Molson Coors Faced Complexities When Returning to the Office

Molson Coors Faced Complexities When Returning to the Office

Lyft, Ford, Uber, Alphabet (Google parent company), and Apple delayed plans to bring employees back into the office.

Facebook and Wells Fargo currently plan to return in January.

Molson Coors Beverage Co. had corporate employees RTO (return to office) in October. The Wallstreet Journal reports it was a little more complicated than expected.

Four lessons:

#1. Mandate vaccination.

Molson mandated vaccines for 2,200 corporate employees as a condition for RTO. Less than 1% of U.S. corporate staff quit, either because of the vaccine mandate or required return to the office.

Molson also mandated boosters.

Many employees felt safer returning because of vaccine mandates.

(I’m not endorsing mandated vaccination. I’m simply reporting what Molson did. – Added for clarity at 9:39 a.m. on 12/17/21)

#2. Be flexible, open, and transparent.

Every company listed above has modified their response to COVID.

Skillful leaders stay flexible when making decisions in turbulent environments.

Words that apply:

  1. Currently…
  2. At this time…
  3. We are still learning…
  4. This is our current position…
  5. We’ll keep you informed…

The CEO of Molson, Gavin Hattersley, indicated you can’t overcommunicate.

#3. Listen and adapt.

The leadership team considered a four-day week but settled on three. Employee input was central to the decision.

Hatteresley seemed to prefer five days a week in the office. Ultimately, Molson requires all employees report to the office on Monday, Tuesday, and Thursday.

#4. Seven practical considerations.

  1. Mask-wearing is required when near others.
  2. Green, yellow, and red wristband indicate the comfort level of employees with physical contact.
  3. Give 10 minutes of walk time to get to meetings. Don’t schedule back to back meetings.
  4. Distribute hand sanitizer.
  5. Have IT staff available to help with network and Wi-Fi issues.
  6. Provide guides for hybrid work to supervisors.
  7. Wearing masks in the conference room hinders effective video communication.

What factors must be considered when bringing people back to the office?

Bonus article: Uber, Google, Ford Delay Office Return as Omicron’s Spread Threatens Business Districts – WSJ

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Four Advantages of Being an Underdog

Four Advantages of Being an Underdog

Small improvements are better than giving up, even when the odds are stacked against you.

David is literally a little guy in the battle against Goliath. Today we use ‘David and Goliath’ to describe situations where an underdog stands against the odds.

It’s exciting and terrifying to stand up when problems are big and perfect solutions are fantasies.

Image of a cute puppy. Working to improve something is better than crying about how bad things are.

Four advantages of feeling like an underdog:

#1. An underdog has nothing to lose.

No one faults underdogs when they make small improvements, even if they don’t solve the whole problem. At least they tried.

Working to improve something is more noble than crying about how bad things are.

#2. An underdog explores novel solutions.

The establishment keeps using worn out strategies because the established way feels safe. People with experience work to preserve their position and save face.

An underdog is free to try new things. David defeated Goliath with a sling and a stone. It was a laughable strategy.

If you didn’t have position or title to protect, what might you try today?

#3. An underdog talks about elephants.

The status quo points fingers. An underdog invites the elephant to dance.

An underdog knows that when problems persist, current solutions aren’t working. Something different needs to be done.

Instead of pretending problems don’t exist or thinking things will magically improve, an underdog looks problems in the eye.

#4. An underdog doesn’t worry about perfection.

It’s a longshot when an underdog wins.

When the odds are stacked against you, embrace it. It’s easy to talk yourself into doing nothing. When you feel small, do what you can. Throw a rock and see what you hit.

Winning is a bonus when you’re an underdog. It’s all about getting in the game.

What small thing can you do today to make things better?

How might the voice of experience be holding you back?

Resource: The Upside of Being an Underdog (HBR)

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How to Leverage the Power of Imagination to Develop Leaders

How to Leverage the Power of Imagination to Develop Leaders

Will Durante summarized some of Aristotle’s thoughts when he wrote, “You are what you do repeatedly….”

You are what you repeatedly do AND what you do begins with imagination. You only do what you first imagine yourself doing.

If you can’t imagine it, you can’t do it.

