and competed in track-and-field, and always had a preference for team sports. But these environments were cutthroat, she remembers. “You were supposed to hate the other teams and throw elbows whenever you could,” she says.

So when she started playing ultimate frisbee, the differences between her newest sport and her previous athletic history were clear.

“There is a huge emphasis on sports-personship,” explains Phillips. Ultimate frisbee operates on what players call “the spirit of the game”; the sport is self-policing, and there is an exceptional amount of respect for the opposing team.

This collaborative environment helped Phillips mature from a moral standpoint; she says that her mind-set morphed from “I can only get better if you lose” to “We can all get better together.”

“There is a huge emphasis on sports-personship,” Phillips (left) says about ultimate frisbee.

Ultimate frisbee offered her a tight-knit circle of friends on the University of Texas campus. And in 2010, when Phillips chased her roots to South Korea to teach English and learn Korean, she immediately felt at home with the “goofy and celebratory” frisbee community—one made up of newcomers and veterans, expats and natives. She eventually became the co-captain of South Korea’s national team.

Through ultimate frisbee tournaments, Phillips was able to visit cities like Winnipeg, Italy, and Shanghai and get to know the local culture. Each time she and her teammates traveled to a new city, the hosting country’s team would plan the social agenda for the weekend, showing visitors local spots and offering them places to stay, exemplifying the ultimate frisbee hospitality Phillips has come to love. This “frisbee tourism,” as she calls it, allowed her to see a new city through the eyes of those who lived there.

After roughly two years teaching English and both organizing and playing in ultimate frisbee tournaments in South Korea, Phillips moved to Seattle, where she was drawn to the spirit of innovation and entrepreneurship. She tried out for a local ultimate frisbee league that happened to be one of the best women’s teams in the world.

She was crushed when she was cut from tryouts. “It shook my sense of identity,” she remembers. “I felt like I wasn’t good enough. I had a habit of measuring self-worth in terms of accomplishments.”

In 2013, following initial disappointment from her first tryout, Phillips began playing for a different team while working for the online entrepreneurial community Startups in Seattle. It was here where she spearheaded Seattle Startup Week, a weeklong event showcasing the city’s up-and-comers. It was also here, in 2013, where she was introduced to WeWork when a few WeWork employees attended Seattle Startup Week while scouting a location in the city. With Phillips heavily involved in the startup scene, those employees asked her to grab coffee—and a few months later, Phillips was hired as WeWork’s first employee in Seattle.

Over time, it became difficult for Phillips to juggle her job at WeWork with the demanding schedule of club ultimate frisbee. Instead of giving up the sport and relinquishing that part of her identity, Phillips found an ultimate frisbee league with a more flexible schedule, allowing her to play when she can and keep up old friendships through nationwide tournaments. These tournaments make it so that ultimate frisbee checks multiple boxes once again.

She’s often reminded of the strong community that surrounds the ultimate frisbee scene. “I have no fear moving anywhere,” she says, for she knows that no matter where she goes, she will foster a community that will make her feel at home.

Category
Employee Spotlight

Connecting brunch and book lovers through Meetup events in Mexico City

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a series highlighting the work, passions, and impact of our community teams around the world.

As one of the first WeWork employees in Mexico, community lead Daniela Leon, 23, has been building community at Mexico City’s WeWork Reforma Latino for almost two years. It’s a role that comes naturally to Leon, who also combined her love of meeting new people with two of her personal hobbies—food and reading—to bring people of Mexico City together through Meetup.

“Meetup gives us the chance to meet new people in a whole new way and enforce this superpower by getting to know each other,” Leon says of the community-organizing platform, which joined The We Company family in 2017. “It is a safe space for expression, true friendships, and delicious meals.”

In March 2018, Leon created Brunch Lovers CDMX (Ciudad de México), a Meetup group that now boasts more than 800 members—WeWork members, people on vacation looking for a fun activity, and Mexico City natives. Each month, an average of 20 members of the Meetup group meet at a different brunch spot to enjoy a meal together.

“It’s really cool because you see the same people every Sunday, and then more people get into the group and it feels like a family,” says Leon, who was born in Mexico City. “We all have different interests, but to be united by something as common as food [in a big city] is awesome.”

A self-proclaimed foodie, Leon says her brunch Meetup group helps her explore Mexico City and gets to know the community in an authentic way, while also allowing her to meet new friends from all walks of life. “I love meeting new people,” she says. “It makes me happy.”

“We all have different interests, but to be united by something as common as food [in a big city] is awesome,” Leon says of the members in her Meetup group.

Leon especially enjoys watching strangers become friends. “Usually people who go to brunch are new to the city or don’t have many friends or are a little bit shy. When they go to these Meetup events and have a cup of coffee and their breakfast and can talk about food or life, they start to evolve,” Leon explains. “They become more familiar with you. I love bringing that out of people.”

The success of Brunch Lovers CDMX inspired Leon, an avid reader, to form the Meetup group Book Lovers CDMX earlier this year. The group was instantly popular—it already has nearly 300 members. We asked Leon to share details about her favorite hobbies, her favorite city, and more:

Main interests: “I’m passionate about reading and storytelling,” says Leon, who wrote a book of short love stories while in college. Her favorite author? Haruki Murakami. Leon also enjoys going to the movies with friends and says she’s always game to check out a new museum or park in her free time.

Favorite city: Madrid. “Whenever I go to Madrid, I feel like that’s my place,” says Leon, whose father is from the Canary Islands and mother is from Mexico. “I really love how [people in Madrid] talk, the food they eat, the history of the city. I just feel more myself there.”

Her core values: Being welcoming and friendly to others. “Whenever a new person is hired at WeWork, I introduce myself. Being a new employee in a huge company can be really scary, but you can always find a friend in me. If you need anything, I am here for you.”

Her communities: “My family is a big community for me. Everyone is so different, with different dreams, different paths, and different ages—but at a certain point, we are one.” Leon also highlights her WeWork co-workers and her friends as other important communities in her life.

The WeWork member who’s had the greatest impact on her: Diana Ortega, a country manager at clothing brand Compañía Fantástica and a member of the brunch and book groups Leon created. “She’s entrepreneurial, but also a shy person,” Leon says. “When she gets a chance to talk about her company, however, she turns into a passionate woman who has all the knowledge in the world … and that’s awesome to see.”

This interview has been edited for grammar and length.

Category
Employee Spotlight

Designing spaces with a hide-and-seek philosophy

These Atlanta founders are creating opportunities and connection for women in business

Architect Michael Caton thrives on challenge. Over the course of his career he’s worked on projects as diverse as UNHCR refugee settlements; a sprawling hotel built on a racetrack in Abu Dahbi; and an office-tower façade in Bangalore.

“Gnarly, challenging things excite me,” said the 33-year-old native Brooklynite, who is about to celebrate his first WeWork anniversary as the architecture discipline lead for Powered by We (he’s also a professor at Pratt, his alma mater). “I’m willing to tackle any design project, and that includes organizational problems.”

There is one thing he wants to make clear, though: He and his team are not a design firm.

“Essentially, our big group of architects, designers, and engineers uses what we developed ourselves at WeWork as a platform and bring that to other enterprises and large companies,” he explains. “Companies are recognizing the value of mobility, collaboration, and environments that are conducive to those [things]. There’s recognition that there needs to be some adaptation to [both] spaces and employee policy to really maximize the efficacy of employees.”

Caton’s team breaks down any project into three components: discovery, strategy, and solution—with the first one being the most crucial. “The discovery phase is really about engaging with the client and stakeholders to make sure that we’re framing the correct problem,” says Caton. “Because there’s nothing more tragic than finding the right answer to the wrong question.”

In his role, he helps companies re-create the vibrant communities that the WeWork original spaces helped foster without the worry of office layouts and space distribution. “The decisions that we make on the design have very direct community implications,” Caton says. He and his team create around concepts such as mobility, connectivity, and “hide and seek”: “How can you hide as effectively as you need to, but also, how can you seek and find someone as quickly as you need to, to collaborate and do something together?”

Caton points to the giant blue couch flanked by two narrow sets of stairs on the mezzanine level of WeWork’s Chelsea HQ as a good example of this philosophy. “This is a place to meet and gather,” he explains. “Our stairs are designed to be as narrow as they can be by New York City building code [so that] you can’t absentmindedly walk by other people—you have to engage with them, acknowledge their presence.”

If Caton sounds sure of himself and his work, he is first to admit he’s seen his share of failures. His entry into Pratt’s architecture program was, in his words, a rude awakening to the reality of adult life: In trying to balance his passion for basketball, classes, and homework, he failed out. With perseverance, he got back in the following semester.

“It was incredibly valuable to have such an epic failure happening at the very beginning of my education,” he says. “I knew what the bottom looked like.” It’s a story he shares with his first-year students at Pratt. “Invariably, in the semester, you reach a point where students hit that wall, and when they do, then I tell them my whole story,” he says. “I find that relating my story is really effective and inspiring.”

Caton used his setback as a constant springboard for improvement—a philosophy he still sticks to. At WeWork, he says, “I’m going to tell my manager in a cheeky way that I am here for the growing pains.”

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Employee Spotlight

This WeWork general manager inspires entrepreneurs with a successful podcast

These Atlanta founders are creating opportunities and connection for women in business

Superpower on the Side is a series that features WeWork team members and how they spend their time when they’re not at work.

Growing up in a predominately Asian-American community in Diamond Bar, California, Elton Kwok—like many children of immigrants—had a preordained plan mapped out for him: Pursue a degree in a safe and sound career, and go on to a stable job. The plan didn’t include discovering the vocation that spoke to his heart—or, in the words he often utters on “Fish Sauce,” his influential podcast, letting his “secret sauce” shine.

His transformative moment happened one night on a New York City street, as he was walking past WeWork’s Chelsea HQ. Kwok, who had a degree in engineering and a job in finance, struck up a conversation with an employee leaving the building—and before he knew it he was throwing caution to the wind, joining WeWork when it was still essentially in startup mode, much to his parents’ initial dismay.

“When I was studying civil engineering, I wanted to build hotels; the hospitality industry and things related to it always interested me,” says Kwok, now a general manager at WeWork, where he ensures the health of the business in Northern California. “It felt like WeWork might be the perfect company to join because it was workspace tied with community, hospitality paired with technology.”

