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:
- Currently…
- At this time…
- We are still learning…
- This is our current position…
- 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.
- Mask-wearing is required when near others.
- Green, yellow, and red wristband indicate the comfort level of employees with physical contact.
- Give 10 minutes of walk time to get to meetings. Don’t schedule back to back meetings.
- Distribute hand sanitizer.
- Have IT staff available to help with network and Wi-Fi issues.
- Provide guides for hybrid work to supervisors.
- 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
So did Molson Coors accept responsibility for all of the future ramifications of the vaccine mandate on their people? Notwithstanding that they don’t stop contraction of the virus, there is increasing awareness and concern around severe side effects (including much higher instances of death and disability) and even guidelines to move away from certain vaccines (that were supposedly fine just weeks ago). Vaccine mandates would seem to be very dangerous ground for a company (legally and morally)?
Thanks for chiming in Michael…. Your concern is one of the reasons this issue is so difficult for leaders to navigate. My reading indicates their decision was a response to concerns of many employees.
I appreciated both Michael’s comments and Dan’s response. There are no easy answers here.
Thanks Travis. BTW. My wife said it looked like I was endorsing Molson’s approach. I was simply reporting it. They are definitely in the minority. But, it is the way they approached this situation. Cheers
What’s the point of the wristbands? Either socially distance or don’t. If you can’t get everyone you want back in and maintain appropriate distancing, rethink it.
I can’t speak for Molson but no organisation I’ve ever worked for has enough IT staff to deal with what comes up.
“…masks in the conference room hinders effective video communication…” Experience suggests it doesn’t do much for non-video either…
Thanks Mitch. I mulled over that decision too. It does seem a little weird. Especially if most of your colleagues are wearing one color and you are wearing another. It was just the way they decided to address a concern that employees had voiced.
Wrist bands make sense to me. Some people are clueless and “go in for the hug” or handshake. A wristband saves an awkward rejection or a begrudged submission. Employees should not have to repeatedly explain or justify their comfort level on distance to co-workers who may react to rejection or want to argue the point. Wish we had them at church so the well-intended, effusive huggers can respect the boundaries of those who happen to take the virus more seriously. It beats carrying around a pool noodle! 😀
Why did you have to go there Dan? You’re better than that. I really enjoyed your posts when they were about leadership. This is about something else.
Thanks for your question. All of the leaders I coach are grappling with how to deal with Covid. I thought I would throw some information about what others are doing in their buckets.
I find the topic important to leaders.
I respectfully disagree with Randy and appreciate you addressing this topic Dan. Covid is one of the top issues that require near daily discussion by business leaders today. Corporate policies can make or break an organization if the leaders of the organization are not in tune with the climate of their employees. I found this quote to be the high point of the article; “Skillful leaders stay flexible when making decisions in turbulent environments.”.
Thanks Dr. B. One of the things that makes this difficult is some feel clarity on the issue and others don’t. But all leaders bear responsibility to navigate the issue.
I agree
Any coming posts about the unconstitutionality of mandates and the stripping away of individual freedoms in the name of “safety?”
Sent from my iPhone
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Thanks for your question. I have to leave that one to individual leadership teams to grapple with. It certainly is a hot issue.
Some of the leaders I work with have received death threats over this one.
BTW… I’m not endorsing Molson’s decision. But I thought my readers would benefit from knowing.
A real-time case study and a thorny one…
You shifted from principles to issues … Leadership thinking to leadership applications …
That’s great, we embrace the principles so we can navigate in the reality.
I’ll be watching the comments.
Thanks Ken. It’s actually a pleasure to provide space for people to express their perspective on this issue.
As I see it, Coors leaders & employees assessed the actions currently best suited for the common good. That will leave some folks with more concerns about their own good (rare side-effects, individual liberty) feeling dissed. A classic case of “you can’t make everyone happy.” Thank you for sharing the information, many perspectives help more than fewer.
Thanks Scott. Your comment reminds me of one school leader who said, “We make the best worst decisions.” All you can do is tighten your belt, try not to make long-term decisions, and shoulder the responsibility of the path you choose. (And the consequences.)
If you think side effects are rare, you’ve only relied on mainstream media for your news. Myocarditis is a serious heart condition that averages about 400 cases per year – there are over 13k cases since the beginning of this year. Go listen to the Joe Rogan interview of Dr Peter McCollough (the most peer reviewed physician in America). It’s time for people to open their eyes. This isn’t just a normal corporate policy.