Imagination is the beginning of everything we create.

Image of a mystical foot bridge. The gap between aspiration and imagination is first bridged with imagination.

First things first:

The gap between aspiration and performance is first bridged with imagination.

You imagine how you’ll handle a tough conversation or lead a meeting, then you do it. Untested skills and behaviors are first practiced in your imagination.

Excellence is bringing performance into alignment with imagination.

Beginning not end:

Imagination is a beginning. You can’t become a great communicator by sitting on the couch imagining your words influence others.

Imagination doesn’t create anything. Only action brings things into existence.

You become who you imagine yourself to be, but only when imagination shapes action. What if you can’t imagine new actions?

Who do you know:

Suppose you’re helping someone develop finesse with tough conversations. Ask them to tell you how they might handle the next conversation. If they say, “I don’t know,” tap into their imagination.

Ask, “Who do you know that is great at leading tough conversations?” After they say someone’s name, ask them, “What might they do?” Make a list of three behaviors.

Repeat this exercise two or three times. Ask, “Who else comes to mind?” (The people you discuss don’t have to be perfect.)

Use the list of behaviors. “Which of these behaviors might you try?” Follow that with, “Could you tell me what you might do if you tried that? Be as specific as possible.”

New behaviors first live in our imagination.

You become who you imagine yourself to be if you put imagination into action.

How do you help people develop new behaviors?

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Two Words that Will Make You Less Critical of Others

A fellow traveler had stopped very close to the bottom of the escalator to search in their luggage while creating a potential pile up in the airport. “Good grief,” I thought angrily, “How self-absorbed can that person be? That’s just dangerous.”

Hanlon’s razor is a rule of thumb that suggests we never attribute to malice what is adequately explained by stupidity. Even rude and thoughtless behavior isn’t necessarily malicious, but instead self-absorbed or, as Hanlon believed, just stupid.

What category did the person at the bottom of the escalator belong in? I don’t know and that isn’t my point.

My point is that I was being very critical.

It is easy to find fault in others. Being critical seems like a natural disposition. We easily spot the bad behavior in others while we ignore or justify our own.

But isn’t it odd that what we often criticize others about something we also do or have done?

I don’t recall purposely blocking the exit of an escalator but am sure I mistakenly caused a backup or inconvenience to others without noticing.

That’s why I’ve found two words helpful for reducing this tendency I share with so many others.

When I start to be critical, I pause to ask myself, “Have I?”

More broadly, if you aren’t currently doing something you criticize others of, have you ever? There’s no upside in minimizing it. Whether you do or have done something thoughtless or stupid once or many times makes little difference.

We all make mistakes. Do stupid things. Say something rude and regret it later.

An honest recognition and admission of the same things in ourselves that we criticize in others should make us less harsh and judgmental.

I’m no proponent or apologist for bad behavior. But like us all, I have been and am guilty of it myself. So now before I criticize another for something he or she did, I simply ask myself,  “Have I?” That question gives me a kinder perspective on others and a more realistic perspective of myself.


Mark Sanborn is an award winning speaker and Leadership Expert in Residence at High Point University, the Premier Life Skills University. For more information about his work, visit 

Author: Mark Sanborn

Mark holds the Certified Speaking Professional designation from the National Speakers Association (NSA) and is a member of the Speaker Hall of Fame. He was recently honored with the Cavett Award, the highest honor the NSA bestows on its members, in recognition of his outstanding contributions to the speaking profession. In 2020, Global Gurus named Mark the #5 Leadership Authority in the world.

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How to Get a Grip on Your Schedule – The Three Big Rock Laws

How to Get a Grip on Your Schedule – The Three Big Rock Laws

A person who has a grip on their schedule has a grip on their life.

Cramming more activities into less time is like walking on marbles. Running from one thing to the next means your life is frantic and shallow.

Your relationship with time reflects your relationship to life.

The secret to getting a grip on your schedule is serving the Big Rocks.

Image of a shallow river. A long to-do list is the sign of a shallow life.

Big Rock Laws:

#1. Always focus on the Big Rocks. The Big Rocks are the most important things.

There are only two big rocks.

#2. Forget about the small rocks.

#3. Always live by law #1.