The idea of joining a company built around shared workspaces spoke to Kwok’s own secret sauce: curiosity. “I’ve always been curious as to how I can help others, how can I learn from others,” he says. “There are so many intricacies and differences in the world that you only become a better version of yourself if you’re able to learn from everything that’s around you.”

“The most rewarding thing has been developing a community of thought partners,” says Kwok (left) of the podcast he hosts with his friend Wilson Kyi (right).

It wasn’t enough for Kwok to pursue his own passion—with his “Fish Sauce” podcast, co-hosted by his friend Wilson Kyi (also a child of Asian immigrants), he’s inspiring others to pursue their dreams. “Growing up as an Asian-American, people lean more toward the conservative side versus risk-taking,” explains Kwok. “We wanted to inspire our peers to find out what their secret sauce was—what was special to them—and take that risk so they can do what they love on a day-to-day basis.”

Kwok and Kyi clock long hours after work and on weekends to secure the most compelling guests they can think of. One recent guest was Justin Kan, the founder of Justin.tv and Twitch.tv, which were acquired by Amazon in 2014 for nearly $1 billion. “The title of that podcast episode is called ‘The World’s Greatest Hype Man.’ [Kan] thinks about everything he does in terms of: How do we hype it and get traction?” Kwok says. “He shared a lot about making an impact as an entrepreneur, as well as being a person who can build relationships and sell anything. That was definitely helpful for me, and for a lot of our listeners.”

Another guest whose story moved Kwok was Lisa Fetterman, who created the Wi-Fi-enabled Nomiku sous vide machine. “Through the telling of her story on the podcast we heard the number of ‘nos’ she got,” Kwok says. “She overcame all of these situations and now she has a best seller on Amazon, and she got a deal on ‘Fish Tank’—[laughs] that’s ‘Shark Tank,’ not ‘Fish Tank’!”

After just over two years, “Fish Sauce” has an impressive 10,000 monthly subscribers. “The most rewarding thing has been developing a community of thought partners,” Kwok says. “We’ve been able to build a community within a community, which is amazing. Through the ‘Fish Sauce’ network, we’ve been introduced to a platform of other successful entrepreneurs, investors, and operators that have a reason to talk to one another. It’s more than a podcast—it’s become a movement.”

Currently, this movement is a labor of love done “purely for the fun of it,” notes Kwok. But looking forward, he wants his baby to grow. “We definitely hope to get other brand partners involved, to scale the podcast even further, and to eventually sell merchandise,” he says. “These are all long-term plans that hopefully we’ll be able to integrate into the platform.”

Who knows? Maybe they’ll even have that “Fish Tank” in the end.

Category
Employee Spotlight

How to thrive as your company grows from one continent to six

These Atlanta founders are creating opportunities and connection for women in business

When Tracy-Ann Brown started at WeWork in 2011, there were just a dozen employees. The entire team sat elbow to elbow in a single office at the newly opened WeWork Empire State.

“That was an amazing time to be at WeWork,” says Brown, who originally came in one day a week to help co-founder Miguel McKelvey with the bookkeeping. Within a few months she moved to full-time. “Everybody just jumped in to do whatever was needed. Sometimes that meant working all night, and believe me, I did that more times than I can count.”

Nine years later, we have thousands of employees in 425 locations in 27 countries around the world. It’s been years since Brown knew every employee by name, but she feels as excited to be a part of WeWork as in those early days.

“That same passion is still there for me,” she says. “I always feel like I’m creating something new.”

Ernie Tovar, one of WeWork’s first West Coast employees (top row, fourth from left), says that there will always be “somebody out there who will help you become the leader you want to be.”

Brown says WeWork has changed a lot since the earliest days when there were just a handful of locations in New York. The company has quickly expanded to other parts of the country, then to cities around the world.  

Brown and other employees who’ve been with the company from the beginning say they’ve found ways to successfully adapt to being part of a global company. As WeWork celebrates our ninth anniversary this week, they shared a little about what they’ve learned.

Step outside your comfort zone

Over the past nine years, Brown has taken on assignments that were not necessarily in her area of expertise—like starting new departments from scratch.

“My superpower is the institutional knowledge I’ve gained over the years,” she says. “I can apply that to any job I have taken on in the company.” Next, she’s helping to build our team in Japan as the vice president of people operations.

“When people come to me for advice, I tell them if you’re asked to do something totally different, just open yourself up to it,” she says. “A feeling of accomplishment and success comes from knowing you’re doing something needed.”

Play to your strengths

Just 24 hours after first hearing about WeWork in 2010, architect Devin Vermeulen was hired to design interiors. He remembers his interview with McKelvey.

“Miguel said to me, ‘Do you have a computer? Because we can’t afford one,’” says Vermeulen. “Luckily, I did.”

But in his first two years, WeWork’s creative director says he had a drill in his hand more than a laptop. No project was too small, whether it was putting together furniture or hanging artwork for members.

WeWork 154 Grand St opened in February 2010.

Back in college, Vermeulen felt like his passions—sketching ideas for houses, designing flyers for events, DJing at a campus radio station—were all over the place. “I saw it as an inability to focus,” he says. “I always thought I needed to be an expert at one particular thing.” Working at WeWork, Vermeulen says, has helped him see that his many interests are an asset.

“Don’t be afraid to play to your strengths,” he advises. “I’m not built to wear one hat, but that allows me to bring a different perspective to what I’m doing.”

Learn everything you can

Carlos Villamil was working for the company that installed the aluminum and glass in our first location in New York’s SoHo neighborhood. Just before the second building was slated to open, he was asked to interview for a full-time job with co-founder Adam Neumann.

“The interview was just the two of us walking around the block,” says Villamil, a senior construction manager. “At the end, he hired me on the spot.”

Originally from the Dominican Republic, Villamil took a job at a company that renovated the exteriors of buildings when he came to the U.S.

“I had no clue about construction,” he says. “I started carrying around the toolbox for another guy and learned everything I could. Three years later I was the foreman.”

He followed a similar trajectory at WeWork. He started out as a project manager, but after just a few months, he was in charge of construction.

“You can be or do anything you want,” he says. “It’s up to you. The way you do that is learning everything you can.”

Don’t be afraid to make mistakes

With three buildings open in New York by 2011, WeWork turned its attention to San Francisco. Ernie Tovar, one of the first West Coast employees, remembers that there wasn’t yet a playbook for opening new locations.

“There were times when I wasn’t sure what I was supposed to be doing,” says Tovar, who had to figure out things like the best process for moving in new members. “I know other people felt that way. But we wanted to get this building up and running, so we just kept going.”

Tovar, now a community lead, says he was lucky to have colleagues who let him know that they had his back. He passes their advice to new employees.

“Ask questions,” he says. “Make mistakes. Know that there’s somebody out there who will help you become the leader you want to be. I’ve had some great mentors, and I hope that I’ve been a mentor for other people on their own journey.”

Treat everyone as you want to be treated

Marga Snyder remembers hearing Neumann pitch WeWork at a networking breakfast in 2010. Snyder—who is passionate about sustainability and runs a community garden on the side—says Neumann’s message about community and togetherness struck a chord with her. “I was all about it,” she says. “I believed in it.” She spoke with Neumann after his pitch and started at WeWork a few weeks later.

Nine years after joining the company as a community associate, Snyder says WeWork “still feels like home.” Each time she walks into a new building, the aesthetic puts her at ease, and the connections formed between the members remind her of the importance of her job. Still on the community team, Snyder cherishes the camaraderie that she feels here, and tries to preserve that feeling with her advice to new employees.

“Treat everyone the way you want to be treated,” she tells them. “Be as honest as you can. You live with your decisions, so don’t take shortcuts and be true to who you are.”

Category
Employee Spotlight

Bringing art and inspiration to members in Boston

These Atlanta founders are creating opportunities and connection for women in business

Welcome to Community Corner, a new series highlighting the work, passions, and impact of our community teams around the world.

Members at WeWork’s 51 Melcher St. location in Boston have an extra reason to look forward to receiving a package at the office. Community lead Chloe Rubenstein, an artist who creates colorful murals in buildings across the city, inspires joy in her WeWork members by doodling cartoon animals on incoming shipments.

Rubenstein, 29, who can never resist the opportunity to doodle if she has a pen in hand, first drew on packages during a slow day at WeWork. Fast forward a few months, and she’s become known for her animal art “Now, people come to get their packages and if I didn’t draw anything, they’re like, ‘Aw, man. No animals?’”

That’s not the only way Rubenstein combines her love of art and language with her passion for people. She also shares inspirational quotes from James Baldwin and Coretta Scott King and other leaders on message boards around the office. These, she says, spark conversations during weekly events and can be a powerful way to bring joy to any space.

“The biggest accomplishment to me is when people see my artwork and smile,” says Rubenstein.

“The quotes started coming together the more I became immersed in the space and learned more about the members I work with,” she says. The doodles and quotes aren’t just a way for Rubenstein to express her creativity and connect with members—they’re also an expression of how she feels about the company. “WeWork creates this space for people who truly believe that what they’re doing is great and helps them succeed,” she says.

WeWork spoke with Rubenstein about her art, her inspiration, and more:

Main passion: Outside of WeWork, Rubenstein is an artist. “I’m so incredibly passionate about art,” she says. As an art-school graduate, her focus is on art that depicts cute animals, funny puns, and colorful imagery. “The biggest accomplishment to me is when people see my artwork and smile,” she says. Rubenstein mentions two of her proudest achievements: creating a mural of wild cats at Lamplighter Brewery in Cambridge, and a more fanciful design in the town’s Revival Cafe+Kitchen. And OK—one more brag: She was recently written up by Boston Voyager Magazine for her work.

Rubenstein’s mural at Lamplighter Brewery, one of her proudest achievements.

Favorite city in the world: Washington. “D.C. was the place where I did all my growing,” she says. “From age 18-25, my life transformed from the one everyone wanted me to have to the one I wanted me to have. I found my independence in D.C.; I found my authentic self in D.C.”

A person she’d like to meet (living or dead): Lady Gaga. “First, she’s amazing. Second, she’s got such a creative mind and vision that went so far against the grain of what was considered normal or appropriate,” says Rubenstein. “She’s somebody that reminds me that you can always redefine the norms.”

Core values: “Authenticity has been a core value of mine since I came to terms with my sexuality and identified as queer in 2010. Feeling like I was living a double life between my family and friends was so painful and hard,” she says. When she came out to her brother and sister, she was terrified they would judge her or see her differently. “I was so blessed to have them receive the information with such love and care. If it wasn’t for their support I don’t know how I would have had the strength to come out to my parents,” she says.

