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Employee Appreciation Leads to Happier Workforce (duh) and 18x Higher Productivity


This Employee Appreciation Day, observed Friday, March 4th, will be the first since what’s been termed as “The Great Resignation,” referring to the roughly 33 million Americans who have quit their jobs since the spring of 2021. Though we love to celebrate a day highlighted for employees, we also want to appreciate them throughout the year. Plus, we want to appreciate employees as human beings and not exclusively as part of a workforce.

While we can all agree that showing appreciation is the right thing to do, there are other measurable benefits, including a company’s bottom line. Research from O.C Tanner, an institute focused on corporate culture and employee experience, has found that the probability of great work increases by an incredible 18x when employees are recognized.

  • With all the obvious benefits, what’s the best way to make employee appreciation a regular practice? Recognition needs to be integrated into the company’s culture. Here are a few practices employers can implement:
    Establish policies for leaders to recognize team members every week or biweekly – via Slack, email, presentation or a forum natural to the company
  • Budget for bonuses
  • Send digital gift cards for coffee or their favorite shop
  • Set up an email account that encourages all employees to send messages recognizing their peers’ tremendous and small efforts that goes to all leadership
  • Offer extra time off. Most have endured a higher level of stress these last few years; all of us have changed the way we live, work and interact. Giving an extra day that doesn’t tap into their PTO showcases that you care about their mental health and want them to think of themselves first.
  • Find time to connect outside of work meetings. Do a virtual game with peers or, when possible, meet in person for an activity like an escape room. During working hours, set up a coworking Zoom call to banter while you work. It shows that you want to connect outside of simply deliverables.

The biggest takeaway: Understand what each employee wants, what they value and what makes them feel seen and heard. Every person is different and wants to be appreciated in different way. The only way we can make sure people feel seen is if we find the time to connect with them on a human level. Each one of us is more than just our work.

A toxic workplace can lead to a 300% increase in depression; how to know if you have one and steps to solve the problem


As we jump into the new year, we take inventory of what is working and what is not: relationships, physical movement, mental health and the elusive work-life balance. When we map these out, we tend to focus on our personal lives outside of the work when we should also be applying these — relationships, movement, mental health — to work itself. After taking inventory of these areas, evaluate what changes need to be made. Are there small changes that can improve your work life? Or, maybe it’s time to make a bigger change and find a place that works better for you.

study in Australia found that toxic workplaces increase the risk of depression by 300%. Let’s break down the key aspects we laid out above and identify what is toxic and how to break the cycle.


We’ve all seen the cartoon of the boss versus the leader where the boss is yelling orders juxtaposed with the leader to helping to carry the load.

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We work harder, better and more enthusiastically for someone who lines up shoulder-to-shoulder with us than when working out of spite or fear. Most of us spend the majority of our time and energy on work. Leadership must acknowledge and support employees without demanding a lot of their time and also allowing enough time to complete assignments. Ways the workplace can build better relationships:

  • Open and honest communication
  • Appreciate employees: Acknowledge accomplishments right away
  • Show value and be empathetic: Learn the kind of praise each team member values – in front of the whole company, a private moment, involving their family, etc. – and deliver accordingly
  • Follow through on commitments: Showcase deadlines and follow-up if not met
  • Learn from your employees: Acknowledge that their views are important


Movement promotes active, alert and engaged employees. Having a calendar full of back-to-back meetings brings down morale as well as energy and creativity. Management can set an example by showcasing how important it is to take a break and move your body.

Ways to move:

  • Offer to pay for standing desks
  • Have employees block time to walk outside or take a work-out break
  • If able to meet in person, have walking one-on-ones or walk to a coffee shop

Mental Health

Outside of movement, we need mental breaks to gather our thoughts. Employees benefit from setting out time in the morning to see their day ahead and to settle from the morning they might have had, especially for those still working from home. I know I personally need a break after my toddler yells at me because she wants a different backpack, so you never know what colleagues and employees are having to juggle at home. It’s also useful to take a break between projects to reset and give your best work to the next task.

Ways to have a mental break at work:

  • Offering Headspace to employees for free
  • Setting mental time for beginning/mid/end of day
  • When on PTO, not reaching out to give that mental space
  • Making sure that employees take their earned PTO

Choose to implement some of these changes for yourself, for your team or suggest to your HR team. Little changes go a long way. And remember, perfection is the enemy of greatness. The balance will always be a bit off but we can all continually reevaluate in search of that harmony.

Preleasing: Why it is more important than ever before

One of the biggest challenges for companies today is finding and securing the right real estate. The old way of doing things looked something like this: your broker puts together a survey of a dozen or so properties, you tour them and choose the best two or three, then the landlords compete for your business.