To-do lists:

A long to-do list is the sign of a shallow life. You either check things off quickly or you feel overwhelmed. In both cases you’re juggling small rocks.

The seduction of small rocks is they are completed quickly.

Why small rocks are deadly:

Small rocks are like magic hats filled with rabbits. You pull one out and another one appears. Small rocks multiply.

How many times have you ended the day wondering what you got done?

Reality Check: The Two Big Rocks

The first Big Rock is taking care of yourself. Take care of your body, soul, and spirit.

The second Big Rock is taking care of others. First, take care of the people you love; others follow.

Warning: Small rocks love to pretend they are big.

The Big Rock Laws are helpful, but they aren’t THE secret. There is no secret!

There are a million small ways to serve the two Big Rocks. You’re back to the problem of a magic hat full of rabbits.

You can only do a TINY fraction of all the things that could be done. Accept your limitations or you’ll always be dancing on marbles while juggling small rocks.

How might people get a grip on their schedule?

What’s on your to-don’t list?

Further exploration: Put in the Big Rocks

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Dear Dan: When is it Time to Leave a Job?

Dear Dan: When is it Time to Leave a Job?

Dear Dan,

This is my 10th year working at the same place. When is it time to leave a job? How will I know if I should stay or go?

I don’t want to leave my profession, just the current job.


Thinking about Leaving

PS I’m Albanian so I’m sorry if I do any misspelling.

Image of two ducks running on water. It's better to run toward what you want than to run away from what you don't want.Imag

Dear Thinking,

I assume you feel an itch to make a change.

You probably feel tension between the devil you know and the devil you don’t. In other words, we usually prefer the comfort of the status quo to the anxiety of stepping into the unknown.


Fear is useful.

Make a list of the top 5 things you’re afraid of losing if you don’t make a change. You might learn about yourself when you reflect on the items on your list. Use the following questions to examine your list of fears/concerns.

  1. Fear shows you what’s important. Look at your list. What’s important to you?
  2. How might you achieve what you’re afraid of losing without making a change?
  3. How likely is it that you will achieve what you want if you change jobs?


You might come at it from another angle. What do you wish was true at your current job? Perhaps you can craft a new place with your current employer. If you can’t, your wishes give you ideas about what you’re looking for.


If you stay at your current job, how will you feel about yourself?

If you make a change, how will you feel about yourself?


Talk over big decisions.

Find two or three disinterested people who can think through this decision with you. Don’t talk to friends or family. They all have some interest in telling you what you want to hear.


Another consideration is what opportunities are available?

Don’t leave your current job until you have something lined up.

A lateral move with more opportunity might be a viable consideration.


It’s better to run toward what you like than to run away from what you don’t like.

Final considerations:

Are you the type of person who tends to stay too long or leave too soon? What does your personal story tell you? Do you have too much grit or do you quit too soon? My feeling is you have plenty of grit.

People with grit tend to hang on to the same job too long.

You have my best,


What suggestions might you offer Thinking about Leaving?

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Find Meaning and Purpose at Work – I Don’t Think So

Find Meaning and Purpose at Work – I Don’t Think So

The biggest mistake we make about meaning and purpose is believing it is outside us.

You could be a medical missionary in the jungles of Brazil and still feel like you’re missing something.

Purpose is about who you are, not what you do.

Image of a curious squirrel looking at the screen. Work doesn't give you purpose. You give purpose to work.

We live purposeless lives because we’re looking in the wrong place.

You don’t find purpose. You bring it with you.

Work doesn’t give you purpose. You give purpose to work.


Why are you showing up for work every day? That’s your purpose. It might not be noble, but it’s your purpose. Or it might be benevolent or self-centered, but it’s your why.

Suppose you show up so you can buy a new car, home, or vacation. If you work for vacation, pleasure is your purpose. Perhaps you show up to take care of your family.

Purpose is your reason, not simply what you do.

Feelings and purpose:

Purpose doesn’t make everything feel good. Parenting is meaningful work, but it isn’t always fun. Sometimes it drives you nuts.

Purpose and power:

You might hate your job, but you put your head down and pull like an ox because it serves a higher purpose.