Her community: “Without the support of the people in my life who have either been in my shoes or some sort of variation of it, I don’t think I would ever be where I am today,” she says. “The queer community to me has just been incredibly welcoming.”

The WeWork member who’s had the greatest impact on her: While Rubenstein says it’s tough to call out just one person, she says Mike Denhi, who runs a marketing agency called Michael Denhi & Co. out of 51 Melcher St., is on the list (as is Whiskey, his Vizsla puppy who regularly accompanies him to the office). “Mike’s such a light every time he comes into work. He’s always the first person to say hi to everyone,” she says. “He’s genuinely interested in what we have to say.”

This interview has been edited for grammar and length.

Category
Employee Spotlight

To inspire the next generation of creators, start with students

These Atlanta founders are creating opportunities and connection for women in business

When he was asked to join the executive board of BUILD Boston, a nonprofit that gives real-life entrepreneurial experiences to high school students, Alexis Miller didn’t have to think twice.

“I want to do my part to help realize the next generation of creators,” says Miller, director of operations for the Northeast and Mid-atlantic regions of WeWork. “They are depending on us, and the world is depending on them.”

A Delaware native, Miller remembers his own experience attending high school in Wilmington, noting that “it was small but had big-city problems.” Even now, a recent USA today analysis reveals that Wilmington leads the country in its rate of shootings among young people under 18.

Miller says that he wishes he had access to a program like BUILD Boston, which helps young people start their own businesses, when he was a teenager.

“It would have expanded my worldview, enhanced my engagement, and accelerated my skill set and confidence,” says Miller. “It took me 10 years after high school to learn many of the skills and lessons that BUILD students learn during their four years in the program.”

BUILD students come up with some innovative business ideas. Miller, who’s been working with the organization for two years, remembers some students who focused their energies on improving a common kitchen item: the potholder. The result, he says, was impressive. Instead of making a better holder for your hand, he says, “they made a holder that fits over the pot handle.”

Miller knows what it takes to get a company off the ground. In 2013 the graduate of New York’s Fordham University founded Inspirado, an e-commerce site featuring posters, pillows, and other items emblazoned with inspirational slogans like, “Live for a cause and not for applause.” He still runs Inspirado in his spare time.

“Starting my company was amazing and really tough at the same time,” he says. “It was the first time that I learned how to do many things outside of my core competencies, and I loved that constant learning and growth.”

He joined WeWork in 2015, starting out as an assistant community manager, and steadily moved up the ranks, leading his own building as community manager and then serving as director of community for the Greater Boston area. Since then he’s helped to open or manage more than 30 WeWork locations from Toronto to Washington, D.C.

A little over a year ago Miller was promoted to director of operations for the region. He is well known in the business community, having been recently nominated as one of Boston Chamber of Commerce’s Top Young Leaders, and was named one of Get Konnected’s 25 Most Influential Millennials of Color in Boston.

Miller’s relationship with BUILD started when the organization moved into WeWork 745 Atlantic Ave in 2017. “It was immediately evident to me how impactful the program is for our public school students,” he says.

Ed Wilson, BUILD Boston’s director of philanthropy, says the “strong partnership” with WeWork has helped his organization make contacts it wouldn’t have had access to otherwise. Miller in particular, he says, has been “a great friend and an invaluable advocate for our work.”

For Miller, the benefits go both ways. “We have created something valuable for the community,” he says. “It’s been an opportunity to help elevate one another.”

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Employee Spotlight

For Hollywood’s Brian Grazer, success isn’t a solo act

These Atlanta founders are creating opportunities and connection for women in business

Of the thousands of people film producer Brian Grazer has contrived to meet in the past few decades—including hundreds of Nobel laureates—one encounter stands out. He spent three years trying to get a meeting with Jonas Salk, the inventor of the polio vaccine.

“I called many times, I sent many letters,” Grazer told the audience of WeWork employees at a “Make It Work” panel discussion at the company’s recent Global Summit in Los Angeles. (He’s a fan of WeWork through his wife, marketing specialist Veronica Smiley Grazer, who has an office at WeWork 312 Arizona Ave in Santa Monica.) “Eventually he got a new assistant who said, ‘I’ll let you say hi and shake hands, but this is not a full meeting.’ I had so much anticipatory anxiety that as I approached him, I projectile vomited on him.”

Grazer is a relaxed and affable speaker, even as he recounts throwing up on a personal hero. It’s a trait cultivated through years of face-to-face conversations with interesting and influential people, a pursuit he launched 35 years ago as a child who felt hamstrung by dyslexia. “I realized I could learn much more from human interaction and human connectivity,” he explains. “By looking at people and being present and genuinely interested in learning.”

Projectile vomiting on Salk became just a funny anecdote in what turned out to be a decades-long friendship. Shortly after that first meeting, Salk offered to bring a handful of equally intellectual people to Grazer’s home for a visit—and suggested that the producer round up a few of his chums. (Grazer’s guest list included the late Sydney Pollack, Steven Spielberg, and George Lucas.) “We were friends until his death,” Grazer says of Salk.

“If I do anything just for me, I’ve failed,” says Brian Grazer. “I think it’s bad karma. I try to create win-wins. It’s as simple as that.”

Grazer’s “curiosity conversations,” as he calls these biweekly meetings with individuals who are “experts in anything other than entertainment,” have introduced him to a wide variety of people—including presidents, Princess Diana, Andy Warhol, and Fidel Castro. (He recounted his experiences in his 2016 best-seller, A Curious Mind: The Secret to a Bigger Life.)

“They can be in medicine, politics, religion, all art forms, gurus, cult leaders—all types of people,” says the 67-year-old producer of critical and commercial hits like A Beautiful Mind and Apollo 13. “I don’t have to agree with their philosophy or their point of view. I don’t have to like them, or for them to like me. I’m just out to try and learn something.”

His passion for human connectivity has served his professional career as well: Over the years, he has gravitated towards film and TV projects that have themes of love and redemption at their core (which is why he doesn’t do horror films, he explains—lots of gore, no redemption).

“I champion projects that have a theme, and where I can see the heartbeat,” he says. “The heartbeat is everything to me.”

Those principles of connectivity will be laid out in Grazer’s book, Eye Contact, out this fall. But he’s doing more than just putting his own learning to paper. Among his recent initiatives: Imagine Impact, a fully funded eight-week bootcamp to help new creative talent find a home in Hollywood at WeWork Pacific Design Center in Los Angeles that launched with his partner—director, producer, and actor Ron Howard—last September.

“I looked around at the landscape of the content space, and realized that it’s not democratized at all. It’s a caste system,” he explains. “And the caste system creates barriers that make it really hard for a writer with a new but original voice to get heard.” The bootcamp, he says, “will allow for original and sustainable voices to be heard quicker than struggling for several years at the bottom rung of a ladder.”

Grazer says he’s learned over the years that while making it in Hollywood may look like the ultimate goal, true success encompasses bringing people along for the ride.

“If I do anything just for me, I’ve failed,” he says. “I think it’s bad karma. I try to create win-wins. It’s as simple as that.”

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The Desktop: Fawziah Qadir at Global Glimpse

These Atlanta founders are creating opportunities and connection for women in business

An office can tell you a lot about a creator, and we were pleasantly surprised when we ran into Fawziah Qadir’s bedecked office space at WeWork Fulton Center. Most of the tchotchkes on her desk are from her travels around the world, including places like Egypt and Kenya.

When she’s not exploring new places, this global citizen is busy directing the education non-profit’s New York branch. In this installment of The Desktop, we’re tracking down members in our community to discover what they keep on their desks, favorite tools, and workspace must-haves.

20140331 Fawziah Qadir Global Glimpse-6

“I launched Global Glimpse’s New York branch right here in this office. I really saw the space as a blank canvas, and I wanted it to be a reflection of what I’m doing and my personality. I would call myself an ‘eternal optimist’ because I see the glass half full. Actually, I just see it full.”

20150122 Fawziah Global Glimpse Desktop-1

“I collect tea pots. At home, I have about 16 teapots and they’re all unique looking. There’s a horse shaped one, an elephant one, and I buy them whenever I travel, so I have some from all over the world. This yellow one is from Philadelphia. I’m living in a coffee world, but I’m a tea drinker.” 20140331 Fawziah Qadir Global Glimpse-5

Matryoshka nesting dolls

“When I started at Global Glimpse, I went out to San Francisco, where our hub is. I was walking around Chinatown, and I stopped inside this little store that had all these knick knacks. My grandfather, who was a merchant marine, bought my mom some when he visited Russia, so I always loved them.”

20150122 Fawziah Global Glimpse Desktop-6

Lamp 

“I bought this lamp when I got my first full-time job out of college at . I had it at my very first cubicle and it’s been with me ever since. My first job out of college was at a German company, where I got the taste for international business.”

20150122 Fawziah Global Glimpse Desktop-8

Cat figurine

“He’s my good luck cat and I keep a penny underneath him. I think that within my first three months here, I actually won three raffles or contests in a row. I won Brooklyn Nets tickets from here, hockey tickets, and Red Bull soccer tickets. I’m also a crazy cat lady with one at home.”

20150122 Fawziah Global Glimpse Desktop-9

Teabag holder

“My friend went to London and thought this was perfect for me. She always saw me put my tea bags on a napkin that would later leave a stain on my desk, so she bought one that was in the shape of a teapot. It’s perfect.”

20150122 Fawziah Global Glimpse Desktop-10

 Elephant figurine

“I bought this on a trip to Kenya. Every day on my birthday in October, I like to do something that’s fearless or pushes me out of my comfort zone. That was my 27th birthday. I went on a safari by myself, and I got really sick. I got salmonella poisoning, but it was still a great experience. I saw this woman who was selling hand-carved elephants, so I wanted something that reminded me of the morning I saw a whole herd of elephants. It was the most beautiful thing I ever saw in my life.”

 20150122 Fawziah Global Glimpse Desktop-11

Gilded mirror

It’s very arabesque themed. I moved to Egypt when I was 24, and I lived there for five years. I bought this at a really famous bazaar there. I actually bought two of these and put them in my apartment in Egypt because it always reminded me of home. Plus, you always need a mirror at work so it serves its purpose.”