Thanks again for jumping in Michael.
There is nothing to grapple with Dan. I don’t argue the validity of COVID fears, but they are no more prevalent than any other health fears. My business may not be large (70 employees) but we have not closed a single day, nor mandated masks, social distancing, or vaccines. I agree that communication is key and I met with all staff last year and discussed their freedoms and responsibilities. I suggest that leaders struggling with how to handle this travel to the south and see that it is alright to continue with “normal” life. Here in Mississippi it has been such for quite some time.
Thanks Andrew. Your comment is so helpful. In your case, it sounds like you didn’t simply make a unilateral decision. You talked it over. It seems that is what Molson did as well.
It seems that one size doesn’t fit all. I work with leaders who run businesses that require everyone to be physically present. For them, they navigate safety protocols, but staying home isn’t an option. There are other leaders who have to make decisions about coming in or staying home because many workers can work from home.
Thanks again for sharing your experience and the way you handled this.
Hi Dan: I appreciate hearing how others are dealing with this overwhelming issue. The fact that it causes discussion among us is good. I think everyone is working as hard and as thoughtfully as possible as we’re living through this pandemic. We’re faced daily with confusing, conflicting, and changing variables — and no end of oversight governance all putting in their own requirements in for companies to follow. Communication and compassion are key.
Thanks Mary. Glad you find this useful. You’re right. Communication and compassion. I’ll add that making the tough decision can be done compassionately.
I suppose we want everyone to be happy. But navigating today’s business climate is going to make some happy and some unhappy.
If people can say that leadership listened carefully and decided thoughtfully, then that’s about the best you can do.
Our school leaders read your blog almost every day. This by far was the most disappointing log.
Mandate Vaccines…. This is not leadership…
I will not read anything else you write for the rest of the year. If I ever see a post like this again, I will never read your blog again.
On Fri, Dec 17, 2021 at 5:35 AM Leadership Freak wrote:
> Dan Rockwell posted: ” 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 offi” >
Thanks for adding your thoughts, Paul. You lead in one of the most turbulent and volatile sectors. The school leaders I work with wouldn’t mandate vaccines. But they still have to make decisions that are unpopular with some. It’s very challenging when you include children in the mix.
I always want my readers to get benefit. Sorry you didn’t find any today. I wish you well.
PS One of the leaders I work with wrote me an email saying he thought Molson’s approach was idiotic.
So informing you of the choices being made by leaders of specific organizations deserves to be chastised? Dan did not advocate for or against, he informed. Your choice to not read, but why only this year? Is 2022 a fresh start? Covid is gone and leadership will not have to deal with it in 2022? Ignorance and/or arrogance?
Dan,
No worries on my part.
I believe in science, yet we are all different in reactions to vacinations.
At this time there is not a one size fits all solution.
Education, Vacination, masking, avoidance of others all come into play.
Yet people still become ill.
I respect all veiwpoints and will tell you I cjose to follow science and have had no issues as we speak.
If the lord calls my name so be it! Put on my Tombstone “He listened to science”.
Cheers Happy Friday Dan
What if Jonas Salk never developed Polio vacines or other Virologists finding cures ?
Thanks for chiming in. I’m enjoying all the comments on today’s post. It’s another indication that leading through Covid is a challenge for many.
You should check out how Lovesac leadership handled team members returning to headquarters as well as their delayed reopening of stores!
Thanks Whitney. It is interesting to see how various companies are responding. I’m sure their leadership has grappled with the issue.
Dan, Thank you for this. As school administrators, we have had to be very flexible over the past 18 months. Also, I am wondering who to attribute the quote “Skillful leaders stay flexible when making decisions in turbulent environments” to. I think it is perfect.
Thanks Philip. Education has been in the thick of it for nearly two years. You have my respect for hanging in there.
The quote is mine. But, we have to stay open to the probability that many others have said the same thing or something similar.
Thanks for sharing Dan. I think a big takeaway is working with your staff to make sure everyone has a voice. It doesn’t mean you will come up with a solution that everyone approves, but everyone was part of the process. Much easier for us, we have less than 40 staff. Anonymous online surveys have proven helpful for us as well since not everyone is comfortable speaking up in an all-staff meeting, virtual or in-person.
