Latest news with #CarstenBruhn
Globe and Mail
21-05-2025
- Business
- Globe and Mail
Outcome over output: Move away from hustle culture to ensure long-term success
Carsten Bruhn is the president and chief executive officer for Ricoh North America. In North America, corporate culture can often glorify overworking and hyper-productivity, expecting employees to be available and connected at all times. However, recent data from a variety of parties including Mental Health Research Canada shows Canadian employees are growing tired of the 'rise-and-grind,' with more than two-thirds (69 per cent) of professionals reporting burnout symptoms. While hustle culture might yield short-term business gains, it is unsustainable and can damage a company's ability to attract and retain talent in the long run. Rather than driving employees to the edge of exhaustion, leaders can promote lasting growth by prioritizing purpose over immediate results and fostering a culture where employees feel a sense of fulfilment from their work. Sounds easy right? Not exactly. Meaningful implementation requires a commitment to seeking, understanding and acting upon the concerns, needs and ideas from your team. At Ricoh, striking the right balance between driving productivity and fostering purpose in the workplace starts with a culture that permeates all aspects of our business – one that recognizes the need for both flexibility and accountability. According to our employee engagement survey, that approach is working, with scores having steadily increased over the past few years. The more you give, the more you get Our new digital workplace has created the opportunity to curate a unique work experience. Traditional 9-5 schedules have given way to greater flexibility, and with it, a greater need for self-discipline. We are better able to focus on things that are meaningful both within and outside of our jobs and we've found that providing some leeway can mitigate burnout and cultivate loyalty. According to a recent Ricoh survey, the 2024 North American Workplace Fulfillment Gap Index, 88 per cent of Canadians said openness to new and better ways of working is important to their decision to stay in their role or at their current company. Fulfilment has an equal impact on retention, according to the same survey, with 84 per cent indicating that feeling fulfilled at work is a main deciding factor as to whether they stay with a company. However significantly fewer (14 per cent) report feeling completely fulfilled at work. Why is that? The onset of a hybrid distributed workforce has made it more difficult to build and maintain a common culture, to regularly engage with one another and collaborate from different locations. Burnout can stem not just from an always-on workforce, but from the roadblocks to connection and collaboration. It is crucial for leaders to engage their teams consistently and provide the tools that allow them to easily engage with one another. Lead the charge and unplug Another approach I encourage is unplugging and that starts from the top down. Setting boundaries between work and personal life is core to fostering wellbeing. When work-life boundaries are blurred, people experience an increase in emotional exhaustion and declining happiness. How do we unplug with phones always on us at home and at the office? I encourage leaders of each business unit to set the tone that's right for each team – perhaps it's a 'no-reply' expectation past working hours and weekends or offboarding projects before an employee takes a vacation so they can fully turn off while on a break. This allows them to enjoy their time away from the office and focus on recharging during much needed rest time. It's important to recognize that what's happening outside of the workplace can also be overwhelming. Many people are struggling to comprehend what's happening in the world today. Things can feel as though they are out of our control, leading to emotional burnout. As leaders, we have the power to set the example and make well-being equally important to business outcomes. There are times to 'hustle' or step up and times to rest. Flexible, hybrid workplaces thrives when we all understand and abide by the personal and business priorities that drive that give and take. By fostering a culture that values purpose, rest and boundaries, companies can create an environment where employees thrive – not just survive. The shift away from hustle culture isn't just about improving work-life balance; it's about ensuring long-term health for both individuals and organizations. This column is part of Globe Careers' Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at and guidelines for how to contribute to the column here.
Globe and Mail
14-05-2025
- Business
- Globe and Mail
Welcome to the workplace: How leaders can champion Gen Zers to drive future success
Carsten Bruhn is the president and chief executive officer for Ricoh North America. For most Gen Zers, new return-to-office mandates are the first time they have ever stepped foot into a physical office. For older generations who began their careers before the pandemic, return-to-office is not as jarring, in fact it's a return to a familiar setting. For Gen Z, however, entering the workplace has come with some challenges, including differing communication styles, values and career expectations. According to a recent Ricoh survey, 55 per cent of Gen Zers report they feel less fulfilled at work versus five years ago. The fulfilment gap presents a great opportunity for leaders across all generations to champion and nurture Gen Z as the next group of leaders. Leverage experience According to LinkedIn, 76 per cent of Gen Z believe learning is key to a successful career, so as Gen Zers enter your workplace for the first time, it can be helpful to lean on more tenured employees across generations to support the transition. One way to guide Gen Z's success in-office is by pairing them with experienced colleagues through a 'work buddy' system. More experienced employees can bring a wealth of knowledge about office dynamics and mentor Gen Z employees on how to navigate workplace culture, communication expectations and the subtleties of day-to-day office life. I regularly encourage all team members to have a best friend at work – someone you can turn to for everything from administrative processes to emotional support. If members across the organization can become people champions for one another, it helps every generation feel a sense of belonging and purpose. Host sessions by generation I find it valuable to hold listening sessions to better understand the distinct needs of employees across generations. These sessions allow employees at all levels a safe place to express their ideas while providing critical input for leadership looking to attract and retain the best talent. It can also reinforce the kind of culture that values transparency and open, honest communication. Each year I meet with our summer interns to present our Culture of Excellence – a framework for purpose, attributes and behaviours that enables our business strategy and underpins our success. This ensures our newest team members get an in-depth understanding of our culture from the start. We also look at results of our employee engagement surveys by generation to better understand the differences among our team members about how they see fulfilment. Seek unexpected outside counsel Beyond listening to next-generation professionals at Ricoh, I often find inspiration from my own children, who are also Gen Z, as they offer an honest, unfiltered perspective on what motivates and fulfills the new generation entering the workplace. I've learned that this generation is willing to come into the office if there is strong culture, cutting edge technology and flexibility around expectations for in-office policies. My daughter was shocked to learn that I used to come into the office everyday by 9 a.m., with a 1.5-hour train commute each way, five days a week in a pre-pandemic world. Our shared prosperity relies on thriving employees across all generations. As Gen Z quickly becomes a major force in the labour market, the challenge will be for leaders to think about how they can connect and engage with young professionals. No one can underestimate the level of experience and expertise that will leave the work force as this new generation steps in. The need for thoughtful succession planning and knowledge transfer is critical, as is creating an environment where people are self-disciplined, engaged and motivated. Whether through holding regularly scheduled team calls, setting weekly targets or other means, make sure activities are meaningful, have purpose and inspire action. By fostering an inclusive, supportive and adaptive workplace, organizations can ensure that Gen Z employees not only integrate seamlessly but also thrive. Bridging the gap between generations through mentorship, open communication and a shared commitment to growth will create an environment where every employee – regardless of tenure – feels valued and fulfilled. As leaders, we have a unique opportunity to champion the next generation, shaping workplaces that are both innovative and deeply connected to the evolving needs of today's work force. By doing so, we can build stronger, more resilient teams that drive success now and in the future. This column is part of Globe Careers' Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at and guidelines for how to contribute to the column here.