Photographs by Lauren Kallen

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Member Spotlight

The one thing all innovative companies have in common

These Atlanta founders are creating opportunities and connection for women in business

the one thing most innovative companies have in common

The rants against the latest technologies and companies are old-hat at this point: that they isolate, they separate neighbor from neighbor, that they’ll all leave us all in Black Mirror–like stupors while taking profits off ads. And for some Silicon Valley companies, this doesn’t actually seem like such a bad end result. Better living through algorithms, higher profits through responsive web design. Now, are algorithms and good mobile experiences crucial to just about any company these days? Sure. But those things aren’t the reason why we get excited about the companies we love. What’s truly exciting, what’s truly new these days, is the unparalleled human experiences companies are starting offer. Fifty companies trying to push direct connection above all else can be seen on Fast Company’s list of the Most Innovative Companies of 2015.

We’re proud to be named on this venerable list. But looking at the top and the bottom of the list is remarkably instructive on its own. At Number One there’s glasses company Warby Parker, and rounding out the list is cosmetics giant L’Oreal. At first glance the two companies couldn’t be more different. L’Oreal, founded in Paris 1909, was celebrating its 101st birthday when Warby Parker was founded in 2010 in New York City. L’Oreal has a world-stomping brand: as the leading seller of cosmetics products worldwide, it enjoys the freedom to experiment in the new Connected Beauty Incubator. And Warby Parker, for all of its hype, is still a competitor in the cutthroat world of eyeglasses sales, competing with price-slashing, poorly designed warehouse websites.

What’s the connection between these two companies? It’s the same link that ties them to WeWork and other list-makers like Mark43 and General Assembly: these are companies powered by people. It may sound cheesy, but it’s true: L’Oreal, for example, behaved much less like a huge international corporation and much more like a start-up when it reached out to YouTube star Michelle Phan and gave her her own makeup line. Would Phan appeal to literally every L’Oreal user? Of course not. But L’Oreal realized that its customers were interested not in buying goods but in plugging in to a sensibility and a way of life. Phan represented this aesthetic, and L’Oreal was innovative for having tapped her.

The same attitude is on display at Warby Parker. As Co-CEO Dave Gilboa told Fast Company, “When we launched, a lot of people bucketed us as an e-commerce company, but we never thought of ourselves as an e-commerce company…The only products we sell now are glasses, but we think our brand can stand for much more than that over a long time period.” Gilboa probably isn’t talking about expanding into watches, phones, or publishing. He’s talking about standing for a direct connection between company and customer, and understanding that people love and trust companies that enable them to live a richer, more passionate, more fulfilled life. And he’s not only talking the talk: when a customer named Kevin tweeted that after calling the company of the phone, he “has a crush on the girl from Warby Parker,” the company soon released a video of the employee saying hi to him. It was a quick burst of light in not only Kevin’s day, surely, but also in an Internet that loves seeing the connection between two people. What today’s most innovative companies understand is that there’s nothing stronger in the world.

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Professional Development

Hybrid working is here to stay… and here’s how to make the most of it

These Atlanta founders are creating opportunities and connection for women in business

Over the last three and a half years, the world of work has transformed. Employees want more flexibility, and companies have different strategies for providing this. Hybrid work models have emerged, where workers split their time between the office and working from home. Of course, this news will be no surprise to anyone who has followed workplace practices in recent times, but the extent and scale of the changes to come are still up for debate. 

In January 2023, McKinsey Global Institute released a report that discussed how hybrid work set-ups, where some work happens on-site and some remotely, are likely to persist, and that organizations will need to refine their operating models in response to this shift. In addition, a survey by CIPD, the UK’s professional body for human resources, says 83 percent of organizations it asked have hybrid working in place, with about half of those having a formal policy. And over half of respondents required hybrid-working employees to be in the workplace for a minimum number of days in the week or month. In the United States, in September 2023, WeWork asked over 100 companies about their current return-to-office strategies, and confirmed that hybrid schedules have become the most popular policy for this. 

Getting the return to office right

A primary driver behind these return-to-office policies is companies wanting their workforce to collaborate more in person. A joint survey for WeWork and Cushman & Wakefield, published in 2022, found that in assessing new hybrid models, organizations want to retain the inherent business value that a traditional office environment provides: the chance to be creative, and to collaborate, mentor and learn. We found flexible offices to be an important component of the workplace ecosystem. Business leaders are now asking how the flexible office space can fit into a real-estate portfolio strategy, with our respondents saying they wanted to be in flexible office space 50 percent of the time.

Then, of course, there are also the employees themselves to consider, and their attraction, recruitment and retention. A January 2023 survey by management consultancy Gartner, quoted in the Middle East’s The National newspaper, says: “Hybrid is no longer just an employee perk but an employee expectation, challenging employers to create a human-centric approach to hybrid.” In addition, our own September survey finds that a third of companies say the most difficult part of return-to-office planning is managing employee expectations. 

Three solutions that make hybrid working easy

In the short video accompanying this article, three WeWork executives discuss how WeWork makes hybrid working easy for businesses across the globe. According to Doug Smith, WeWork Chief Product Officer: “At WeWork, what we’ve done is develop new solutions to help our members manage these different scenarios. We help companies utilise flexible workspace, enabling workers to determine how and where they want to work.” Jennifer Perrotta, WeWork Chief Technology Officer, continues: “The way we’re adapting to the needs of the hybrid workforce is something I think will continue to resonate with all individuals and companies of all shapes and sizes.” 

In the film, Smith describes three WeWork solutions that fit the various needs of members:

  • Space-as-a-Service: off-the-shelf, move-in-ready space so members save the time and money typically required to find and create traditional office space. 
  • WeWork Access: a pay-as-you-go or membership service giving access to hundreds of office locations around the world by the hour, day or month. 
  • WeWork Workplace: a software solution that helps companies manage their employees across all of their locations, book specific desks in advance, and gather useful insights into how they are utilising their office footprint. 

A community to support connection and collaboration

Through member feedback, WeWork has been able to offer a variety of experiences without losing the ability for members to have private space or the opportunity to collaborate. As Perrotta says: “We’ve designed our technology for the hybrid workforce of today, and it will continue to adapt for tomorrow.” The design is intended to help facilitate connection and collaboration through various space types. Ebbie Wisecarver, WeWork Global Head of Design adds: “We want WeWork to feel familiar and consistent, but also to feel special and unique to a market, a neighbourhood and a building.” 

The beating heart of WeWork’s offering is its Community team – who provide hospitality services, and create a positive working environment that members love to work from. Wisecarver says: “Time and time again, we hear from our members that they come for the atmosphere and the experience, which is so much facilitated by our Community teams.”

As Doug Smith adds: “It allows our members to focus on what’s important to them, which is building their business, and then leave the real estate to us.” 

Take a look at the 5-minute video.

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What is a virtual office and how does it work

These Atlanta founders are creating opportunities and connection for women in business

Outside shot of WeWork Collyer Quay

Recent years have shown that people can work from nearly anywhere, be that a home office, coworking space, coffee shop, restaurant, or really any place with a socket and internet connection. The office worker of today no longer wants to be confined to the traditional workspace. In turn, employers are also thinking twice before committing to a 10-year commercial lease. 

Naturally, as the demand for flexibility grows, so does the number of options companies have when it comes to finding a home for their business. Some of the most common things they consider when searching for office space include location and costs. And that’s no wonder: having a downtown address or one in the heart of a financial district or even on a prestigious street is among the markers of a trustworthy, well-established business.  

Such prestigious areas come with a price, however – and we mean that quite literally. Office space in the most sought-after locations tends to cost an arm and a leg.   

Luckily, there’s a simple workaround that lets you reap the benefits of a downtown address without the usual overhead costs of an office rental, and this is where virtual offices come into play.

What is a virtual office and how does it work?

A virtual office is a service that allows businesses to enjoy some of the perks of a conventional office without having to pay for a full-time office rental. Among these perks, we count a business address, a place to receive mail and packages, together with access to conference rooms and physical workspaces.

Some even provide extra services such as onsite or remote receptionists, virtual assistants, a business phone system, and many others. More often than not, virtual offices are physical offices or coworking spaces that let other businesses use their address.

With a WeWork Business Address, for instance, you can create a commercial presence in any of the 170+ WeWork locations in the U.S. or Singapore.  You receive a dedicated business address, mail and package handling, as well as two credits per month to book coworking space and meeting rooms. In this way, you’ll be able to work from anywhere in the world, but your business will still be associated with a stable WeWork office building of your choosing. The key element of virtual offices is the business address. It can serve various purposes, from registering your business and setting up an LLC to marketing, opening a bank account, receiving mail, and meeting clients or coworkers. In theory, all of these can be done from a residential address. In practice, however, an office address will more likely leave a positive first impression on clients, investors, and new hires.

Reception of WeWork 71 Robinson Rd

Who uses a virtual office?

The average virtual office user can range from freelancers, bloggers, and digital nomads to startups and small businesses that are not confined to a fixed location. Most of these individuals and teams are comfortable working remotely but still need an office address for official purposes and to boost their professional image.  

Virtual offices are budget-friendly, which makes them ideal for solo entrepreneurs or budding startups still lacking the capital to secure a physical office.

The advantages of a virtual office

As we’ve seen earlier, central locations and attractive prices are among the first things that prompt businesses to choose a virtual office.  

The list of advantages continues with flexibility – you can run your business comfortably from anywhere you are but still have access to convenient resources, like conference rooms at the business address, if and when you need them.  

In addition to these, virtual offices require minimum commitment, which, in the case of a WeWork Business Address membership is a 6-month term. Similarly, they help you separate personal assets from professional ones, thus reducing legal liability.  

Virtual offices also serve as catalysts for productivity. And how could they not, when they empower you to work from any location that boosts your flow and creativity? And while you’re on the move, your virtual office will help you build and maintain a professional brand image with an air of legitimacy and credibility all thanks to a commercially recognized address. 

All in all, there are many cases in which switching from a traditional office to a virtual one is the most reasonable thing to do. Whether you’re a well-established business looking to save money or you’re just starting your company and want it to be registered with an office address, a WeWork Business Address membership could be just what you need. This way, funds typically allocated for maintaining a physical space can be invested in business growth instead, while you can continue to work from wherever you like best, only popping into the office for the occasional team or client meetings.  

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Five best coworking spaces in Barcelona

These Atlanta founders are creating opportunities and connection for women in business

WeWork Diagonal 444 coworking space
WeWork Diagonal 444 in Barcelona. Photographs by WeWork

Teeming with art and history, Barcelona is among the most famous European cities loved by locals and tourists alike. From the unique modern architecture to the stunning coastline and vibrant nightlife, there’s so much to do and see.  