Though a periodic nightmare every few years for most companies, at least there was confidence that there would be a successful result. Today, for a myriad of reasons, there is a supply issue that has forced companies to change the way they typically look for space. What happens when you have outgrown or outlived your current space, there are only two or three properties available with your specifications and when you tour them, you don’t like any of them?

This describes many of the markets today. Many development companies hit the pause button on building office space for a good decade after the Great Financial Crisis. When the pandemic hit and the future of office space became uncertain, most other planned projects for office space were shelved again. Together, these factors mean that when a project does get financing and actually gets built, companies looking for space may find that it is already leased by the time it is finished. This is called “preleasing” and it is a concept that most companies need to get familiar with if they want to effectively compete for the right space.

The tables have turned. Now, companies are competing for the buildings versus the old standard of buildings competing for the tenants. A great example of this is UnCommons, our highly-anticipated $400 million mixed-use development opening in Las Vegas next year. The first phase of UnCommons’ nearly 180,000 square feet of office space is 99% leased and won’t be complete for six more months. We are getting ready to start preleasing Phase II of UnCommons. The types of companies we’ve attracted were not small local businesses, but discerning regional and global companies such as DraftKings, Morgan Stanley, CBRE, Sotheby’s International Realty and BDO. These industry leaders saw this pattern in other markets and realized that they needed to secure space in newer, more modern developments while there is still space. It’s just like the old game of musical chairs. In fact, UnCommons’ first official tenant, CBRE, signed their lease before we even broke ground.

In general, preleasing can be very risky for a company. What if the project is delayed, or doesn’t get finished? What if it ends up being much different than initially represented? What if my company’s needs change during the development period? What if, what if, what if? There are many reasons companies procrastinate on making real estate moves, especially if the focus is on risk management. But the real risk to an enterprise may lie in the fact that the modern workforce wants more out of the workplace. And if a company doesn’t get this right today, the bigger risk may be getting or keeping the talent that really moves the needle of the success of the company.

Today, companies may want to start thinking about office leases two years prior to its expiration. Yes two years. Interview and hire a broker early. Have them keep you informed of new developments as they may take up to two years to complete. Track progress of the leasing and be ready to pounce when you need to. I realize that it is almost a miracle if the timing lines up perfectly for the new development and your existing lease obligation. Try to approach your current landlord and negotiate some flexibility in your existing lease. Check your “Holdover” paragraph in your current lease to see what type of penalties you have if you need to extend for a short term. Most new leases offer some free rent in the beginning that could help cover some of those holdover costs, so you are not paying double rent.

For most companies, the opportunity to relocate to a modern workplace is a top priority, and although rent is an important factor, don’t lose sight that when the music stops…you will need a chair.

Tom van Betten is vice president of strategic relationships at Matter Real Estate Group, the developer behind UnCommons.

Looking to relocate your business soon? Let’s connect:

Community Matters: Making an Impact by Giving Back as a Business

On this Giving Tuesday the start of what some call the “Giving Season.” During this quarter’s Uncommon Conversation discussion, we challenged the idea of the “Giving Season” as giving lip service to community when our communities need – and deserve – our support all year long. I was joined by Joy Hoover, founder and former CEO of The Cupcake Girls, founder of soon-to-launch enterprise, Esōes Cosmetics, and Jen Taler, co-founder and creative strategist of Fergusons Downtown. We talked about how to decide what to support, why giving should happen year-round, how nonprofits can keep donors engaged, and how UnCommons bucks the trend of a single season of giving.

When setting up a corporate giving plan, it’s important to include your team in the planning. Start a conversation! What causes matter to employees? Are there current organizations that team members already donate their time and/or treasure to? Not everyone has the resources to have a building named after them or a fund in their name, but Hoover believes that everyone has a way to contribute. She lives by the motto: “Start where you are. Use what you have. Do want you can.”

We urged attendees to expand the Giving Season to something that lasts throughout the year. Taler challenged the idea of the Giving Season by reminding attendees that the “why” a company wants to support a cause doesn’t change, so the level of support should remain consistent. As Hoover stated, many organizations and businesses would prefer to receive $100 each month than a one-time donation of $1,500 at the end of the year. The same goes for supporting local, small businesses. Many highlight Small Business Saturday two days after Thanksgiving but it’s important that we support these small and local businesses throughout the year.

One way Hoover suggested that nonprofits can engage supporters to contribute throughout the year is by showing the results. Many of us have received goodie bags, swag and T-shirts from causes that we support. At best, we wear these shirts to bed or reuse as rags around the house. At worst, they end up in a landfill. Hoover encourages nonprofits to engage donors by showcasing the work that’s being done and what their dollars are being used for, rather than spend funds on tchotchkes. Inviting donors to volunteer their time with the organization helps donors see the firsthand impact of their contribution and results in donation that are bigger or made more frequently.