Thanks Ben. Hats off for your approach. As you indicate, the biggest factor is to listen, and do your best to help others feel heard. Thanks for mentioning anonymous surveys. Normally, I’m not a fan of anonymous stuff. But in these days, it seems like due diligence.
Thanks for sharing this one Dan. The responses you have gotten are a microcosm of why this is such a difficult issue for leaders to navigate. I have a hunch you knew it would be inflammatory and would require some grace. I appreciate the way you have responded and stayed above the fray.
In the time I have been reading this blog I think you strive to make people think outside the box and drive conversation. Yet again you have done just that…
Lastly, these decisions are awful and every one of them will be judged with the clarity of hindsight. Unfortunately the people making them aren’t given that opportunity….
But as Teddy Roosevelt so eloquently put it:
“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing and the worst thing you can do is nothing.”
Thanks Dan!
Thanks RB. The Roosevelt quote is perfect.
You have me figured out pretty well. If I can encourage, challenge thought, and/or be practical then it feels good.
Today’s conversation invigorates me. I never try to artificial create controversy. I don’t want to intentionally offend. But I am glad to bring up alternative viewpoints. For me it’s all about tinkering with the ideas.
My wife told me, after this post was published, that at first she thought I was saying every company should mandate vaccinations. I think some of my readers had the same impression. In any case, I did add a short note to help set the tone.
I accept that there is huge diversity of thought on this topic. Leadership is hard. If I can be useful, then it’s my pleasure.
Cheers
Thanks for sharing this one Dan. As a leader in a healthcare environment the concept of mandated vaccines certainly wasn’t as challenging as it was just being able to implement the physical controls to limit spread (distancing, PPE, etc)
Thanks George. Respect to you for serving through these difficult days. There are so many good people in the world who are doing their best to make a difference.
As Lincoln said – adapting a quote from John Lydgate, a 15th Century Monk & Poet
“You can please some of the people all of the time, you can please all of the people some of the time, but you can’t please all of the people all of the time.”
Not everyone will be pleased by whatever the decision is regarding this topic. Period.
However, when leaders listen to and then act on the inputs from from many sources; but, especially their own employees, then they will be in a position to make the best worst decision, as Dan so wonderfully stated above. This is leadership in action as opposed to leadership in theory. And that is where true leadership is born – in the crucible of action.
Keep up the great posts, Dan. I read them every day and enjoy every one of them.
Thanks Bill. The Lincoln quote or Lydgate is perfect for the situation leaders face today. The struggle hits every aspect of life… Even families are divided.
Thanks for being a regular reader. Much appreciated.
Dear Dan,
I loved this topic, at the moment we are grappling with staff members returning to work and those of us who never stop coming to work “COVID mandates comfort levels”. For us that never worked from home our comfort level of working together is good. Meaning we may or may not wear masks when we’re working together. Because we rode the wave together and none of us contracted COVID plus have been vaccinated (our own decisions) it’s boosted our confidence levels which makes us feel comfortable around each other. It wasn’t like that at first. God only knows the struggles we went thru to get to this point. Those that have only been coming to work in the offices regularly for about 4 months now are still dealing with feeling comfortable working with us other staff members. It’s actually caused a devision and has been harder to communicate with each other. Moving into 2022 our CEO already said we are going to address our comfort levels, personality traits and our communication flow. All these have been altered due to COVID. Thanks for addressing this I loved all the comments.
Thank You
Marvin
Thank you for this post. As I read through the initial reactions, I reminded me of the reactions we deal with as leaders and have to be able to navigate past for the sake of the rest of the team. Thank you for your guidance and the reminder that leaders are not exempt from having a poor reaction about a touchy subject. I also want to note on the amazing way you have responded to all the negative posts. As a new leader, that has been helpful for me to also see.
Dan, long time reader and trepidatiously 1st time commenter. As someone dealing with this for an organization, there definitely are no easy answers. I’d be interested in learning what Molson did for its front line workers. We see a significantly higher vax % in our corporate staff versus front line. This is what makes the Biden mandate so difficult (and expensive) to enforce or comply with. Couple that with current job market (we have >1,000 openings), so a loss of 10% of our employees (especially front line) would be disastrous. Leading is always fun! Thanks for your weekly insights.