But besides its notable tourist attractions, the Catalan capital has also consolidated itself as a hub for entrepreneurship and innovation. That being said, professionals from diverse sectors are setting their sights on coworking spaces, and it’s no wonder. These flexible office options effortlessly adapt to various work styles to offer something for everyone, including budding startups and established businesses.  So without further ado, let’s look at some of the coolest coworking spaces in Barcelona.

Passeig de Gracia 17

WeWork All Access starting at: 241€/mo | inc. tax 

Hot desks starting at: 25€/day 

Nearby transit: Metro Line 2, 3, 4 at Passeig de Gracia Station (1-minute walk) 

Cross streets: Pg. de Gràcia & C/ de la Diputació 

Excellently set halfway between the world-famous Casa Batlló and Plaça de Catalunya, this flexible office space is as vibrant and convenient as its location suggests. The area is dotted with countless restaurants and bars that serve authentic tapas and international cuisine alike, making it a prime spot to celebrate a professional milestone with your team or just blow off some steam after work. Numerous theaters, museums, and other renowned cultural landmarks are also within walking distance offering even more options for after-hours entertainment. The entire eight-story building is dedicated to WeWork, where you’ll find bright and airy spaces for both collaboration and heads-down work. Hunker down in one of the private offices, meet with important clients in the conference rooms, or make yourself comfortable in the lounges, phone booths, or desks available in the coworking spaces. The amenities leave no room for disappointment, either. Besides high-quality tech services and business-class printers, you can expect beautiful balconies and rooftops that are perfect for coffee breaks with a view. Bike storage, parking, and a mother’s room are also included. Plus, you are free to bring your furry companions along – the building is dog-friendly. In the meantime, don’t forget to seek out the regularly organized events where members come to network, find inspiration, or just have fun.

Diagonal 444 

WeWork All Access starting at: 241€/mo | inc. tax

Hot desks starting at: 25€/day 

Nearby transit: Metro L3 and L5 at Diagonal Station (1-minute walk) 

Cross streets: Av. Diagonal & C/ de Còrsega 

Find a quiet pod for work, connect with like-minded professionals, and grow your business at Diagonal 444, within a 5-minute walk of Casa Milà. Just outside the building, there are two serene gardens where you can unwind, followed by an eclectic line-up of cafes, bars, and restaurants, so you’ll never run out of things to do when you get off work.  

Spanning eight floors of well-designed and flexible workspaces, this WeWork location caters to solo entrepreneurs and established businesses alike. The former can comfortably work from the hot desks, lounges, or phone booths available in the coworking areas, while bigger companies can set up shop in the full-floor offices. Beautifully designed meeting rooms are also up for grabs whenever you need a place to brainstorm ideas with your team or meet with new hires and potential clients. In addition to these, you’ll enjoy unique common areas as well as diverse events where you can expand your social and professional circle. 

Carrer de Pallars, 194 

WeWork All Access starting at: 241€/mo | inc. tax

Hot desks starting at: 25€/day 

Nearby transit: Metro L4 at Llacuna or Poble Nou Station (3-minute walk) | Metro L1 at Glories Station (15-minute walk) 

Cross streets: C. de Pallars & C/ de la Llacuna 

A fantastic address in the Sant Martí district, contemporary and inviting designs, and a wealth of amenities make this WeWork location yet another exciting destination for coworking in Barcelona. Enjoy working in a hip neighborhood where there’s a trendy café or tapas bar at every head turn, then crown any productive day with a round of volleyball at the area’s beloved Platja del Bogatell, a short 15-minute stroll from Carrer de Pallars, 194.  This modern glass building and its light-filled workspaces are nothing short of impressive, either. Take your business to the next level in one of the full-floor offices or reserve a seat in the inspiring coworking space and let your creative juices flow. When it’s time to take a breather, you’ll be happy to find expansive common areas and friendly outdoor spaces where you can mix and mingle with like-minded individuals and share a few laughs over a cup of coffee. Other welcomed amenities include tech services, meeting rooms, bike storage, parking spaces, and a mother’s room. Not to mention that you could also befriend four-legged members – the building is dog-friendly.

Ciutat de Granada, 121 

WeWork All Access starting at: 241€/mo | inc. tax

Hot desks starting at: 25€/day 

Nearby transit: Yellow Line at Llacuna (8-minute walk) | Red Line at Glories (9-minute walk) 

Cross streets: C. de la Ciutat de Granada & C. de Tànger 

Nestled in Barcelona’s up-and-coming tech hub, this WeWork location was designed to set professionals of any industry up for success. It all starts with an address that’s steps away from Plaça de les Glòries Catalanes on one side and Platja del Bogatell on the other. This automatically puts the area’s hip cafes, restaurants, shopping options, and various cultural landmarks at your fingertips. 

What truly seals the deal is the collection of unique amenities you get to enjoy at Ciutat de Granada, 121. Walk, cycle, or drive to work at your convenience and take advantage of the bike storage, parking spaces, and electric vehicle charging stations on site. You can even kick off your day with an invigorating workout in the fitness center, then freshen up with a shower before you dive into your professional tasks. Other perks that streamline your workday include a wellness room, an outdoor space, and even recreational games that help you bond with coworkers and blow off some steam. Beautifully appointed event spaces are also at members’ disposal so you can socialize and network to your heart’s desire. 

Coworking space in WeWork Glories building in Barcelona.

Glories 

WeWork All Access starting at: 241€/mo | inc. tax 

Hot desks starting at: 25€/day 

Nearby transit: Bus 6, H14 (3 minutes) Bus 7, 92, N7 (3 minutes) Metro Glories (Line 1) 

Cross streets: C. de Tànger & C. de Badajoz 

A head-turning glass building, amenity-packed workspaces, and a sought-after address steps from Plaça de les Glòries Catalanes all make this WeWork location worth your while. Work in the heart of the action and spend the after-hours unveiling the neighborhood’s hidden gems. Find tapas bars and a rich host of eclectic restaurants on the doorstep, closely followed by various sports taverns, concert halls, museums, and so much more. Best of all, Platja del Bogatell is within arm’s reach, so you can pack your bathing suit and head straight to the beach to cap off a productive day. 

As for the coworking space, it spans nine full floors featuring everything a busy professional could need: from private offices and meeting rooms to dedicated or hot desks. Eye-catching design, a friendly on-site staff, and an overall stimulating atmosphere tie everything together. The breakout areas are another amazing perk, especially since they include an outdoor terrace with views you could never get enough of. Plus, you can expect conveniences such as bike storage and parking spots, and members are welcome to bring their dogs to work, as well.  

Let’s say that the warm weather, delicious food, friendly people, and stunning architecture all made you want to see more of Spain and you’re now considering heading to the capital. You can continue to stay on top of your work while spending your afternoons visiting one museum after another, reveling in beautiful street art, or basking in the sun at El Retiro Park. Our coworking spaces in Madrid put you right in the heart of the action, steps from casual eateries, trendy cafés, and tons of attractions you don’t want to miss out on.  Thanks to the easily accessible locations, amazing amenities and services, and wide selection of flexible office options, these coworking spaces are a fantastic solution for many. You could be a freelancer just passing through the city and needing a temporary desk or a local business looking to scale up, you’ll find what you’re searching for. WeWork On Demand offers pay-as-you-go access to office spaces in Barcelona, while WeWork All Access unlocks WeWork locations in cities around the world.

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Top 7 etiquette rules to follow in a coworking space

These Atlanta founders are creating opportunities and connection for women in business

A handshake between two people

Working from a coworking space comes with numerous well-known benefits that continue to attract businesses and professionals from all walks of life. From indispensable business supplies to amenities that enhance collaboration and employee experience, coworking members have all the essentials laid out for them for a productive day. And as with any other communal space, coworking offices are also governed by a set of rules designed to cultivate a positive and respectful working environment.  

Albeit different at first glance, the common courtesies discussed in this article all boil down to the Golden Rule: we should treat coworkers as we would like to be treated and leave the space as we would like to find it.  

1. Say Hello

Perhaps it isn’t the very first thing that comes to mind when we think about coworking space etiquette, but saying hello is arguably high on the list. Little things like this go a long way toward creating a friendly atmosphere. Naturally, there’s no need to make small talk with everyone you pass by, but greeting people shows you’re approachable and sociable. This becomes especially important in a collaborative workspace where members value social interactions and networking.

Two women chatting in an office

2. Respect Boundaries

Coworking spaces are the ideal places to meet new people and connect with like-minded individuals. Still, we should keep in mind that members go there first and foremost to focus and get their work done. It becomes essential, then, to read the room and not interrupt or disrupt someone’s workflow when they’re visibly absorbed in a task.
Shared spaces are called ‘collaborative’ for a reason, but we need to be aware that not everyone will want to collaborate all the time. Of course, interactions and networking remain encouraged, but they can be reserved for breakout areas or events organized for that specific purpose.

3. Be Mindful of Space

Another important house rule concerns the space itself. Whether we’re talking about dedicated desks or common area facilities, members are expected to be mindful of their surroundings. For instance, not taking someone else’s desk is just as important as not spreading out or invading other people’s workspaces with personal belongings.  This also ties in with how members use the shared amenities and common areas. Because these are meant to benefit everyone, it would be disrespectful to overuse or monopolize amenities, be they printers, copiers, phone booths, meeting rooms or even coffee machines. Naturally, it can happen that the paper runs out or the printer jams while you’re using them, in which case letting the on-site staff know about the issue is the best way to go about it.

4. Keep Noise Levels to a Minimum

It’s no secret that most people do their best work when they’re not interrupted or distracted, so keeping the overall noise levels down in a coworking space is crucial. Of course, this quiet policy comes nowhere near the stricter rules practiced in libraries, but you should still aim to avoid whatever disruptions you can.  

For instance, casual and personal conversations should be held outside the common work area. Similarly, phone booths are perfect for answering and making phone calls, meeting rooms are ideal for conference calls, while breakout areas are there for socializing. In case you’re someone that gets inspired by music or podcasts, consider using headphones to not disturb your coworkers.

Man on phone in an office

5. Adhere to the Schedule

While some coworking spaces offer members 24/7 access, others are open only during specific time intervals. As such, being aware of when offices open and close is essential to them running properly and to your productivity. Along the same lines, make sure to vacate conference rooms on time to avoid interfering with other users’ schedules. Another thing to be mindful of is canceling reservations – if you no longer want a service, it’s best to cancel it right away so that it becomes available for anyone else wanting a similar time slot.