We have taken Hoover’s motto to heart  at UnCommons, where we are now bringing together thought leaders to share ways we can all spread giving throughout the year. As an example, we give all team members one paid day off each month for a day of volunteerism.

We look forward to what we’ll learn during our next panel. Uncommon Conversations is a free-to-attend recurring panel discussion that encourages ambiguous, vulnerable and open dialogue celebrating differences and cultivating a shared human connection. If you missed the conversation and want to watch, see the full recording here, previous discussions on UnCommons’ blog here and be sure to stay tuned our social channels and monthly newsletter for our next Uncommon Conversation.

The Technology Behind UnCommons

It may be counterintuitive to think that a space centered on human connection will have a strong focus on technology. At UnCommons, we believe that properly utilizing technology in fact frees up more time, headspace, and energy for those important person-to-person relationships.

Every day it feels like there is new cutting-edge technology that is being introduced to make life easier. But how do you approach an office space with MANY people who have different priorities and ideas on what is convenient? Using technology to simplify being a tenant—be it unobtrusive building security, efficient parking or catching up on community happenings—we are fostering connection between humans.

It can be annoying when you can’t find a fab or hard key to get into a space. I’ve been there before, as I’m sure we all have. At UnCommons, we are utilizing Openpath to solve this reoccurring problem. Utilizing your phone and Bluetooth to access the space will mitigate any hassle associated with traditional key or fab entry. Openpath is an innovative and intelligent access control that automates security infrastructure so you don’t have to dig in your pockets to find a key or hope that a friend with access walks by.

How about the headache of parking?! Well, that is where Flash Parking comes into play. Flash Parking will help the manage parking structures with integrated access control, kiosks, valet, and more, that seamlessly sync to a cloud dashboard for automation and insights. Everything will be operable from your phone to access the garage or an automatic license plate scan for a seamless exit.

This might sound like a lot of tech for one space. The benefit of all these amazing functions are that they will be integrated into our UnCommons app by Host CBRE.

In the app, tenants and guests will see what is happening in their space and outside their four walls. Features we plan to include in the app:
· Community events calendar
· Ability to book meeting space
· UnCommons news
· Capability to place food and beverage orders from UnCommons’ restaurants
· Exclusive links and discount codes for tenants

We are aiming to make the entire experience at UnCommons seamless. The future of that is technology. We can’t avoid it and finding the best ways to integrate it will keep us connected and make our workflow easier.

Trust, Transparency and Culture are Silver Bullets to Winning the War for Talent

On Friday, Sept. 17, we hosted our second “Uncommon Conversations” panel discussion in conjunction with the Las Vegas Chamber. In light of today’s competitive environment for attracting employees, we focused the discussion on “Winning the War for Talent: What Do Employees Want.” Led by UnCommons Community Director Amalie Zinsser, the thoughtful conversation shared insights from wife-husband power household Alex Estrada, product designer at global remote software company, Help Scout, and Benjamin Cline, design director and co-founder of product studio, Rally Interactive.

Many leaders feel like talent is leaving in alarming rates and the numbers support the perception. According to Harvard Business Review, in July of this year, four million Americans quit their job, with the top fields for resignation being tech and medical, leaving 10.9 million open positions. With what some have termed “The Great Resignation,” Alex and Benjamin shared what they believe will help companies retain their employees.

Benjamin reminded business owners that perhaps their business is their baby but for their employees, it’s still a job. No matter how engaged an employee is in their work, they will still have other priorities. Alex and Benjamin agreed that the most important pieces for employers to work on for the sake of their employees is trust, transparency and culture that makes each individual feel valued.

Every person is made up of different fabric and has different priorities; therefore, each employee has a different way of working that is best for them individually. Employers are best served to set up an environment where each person has what they need to do their job then set them loose. UnCommons helps to support this with trails dotted with local art that will be a welcoming setting for walking meetings. Employers must learn who their employees are, how they work and what their priorities are. Employers must trust their teams to do their work and emphasize output instead of input.