Purpose and freedom:

A person with noble purpose is free in every situation, even if it’s painful.

Circumstances don’t give meaning and purpose. Incompetent people, for example, are an opportunity to a leader whose purpose is people development.

Find or Bring:

We live purposeless lives because we’re waiting for the “purpose fairy” to tap us on the head.

Don’t wait for purpose to find you. Bring it through the door with you.

Choose how you show up. Some people show up to make things better. Others show up angry and frustrated. It’s all about what’s inside.

You find meaning when you bring purpose to work with you.

What is the difference between finding purpose and bringing it with you?

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7 Ways to Avoid the Pitfalls of Optimism

7 Ways to Avoid the Pitfalls of Optimism

There’s a dark side to Oz. The wizard is a fraud. Optimism doesn’t cure every ailment. It causes some.

An optimistic novice is like an idiot with a box of fireworks standing by a campfire.

Image of a field of sunflowers. Real optimists don't believe hard work is easy.

7 ways to avoid the pitfalls of optimism:

#1. Focus more on near-term goals.

Ask people to explain what it takes to succeed today. Optimists irritate people who actually know what hard work is.

#2. Accept reality.

When someone shows up with their hair on fire, don’t tell them it’s not a big deal. It might not be a big deal to you, but it’s a big deal for the person who feels the heat.

#3. Stop cheerleading.

Cheering from the sidelines – when people are in the mud every day – makes you a drunken cymbal player in a symphony of one.

#4. Get dirty.

You don’t have something better to do when the wheels fall off the wagon. Don’t do people’s jobs for them. How can you make hard work easier?

#5. Have more time for details.

An optimist who ignores details is a three-legged donkey in a four-legged race. Ask, “What am I missing?”

You don’t need to know everything. But at least get an idea of day-to-day challenges.

#6. Respect difficulties.

An optimist skips the bunny trail and rides the ski lift to the top of the mountain. “It can’t be that hard.”

#7. Buckle up for the long haul.

Stop telling people this will be over soon.

There are months to go before current turbulence settles down. By the time this turbulence subsides, new storms will arise.

Have confidence you will prevail, but don’t believe it will be over soon.

Real optimists don’t believe hard things are easy. (Stockdale Paradox)

The real question is how will we succeed in the storm?

How might leaders avoid the pitfalls of optimism?

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3 Unexpected Interventions that Changed the World

3 Unexpected Interventions that Changed the World

Ted Geisel crossed the Atlantic on stormy seas in the Fall of 1935. It was eight days of agonizing monotony. He sat at the bar for hours, the rhythmic thumping of the ship’s engines driving him crazy.

Ted’s wife finally suggested he write silly rhymes to the rhythm of the engine. It was an idea that changed the lives of millions of people, including Ted’s.

Image of a cute puppy. Your greatest contribution is you.

He got off the ship with a rhyme circling his head. “And that is a story that no one can beat.” Six months later Ted Geisel, the children’s author you know as Dr. Seuss, completed his first children’s book.

“I wrote the book to get it out of my head.” Dr. Suess

Ted couldn’t sell, “A Story that Can’t be Beat.” After his twenty-seventh rejection, he headed home to burn it. That’s when he ran into Marshall “Mike” McClintock.

Ted’s old college buddy from Dartmouth was the new Juvenile Editor for Vanguard Press. Twenty minutes later Ted had a book deal.

The third unexpected intervention happened when Ted was assigned to the Army Signal Corp during WWII. His commanding officer was film director Frank Capra. You’ve probably seen, “It’s a Wonderful Life.”

Frank taught Ted how to tell a story. Frank eliminated everything from Ted’s scripts that didn’t move the story forward. Sometimes there was nothing left and Dr. Suess had to start over.

Frank also taught Ted storyboards. In the future every children’s book Dr. Seuss ever wrote was storyboarded first. The surprise…

The three people that changed Ted’s life were just being themselves.

Develop yourself to enhance your contribution.

Go ahead!! Live with a hint of anticipation. You might change someone’s life today. You might not change the world, but you will contribute something.

Note: Since those irritating ship engines in 1935, Dr. Seuss has sold over 600,000,000 children’s books.

Source: “Becoming Dr. Suess

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