6. Keep Everything Neat and Tidy

Cleaning the workspace was common practice even before the pandemic, but nowadays it understandably gained more importance. Besides keeping it organized by not leaving the usual coffee cups, papers, pens or any other personal belongings behind, members are now encouraged to sanitize the desks they use, as well.
Kitchens, bathrooms and other common areas deserve the same attention. Naturally, most coworking centers employ cleaning personnel to provide healthy and sanitary conditions but doing your bit in leaving the workspace as you found it remains the right thing to do.

7. Stay Home When Unwell

It goes without saying that being truly considerate of others entails going or staying home when you’re feeling sick. Whether it’s symptoms of a common cold, COVID or any other potentially infectious illness, it’s best to reduce risks by prevention.
Most of these codes of conduct are evergreen and well-known among professionals and businesses that frequent coworking spaces. They, in turn, would probably agree that when put into practice, these etiquette rules nurture a stimulating environment where there’s room for heads-down work, brainstorming, networking, and everything in between.

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What is WeWork On Demand and How Does it Work?

These Atlanta founders are creating opportunities and connection for women in business

It’s becoming hard to imagine a world in which remote work is not a possibility. Some would even say that it’s more the norm now than the exception. And as professionals of all stripes start to experiment with different workspace setups to find the optimal fit for their needs, flexible work solutions are also on the rise

We may have all tried, for lack of a better option, to turn a corner in our kitchen or living room – perhaps even our bed – into a home office. Some swear by working from a coffee shop where the service is impeccable, the Wi-Fi decent, and the brews delicious. People crouched over their laptops in airport lounges are also a common sight. We usually make do with what we have on the spot, but that can mean making compromises along the process. For instance, the boundaries between work and home become blurred, we are distracted by the noise in a coffee shop, or we wake up with back pain after having worked in uncomfortable positions at the airport. 

Coworking spaces were designed to scratch compromises of this sort. In fact, the purpose behind their design makes all the difference: they were intended as a place where people can work comfortably, without distractions.

If you’re on the lookout for a coworking space but aren’t yet convinced that you’re ready to trade your home office or favorite seat in a café for a monthly membership, then a day pass is your best bet.

What Is a Coworking Day Pass? 

As the name itself suggests, a coworking day pass grants you access to shared workspaces with all the amenities and business supplies you need for a productive workday. They don’t require a long-term commitment – instead, you can book a hot desk or a conference room and take advantage of the on-site perks without having to worry about monthly payments.

What is WeWork On Demand? 

WeWork On Demand is a non-committal, pay-as-you-go day pass that makes it easy to book a desk, a private office or a meeting room in any of the 360+ WeWork On Demand enabled locations around the globe. 

How Does WeWork On Demand Work?  

The easy-to-use nature of WeWork On Demand allows you to reserve a workspace for the day or a meeting room by the hour in a matter of minutes. All you need to do is pick your preferred location, book a hot desk, a private office or a conference room, and bring your laptop. You’ll find everything else readily available in the office, from coffee, tea, and indispensable amenities to comfortable nooks and friendly faces. 

Start by simply downloading the WeWork mobile app from the iOS app store or Google Play. Then, take advantage of the intuitive design of the app to find and book the space you want, pay as you go, and manage your account with ease. 

WeWork On Demand enabled locations are open for members during regular business hours (between 9 AM and 6 PM on weekdays, excluding national holidays) and can be accessed using a keycard that you receive on your first visit.  

Once you’re all set to work, connect to the WeWorkWiFi network, get a fresh cup of coffee, and make the most of the focus hours. And when it’s time to call it a day and unplug, make sure to collect your personal belongings before you leave, as WeWork locations do not take responsibility for personal property. 

How to Cancel a Booking? 

It can happen that something unexpected comes up or you simply change your mind and no longer need your upcoming meeting room or desk booking. In these cases, you have the option to cancel it at least 24 hours before the start of your reservation and receive an automatic refund. If you’ve missed the cancellation window, you can always reach out to help@wework.com for extra assistance. 

WeWork On Demand Guest Policy 

In addition to individuals who need a quiet pod for focused work, WeWork On Demand is an ideal solution for collaboration. As such, it is possible to bring guests to WeWork locations as long as you have a meeting room booked. This makes it easy to gather the team for a brainstorming session, a workshop, or meet clients in a professional setting without having to commit to a long-term office space.  

There are a few things to keep in mind before you reserve the conference room. Firstly, the number of guests is limited to the room capacity, including the host. Secondly, the host must be present before the guests arrive and throughout the duration of the meeting. It’s also important to note that access to the shared areas of the coworking space is not included for guests. 

The Benefits of WeWork On Demand 

Coworking spaces are excellent productivity boosters in general, and it’s no wonder: anyone can find a quiet nook for heads-down work or a bright and open area to mix and mingle with other professionals. It’s also no secret that the neighborhood coffee shops or people’s homes were never intended as offices, so the lighting, air quality, temperature, and even the furniture may negatively impact your productivity in the long run. In turn, all these elements across our WeWork locations are carefully curated with a busy professional’s needs in mind.  

We also can’t underestimate the power of face-to-face interactions, and here, coworking spaces shine once again. Many people choose collaborative workspaces precisely for their social dimension – they focus better when others around them are doing the same and they like spending their breaks sparking up conversations with other members. The nature of coworking spaces is also conducive to networking, so feel free to exchange ideas and even strike up a deal or two when you pop into the office for a day.

Where we work shapes how we work, and the comfortable and easy setups, attractive prices, convenient amenities and socializing opportunities all recommend WeWork On Demand for a productive workday.

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Six best coworking spaces in Singapore

These Atlanta founders are creating opportunities and connection for women in business

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WeWork 21 Collyer Quay in Singapore. Photographs by WeWork

Coworking spaces in Singapore are an increasingly popular way for entrepreneurs to find their footing and thrive in one of the world’s most competitive economies. 

Affordable and flexible workspaces allow teams to lease as much or as little office space as they need, as well as avoid the risks involved in locking a fledgling business into a long-term lease. This is especially important in Singapore, a city-state with a GDP per capita higher than most developed countries, and where commercial property remains among the world’s most expensive.

Whether you’re a freelancer, digital nomad, or business owner, WeWork On Demand offers pay-as-you-go access to shared office spaces across Singapore. If you need office space farther afield, WeWork All Access unlocks WeWork locations in cities around the world. 

With so much choice, finding a shared office space that’s right for your business can be a challenge. Let’s take a look at some of our favorite shared workspaces in Singapore.

21 Collyer Quay

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: Raffles Place MRT (2 minute walk) | Downtown MRT (10 minute walk)

Cross streets: Collyer Quay & Fullerton Square

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Located in the heart of Raffles Place, this flexible office space is part of the iconic Singapore skyline. On the doorstep you’ll find some of the city’s best features and attractions, from Michelin-starred restaurants like Braci to renowned cultural hotspots like The Arts House.

Inside the 20-floor shared space, you’ll find dedicated, full-floor offices, plus all of the amenities a growing business needs. Ideal for hosting clients, the 18th floor bar and the complimentary barista serve up refreshments alongside spectacular views of the Marina Bay. Bike storage and on-site parking makes getting to the office a breeze, and the building’s 62-seater auditorium makes the ideal venue for conferences large and small.

30 Raffles Place

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: Raffles Place MRT (1 minute walk)

Cross streets: Raffles Place & Battery Road

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Take your business to the next level with  shared office space in Singapore’s fast-paced Central Business District (CBD). This district forms the beating heart of the city’s business world and is home to leading global enterprises and plucky startups alike. Nestled amid the shimmering skyscrapers with top-floor restaurants, you’ll find ancient temples and hawker centers serving up world-renowned street food.

WeWork occupies nine floors of this impressive 33-story building, which hosts a range of beautifully designed private offices, affordable shared workspaces, and event spaces, decorated in murals reflecting this global city’s history and culture. 

109 North Bridge Road

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: City Hall MRT (5 minute walk)

Cross streets: North Bridge Road & Coleman Street

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This flexible office space in central Singapore is within walking distance of many of the city’s most acclaimed restaurants and cultural venues. Treat clients to a taste of traditional Singapore in one of the area’s hidden hole-in-the-wall cafes, or enjoy pairing cocktails and upscale small plates at the nearby Restaurant Labyrinth. 

Occupying the top three floors of a Grade A building, this convenient coworking space appeals to agile startups and established companies of all sizes. Teams will appreciate excellent amenities like the on-site showers, recreation rooms, private phone booths, and an available event space.

380 Jalan Besar

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: Bendemeer MRT (2 min walk) | Boon Keng MRT (5 min walk)

Cross streets: Jalan Besar & Lavender Street

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Located northeast of the buzzing Downtown Core, 380 Jalan Besar offers unrivaled convenience for startups looking to be in the center of a vibrant community of dynamic creatives and established companies. The centrally located office space is surrounded by a wealth of shops, cultural sites, and amenities, and is a short walk from scenic tranquility of Kallang Riverside Park.

Not that you’d need to leave this coworking space to find peace and relaxation. A highlight of 380 Jelan Besar is the office’s rooftop gym and swimming pool, which together with outdoor terraces and quiet spaces provide teams with a means to recharge.

Beach Centre

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: Esplanade MRT (5 min walk)

Cross streets: Beach Road & Purvis Street

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WeWork’s first location in Singapore remains one of the best coworking spaces in the Downtown area. All around this centrally located workspace you’ll find bountiful green spaces and foliage, created as part of Singapore’s visionary “garden city” project. 

Beach Centre fits perfectly into the local environment. The building was awarded the Green Mark Platinum award, which recognizes a developer’s commitment to sustainability in the built environment. Private offices, shared workspaces, lounges, and event spaces are flooded with natural light from floor-to-ceiling windows, while on-site showers mean teams can cycle to work comfortably.

Suntec Tower 5

WeWork All Access starting at: S$340/mo + GST for 6 months

Hot desks starting at: S$39/day

Nearby transit: Promenade MRT (3 min walk)

Cross streets: Temasek Blvd & Temasek Ave

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The five office towers of Suntec City are designed to look like the fingers of a hand when viewed from above, placing the spectacular, ring-shaped Fountain of Wealth in its palm. This impressive Downtown coworking space is situated in Tower 5 ( the “thumb”) of the mixed-used development and places your business in the center of a dynamic community of global enterprises and young companies from across the financial, fashion, and creative industries.

The building boasts some unique features for a building of this size, such as a modern spiral staircase connecting the shared office’s two floors. Double height floor-to-ceiling windows offer stunning city views, and teams can unwind with a game of ping-pong on the full-size table in the games area.

Steve Hogarty is a writer and journalist based in London. He is the travel editor of City AM newspaper and the deputy editor of City AM Magazine, where his work focuses on technology, travel, and entertainment.

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One week working all over London

These Atlanta founders are creating opportunities and connection for women in business

Traditional 9-5 office days are fading-out. In their place: flexible working, better work-life balance, and cool, comfortable workspace and amenities. Otherwise known as ‘WeWork’.

Boasting over 50 locations in London alone, with WeWork you can enter locations near home, or elsewhere in the city. Think Shepherd’s Bush on Monday, Waterloo on Wednesday, and East London on Friday; take your pick from a wide range of inspiring workspaces across the map where you can focus on deadlines, meet with clients (in bookable meeting rooms), and collaborate with colleagues from different offices. Better yet, with Transport for London’s (TfL) transport links –from tubes and buses to bikes and boats – you can shorten your commute, travel more sustainably, see more of the city, and spice up your Monday-Friday.

Keep reading to see how you can commute to different workspaces in London every day for a week..

Monday: Start West

If there’s one thing every Monday morning needs, it’s coffee. Add heaps of natural light, a cheery Community Team, and an easy route to work, and your week is off to an epic start. You’ll find all of that at WeWork 184 Shepherd’s Bush Road in Hammersmith. With its large, industrial windows that brighten the space and a mix of private offices, meeting rooms, lounges, and desks to switch up your location (and revitalise your work flow throughout the day), it’s the perfect place to tackle the start of the week.

TfL tip: Hammersmith station is just a six minute walk away. Tubes run up until midnight, so you can hit up Hammersmith Apollo after work for some live entertainment.

Tuesday: To the City

Just minutes from Moorgate station, WeWork Moor Place offers eight floors of flexible workspace in London’s financial district. Inside, you’ll find quiet workspaces, bookable meeting rooms, and casual seating areas for informal catch ups or enjoying lunch with your workmates. Outside, the building is surrounded by eclectic neighbours, like the Barbican Centre (ideal for post-work exhibitions), medieval ruins, and a number of quality pubs. 

Want to switch up your view during the day? Hop on a Santander bike (to half the walking time) and cycle to another nearby location: WeWork One Poultry, The City. The ride will cost you £1.65 and only take 5 minutes, max.

Be sure to check out the ‘clock room’; one of WeWork’s worst-kept secret work spots, with unrivalled views of Bank from behind a giant clock face. The design of the space is all-out quirky and guaranteed to get the creative juices flowing. Better yet, it’s close to a number of tube stations, like Bank and Cannon Street, so once your day of touring WeWork locations is done, you can be on your way home in no time.

WeWork 30 Churchill Place in London. Photograph by WeWork

Wednesday: A midweek pick-me-up

At 16 storeys high, WeWork 10 York Road, Waterloo  is the largest WeWork in the world, offering epic views of St Paul’s Cathedral and beyond. Inside, there’s space for every type of worker – from a quiet library for focused work to breakout areas for creative collaboration. Enjoy a lunchtime feast at the in-house pizzeria on the 16th floor and, when the clock strikes 5 (or 4… no judgement here), head to WeWork 10 York Road’s very own speakeasy. One push of the 9th-floor bookshelf and you’re inside a private lounge, complete with a pool table. 

TfL tip: Travel to Waterloo by water. TfL’s riverboat stops at the London Eye, just a 5-minute walk from WeWork 10 York Road, along London’s iconic South Bank.

Thursday: Soak up some history

Head to WeWork St Katherines Way when the sun is out and lap up the panoramic views of Tower Bridge, the Tower of London, and St Katherine’s Docks from the windows of WeWork. Overlooking the water, this workspace is the definition of a ‘destination workspace’ and is 100% worth a visit if you’re new to London (or utilising a WeWork All Access pass while travelling). Its dynamic workspaces are nestled inside a historic building, adding to its tourist appeal, with a private terrace to enjoy in warmer months too.

TfL tip: There’s nothing like a walk around St Katherine’s Docks on your lunch break, especially in warmer climes. Follow the river to soak it all in.

Friday: End in the East

Are you really a ‘Londoner’, if you weren’t excited for the Lizzy Line to open? 

For a visit to a slick workspace, surrounded by eateries, with bright spaces to set up your laptop, and an enjoyable commute thanks to the Elizabeth Line, WeWork 30 Churchill Place, in Canary Wharf will probably be your favourite WeWork. Five floors of mixed-use space, a central atrium bursting with natural light, and –as with all WeWork offices – a Community Team on hand to support your needs (and to duel at table football), it’s a great place to finish your week and enjoy a beer (or two) on tap.

TfL tip: Kick off the weekend by taking the Elizabeth Line, Jubilee Line, or DLR into central London from Canary Wharf station.  

A West to East tour of London with all the workspace, headspace, and unlimited coffee you need for a productive work week, as well as the freedom to change your office by the day (or even hour). Where should you start? Try WeWork All Access, with 25% off your first five months, terms apply. You can also try out WeWork for the day with WeWork On Demand, book your first  pay-as-you-go workspace daily booking for 50% off, with code TFL50. 

To make commuting easier, WeWork members  can also grab  20% off an annual monthly membership.  This promo can be redeemed on the Santander Cycles app or online. Code is shared via member communications and you can check out T&Cs for more information. 

Happy exploring!

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What is payroll tax and how much is it?

These Atlanta founders are creating opportunities and connection for women in business

WeWork Woodward Ave image
1001 Woodward Ave in Detroit. Photograph by WeWork

Knowing what payroll tax is and who pays it is an important part of doing business. As an employer, you’re responsible for calculating taxes and other deductions, as well as withholding the correct amounts from employees’ paychecks each month.

Getting your head around payroll taxes might be complicated, but finding your next office space shouldn’t be. WeWork designs flexible workplace solutions to suit every kind of business, providing collaborative spaces of all sizes and in locations around the world. 

For even more flexibility, WeWork All Access and WeWork On Demand let you access workspaces and meeting rooms in hundreds of locations across multiple cities, allowing teams to do their best work wherever they are.

In this article, we’ll take a closer look at the different types of payroll tax and what they include, as well as who’s responsible for paying them, and how they’re spent.

What is payroll tax?

Organizational culture is a term used to describe a company’s core values and beliefs. The concept of or

Payroll taxes are a tax on the salaries and wages of employees. They include Social Security and Medicare taxes, as well as federal, state, and local taxes. Put simply, payroll taxes are a mandatory contribution to the federal government, withheld from an employee’s paycheck each pay period and added to by their employer.

Where does this money go? Payroll taxes are mostly used to fund Social Security and Medicare, as well as to help pay for things like local infrastructure projects, public services, road maintenance, parks, and other government programs. Unlike income taxes, which are also withheld from pay checks, payroll taxes are collected to pay for specific programs. Income taxes are paid into the US Treasury and used for general government spending, while state income taxes end up in the state’s treasury.

Understanding payroll taxes

Payroll tax isn’t a single tax, but is the collective term for a bunch of different taxes used to fund government programs. Some of these are paid by the employer and some are shared equally by both the employee and the employer. 

Employees will be most familiar with Federal Insurance Contributions Act (FICA) taxes, which fund Social Security and Medicare, but many states and some cities will have their own local taxes, which may also need to be withheld by employers.

It’s up to the employer to properly calculate these payroll deductions every pay period, notify the employee of the correct amounts, withhold them from their paycheck, and pay them to the IRS.

There are four main types of payroll taxes, which we’ll describe below. Firstly, there are the Federal Insurance Contributions Act (FICA) taxes, which are shared evenly between the employee and the employer.

1. Social Security tax

Social Security tax is used to pay for the retirement, disability, and survivorship benefits of millions of eligible Americans. Employers and employees each pay 6.2% of the employee’s gross salary toward Social Security, up to the Social Security wage base. 

The Social Security wage base is the maximum amount of an employee’s wages that are subject to the Social Security tax, which in 2023 is $160,000.

2. Medicare tax

Medicare tax is used to fund Medicare benefits. Employers and employees each pay 1.45% of the employee’s wages toward Medicare, and unlike the Social Security tax there’s no income limit or wage base. Employees who earn more than $200,000 per year have to pay an Additional Medicare Tax of 0.9%. The employer must withhold this amount from the employee’s paycheck as usual, but they’re not required to match it.

3. Federal income tax

Federal income tax is withheld from an employee’s paycheck just like other payroll taxes–which is why we’re mentioning it here–but it’s technically not a payroll tax. Unlike payroll taxes, income tax is only paid by the employee, and the money goes toward general government spending rather than specific welfare programs.

Federal income tax is a progressive tax, meaning employees pay higher percentages of their salary if they earn more. In contrast, payroll taxes are regressive, meaning they remain a flat percentage of an employee’s gross salary.

Employer payroll taxes

Whereas both the employee and the employer pay toward Social Security and Medicare taxes, some payroll taxes are the sole responsibility of the employer to pay. These typically relate to funding unemployment insurance.

1. Federal Unemployment Tax Act (FUTA)

The Federal Unemployment Tax Act (FUTA) is used to fund unemployment insurance at the federal level, which pays benefits to people who get laid off or who find themselves out of work. 

This payroll tax is typically imposed on employers, not employees, and varies by industry and location. Employers are responsible for paying 6% of the first $7,000 of each employee’s wages. Employers who also pay state unemployment tax can get a federal tax credit of up to 5.4%, reducing the effective FUTA rate to 0.6%.

2. State Unemployment Tax Act (SUTA)

Similar to the Federal Unemployment Tax Act (FUTA) above, the State Unemployment Tax Act (SUTA) is a payroll tax imposed on employers and is used to fund state unemployment benefits. 

This tax is also sometimes referred to as state unemployment insurance or reemployment tax, and each state has its own rate and wage base limit.

How much is payroll tax?

So what do all of these various payroll taxes add up to for an employer? The answer depends on a range of different factors, including how many people the company employs, how much they get paid, the structure of the company, and where the company is based.

Federal Insurance Contributions Act (FICA) taxes are the simplest to figure out. Employer payroll tax rates for Social Security are 6.2% of each employee’s gross taxable wages, up to the wage base limit. Payroll tax rates for Medicare are 1.45% of each employee’s taxable wages. Remember that employers aren’t required to pay any additional tax if an employee’s salary is above $200,000.

Federal Unemployment Tax Act (FUTA) taxes are 6% of the first $7,000 of each employee’s wages, or $420 per employee. However, most companies are based in states that receive federal tax credits in return for paying state unemployment insurance, which can reduce the effective FUTA tax rate to 0.6%.

The payroll tax rate for state unemployment insurance is a little trickier to calculate as it varies by state. It can also be affected by things like the size of the company, how long it’s been in business, and staff turnover.

As well as the ones we’ve mentioned above, there may be other payroll taxes employers are responsible for paying. Check with your state government’s website for the most up to date information.

Steve Hogarty is a writer and journalist based in London. He is the travel editor of City AM newspaper and the deputy editor of City AM Magazine, where his work focuses on technology, travel, and entertainment.

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How to prioritize tasks when everything’s important

These Atlanta founders are creating opportunities and connection for women in business

WeWork Mitikah in Mexico City. Photographs by WeWork

During the workday, tasks are often prioritized (or not) according to the needs of others or the immediacy of deadlines. This can happen in our personal lives, too, with limited time spent on activities that are actually important, and more energy spent being “busy.” Prioritizing tasks effectively—with intention and according to future goals—can change this, ensuring that every task you tackle drives value and keeping unimportant tasks from cluttering your to-do list. 

By implementing prioritization strategies, you can drastically change the arc of your workday to really make the most of your time in the office—and at home. Whether you’re a sole proprietor or an executive at a Fortune 500 company, these strategies will help you evaluate and set your top priorities. 

Seven strategies for prioritizing tasks at work   

Thoughtful prioritization typically involves creating an agenda, evaluating tasks, and allocating time and work to bring the most value in a short amount of time. Prioritization should be flexible, as you may need to interrupt low-priority tasks for urgent must-dos. 

1. Have a list that contains all tasks in one 

Effective prioritization comes from understanding the full scope of what you need to get done—even the most mundane tasks should be written down and considered. To give yourself a complete picture, it’s a good idea to include both personal and workday tasks in a single task list. 

Everything from picking up your dry cleaning to scheduling a one-on-one meeting with your boss should be captured in the same place. Once everything is written down, prioritization typically happens according to the importance, urgency, length, and reward of each task.

2. Identify what’s important: Understanding your true goals 

While it might seem like an immediate time management strategy, prioritization is key in achieving long-term goals. Understanding what you’re really working toward—be it a promotion, a finished project, or a career change—helps you identify the tasks most pertinent to those future outcomes. It can be a good idea to break these larger goals into smaller, time-related goals. For example, a yearly goal can be deconstructed into monthly to-do lists, which then lead to weekly tasks, daily priorities, etc. 

For Alejandro Cerecedo, a senior fashion account executive at PR firm Another Company and a member at WeWork Reforma 26 in Mexico City, setting long-term goals is how he aligns and motivates his team at the beginning of each year. “We talk about their personal and professional goals, and we set a timeline for how we’re going to achieve them,” Cerecedo says.

This big-picture thinking is vital in prioritizing effectively: It’s a common misconception that being busy equates with progress. However, filling your day with tasks that have no impact on an ultimate goal is time wasted. Be honest with yourself about the lasting value of each task, and always have the end-goal in mind.  

3. Highlight what’s urgent

Your to-do list should provide full visibility of deadlines, helping you to identify which tasks must be completed promptly and to plan ahead according to future deadlines. 

Creating deadlines even when they’re not formally required is also important; otherwise, you will continue pushing back important tasks simply because they aren’t time-sensitive. (This strategy can also be helpful in increasing productivity and reducing procrastination.)

4. Prioritize tasks based on importance and urgency 

In his 1989 book The 7 Habits of Highly Effective People, businessman and keynote speaker Stephen Covey suggests tasks should be categorized (and then prioritized) according to importance and urgency.   

  • Urgent and important: These tasks should be done first
  • Important but not urgent: Block off time on your calendar to get this done, without interruption
  • Urgent but unimportant: Delegate. Delegate. Delegate. 
  • Neither urgent or important: Remove from your to-do list

Another strategy for ensuring important tasks are prioritized —even above asks from pushy stakeholders or “urgent” ad-hoc requests—is the Most Important Tasks (MIT) methodology. This strategy involves creating a separate list of just three tasks that must be done that day. These tasks should be chosen more for their importance than their urgency. To decide, ask yourself goal-oriented questions: What tasks will have the biggest impact on the end result? What can I get done today to further my progress toward that goal? 

5. Avoid competing priorities 

When the tasks you’re working on aren’t particularly difficult, it’s relatively easy to manage them in tandem. However, as difficulty increases, research shows people who are in positions of power are more likely to prioritize a single goal, whereas people in low-powered positions will continue to try and manage multiple priorities. This dual-task strategy has been linked to a decline in performance, which means the most important tasks aren’t fulfilled to the highest standard. 

A tactic for staying focused on one important task at a time is identifying likely distractions—concurrent tasks or ad-hoc requests—and actively avoiding them throughout the day. This means if you’re tasked with pulling data for a project at the same time you’re creating slides for a presentation, you should prioritize one task and avoid any work, emails, messages, or preparation related to the other. 

6. Consider effort

When staring at a long to-do list, it’s easy to become overwhelmed by the work that needs doing—a feeling that reduces productivity and leads to procrastination. A strategy to overcome this involves evaluating tasks according to the effort required to complete them. 

If your to-do list is becoming too burdensome, prioritize those tasks that require minimal time and effort and move through them quickly. This clearing of tasks will give you some breathing space and generate a sense of accomplishment to propel you throughout the day. 

7. Review constantly and be realistic

One of the steps in the five-step “Get Things Done” (GTD) methodology from productivity consultant David Allen involves critical reflection. Frequently reviewing your task list and priorities is key in “regaining control and focus”, Allen argues.

WeWork Coda in Atlanta.

Quick tips for effective task prioritization

As you realize the necessity of proper prioritization, it can suddenly feel more complicated—and more stress-inducing—than creating a simple task list. The key strategies mentioned above are summarized below, to help you set your priorities with intention. 

  • Write everything down: Personal and work tasks should be captured in one place.
  • Evaluate long-term goals: Consider your larger long-term goals, and the work you need to do to reach them. 
  • Break down larger goals: To understand how to achieve your long-term goals, break them down into yearly, monthly, and weekly achievements. 
  • Create clear deadlines: Give yourself full visibility of deadlines, and create deadlines for yourself when none are formally required. 
  • Employ the urgent-versus-important method: Prioritize urgent and important tasks; set a specific time to work on important nonurgent tasks; and delegate or remove all other tasks. 
  • Create a daily MIT list: Write down three important tasks that should be done that day. These tasks should always relate to your larger, future goals. TEST
  • Avoid distractions: Intentionally steer clear of competing tasks, especially as task difficulty increases. 
  • Consider effort: When your task list is becoming too much, prioritize according to effort and breeze through those easier tasks more quickly.

Prioritize your time and be realistic 

No matter how well you prioritize, there is only so much you can achieve in one day, and certain distractions are impossible to avoid. It’s important to be realistic in setting goals and prioritizing tasks. Otherwise, you’ll create false expectations of those around you, and you’ll constantly feel as if you’re falling behind.

Remember, the purpose of prioritization is to spend time working on the important tasks, those things that will make a difference in the long run and move you in the right direction. When prioritization is handled well, you’ll feel less reactive and more focused and intentional. The aim is to complete work that signifies true progress, and let all the rest—all the “busyness”—fall to the wayside. 

This article was originally published on February 6, 2020, and has been updated throughout by the editors.

Caitlin Bishop was a writer for WeWork’s Ideas by We, based in New York City. Previously, she was a journalist and editor at Mamamia in Sydney, Australia, and a contributing reporter at Gotham Gazette.

Rethinking your workspace?

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Why I don’t work from home even though I could

These Atlanta founders are creating opportunities and connection for women in business

WeWork 8 Cross St in Singapore. Photograph by WeWork

This post originally appeared on LinkedIn

Just because you can work from home doesn’t mean you should. I learned this in 2022. When I moved to Arizona from Singapore and started a remote job, I was excited about the time and money saved from not needing to commute.

But three months in, despite having a great home office, I knew it wasn’t the right solution for me. I found myself feeling isolated and mentally drained. 

So, at the suggestion of my wife, I got myself a hot desk with a WeWork All Access membership. And yet I can’t help but feel it was the best monthly expense for these three reasons.

Being in the presence of other people

While I don’t enjoy small talk, I do appreciate being around other people (in silence). I feel less lonely and more connected to the human experience. Remote work can feel transactional. 

Solutions like these [are] an investment in your talent.

Nicholas Patrick, senior enterprise account manager at an HR tech company

So being in the presence of others at WeWork who are also trying to achieve something is stimulating. Yes, I do have to engage in small talk sometimes, but even that I’m starting to enjoy.

Natural light

I’ll always remember the statement Alexander Mearns made when I interviewed him for my podcast two years ago: “Humans are solar-powered,” he said.

And while I understood it conceptually, I didn’t really appreciate how vital it was to optimal functioning. While we don’t need it all the time or in heavy doses, we do need to feel the energy that is absorbed from the sun’s rays. 

Having an office space with constant sunlight is especially important for someone like me who doesn’t like to leave a spot until I’m done with something.

It’s convenient and connected

In 2022, I’ve had the opportunity and privilege to travel for work. Many cities I visited had WeWork locations I could use when I was done with my customer meetings and needed a place to focus. 

That’s the beauty of WeWork. It has thousands of locations around the world, which is a great asset for anyone who travels for work and needs a designated place to focus.

Now, any challenges WeWork may have as a business is not the point of this post. In fact, they have no effect on you as a consumer. Like any other product or service, you use it until you can no longer do so. There are many other coworking spaces to choose from, though I can safely say, they don’t quite compare to WeWork.

What’s more important is to ask yourself: Am I the sanest and most productive at home or in an office setting? Because if you’re not, then the priority isn’t about saving money. Because it’s costing you your well-being.

And while it would be nice for your company to recognize the cost burden and provide you with support, don’t pull the trigger only when you receive financial support. I would hope companies view solutions like these as an investment in your talent. Invest in yourself this new year. 

Nicholas Patrick is a senior enterprise account manager at an HR tech company.

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