With teams moving day by day from virtual to in-person to hybrid working models and back again, it’s important that leaders are transparent. Benjamin told a personal story about being transparent last year when revenue in his company hit a brick wall and his team was feeling uneasy. He also shared tangible ways to increase transparency:

  • Expectations for advancement must be made clear so anyone at any level can set their sights on the next step and work towards it, should they choose
  • Increase frequencies of one-one-ones
  • Establish office hours

Trust, transparency and many other important parts of winning the war on talent can all be explained by culture. Everyone talks about it but it’s not easy to create. The duo emphasized that it’s okay for employers to stumble when working to enhance the company’s culture because it shows that they are working towards change. Employees should also feel empowered to influence the company culture that are part of instead of being dictated to. Some think that virtual work is a roadblock to culture, but Alex insists that’s not true. If an office is set up for virtual working, it’s much easier to transition to in-person and hybrid. Additionally, if a company is set up for virtual work, team members never feel that they’re missing out, whether working remotely or because they had to miss a meeting for an unexpected appointment. Some simple tips Alex shared to set up a workforce for virtual work and enhance that culture:

  • Include a Zoom link in every meeting regardless of if you anticipate anyone using it
  • If every meeting is recorded and posted, then those who missed a meeting OR new team members can efficiently catch up
  • Document work, whether written or on video with a tool like Loom, takes time but is worth it so everyone can be involved and easily jump in where needed
  • Create virtual times where two people are randomly matched that mimic watercooler talks or passing in the hallway where team members who aren’t working on the same projects have 15-minute virtual chats

Underlying all these suggestions is that employers will best succeed if they treat their team as individuals and understand that each has different priorities and work styles. Fitting a triangle employee into a square role makes the employee feel undervalued and isn’t necessary with a little bit of thought, a lot of communication and some technological assistance.

Uncommon Conversations is a free-to-attend recurring panel discussion that encourages ambiguous, vulnerable and open dialogue celebrating differences and cultivating a shared human connection. If you missed the conversation and want to watch, see the full recording here and be sure to stay tuned our social channels for our next Uncommon Conversation.

How UnCommons is Protecting One of Our Most Valuable Resources: Water


It’s an indelible reminder of how climate change and drought have affected Southern Nevada: the 140-foot “bathtub ring” at Lake Mead — the source of 90 percent of our community’s water — tells one side of a story about the fragile nature of living in the driest city in the driest state in the country.

With the lake at its lowest level since it began filling after the completion of Hoover Dam in the 1930s, the bathtub ring also physically underscores an expected move by the federal government to declare shortage conditions in the Colorado River Basin that will reduce Southern Nevada’s water supply by seven billion gallons a year beginning in January 2022.

But there’s another side to the story, one where the entire community plays a role in conserving water—while striving to maintain a sustainable and vibrant economic future for the Las Vegas Valley.

For more than two decades, the Southern Nevada Water Authority (SNWA) has developed and implemented a myriad of water-conservation programs and policies for residents and businesses alike that have yielded, and continue to yield, impressive water savings. And with the federal shortage declaration imminent, these programs are taking on heightened significance in the coming months and years.

Through SNWA’s Water Efficient Technologies (WET) program offered to the business community since 2001, participating businesses in the WET program have saved more than 19 billion gallons of water.

It’s time for us all to play our part in conserving one of Earth’s most valuable resources. Community is at the center of everything we do at UnCommons and few causes are more important than protecting our literal lifeline – water.

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As we’ve designed the exterior at UnCommons, we’ve done a number of things in effort to earn the coveted SNWA Water Smart Hero title:

  • We feature drought-tolerant species adapted to Las Vegas’ varied climate, a majority of which use minimal waterto reduce irrigation
  • Plants are grouped in hydrozones for watering compatibility. Most groups need low water and medium-waterplants are used sparingly
  • Irrigation valve zoning has taken sun and shade exposure into consideration to minimize evaporation
  • The irrigation controller automatically adjusts runtime schedules as the weather changes
  • The ‘smart’ controller will maximize waterefficiency, using only what is necessary by the on-site conditions
  • The irrigation controller is complimented with a rain sensor to shut-down irrigation system during rain event
  • Rock mulch is installed in all planting areas to reduce evaporation
  • Planting and trees are irrigated with subsurface drip line irrigation, which has an irrigation efficiency of about 90%
  • Synthetic turf area will have no run-off or overspray
  • Irrigation control system uses a master control valve and flow sensor to provide additional management and safety shut-off should there be any abnormal flow conditions (leaks, breaks in pipes, blown out fittings, etc.)

We invite those at residential properties to join the cause with these few easy, and money saving, ways:

  • Banish grass with water-smart landscaping and earn a rebate $3 square feet
  • Fight leaks with a smart leak detector that finds hidden leaks, then pings your phone, and get a rebate of up to $200
  • Command your landscape watering with a smart controller that adjusts watering with your phone, and earn a rebate of up to $100

Find details on these Water Smart Landscaping Rebates and other helpful resources, including Water Smart landscapers, on the SWNA website.

The SNWA is doing its part too and has identified about 4,000 acres of non-functional, unused grass in the Las Vegas Valley. Replacing this grass with water-efficient landscaping will save more than 9.5 billion gallons of water annually, about 10% of the community’s total water supply –more water as all resort hotels along the Las Vegas Strip.

While drought and climate change continue to pose challenges for the foreseeable future, UnCommons stands by the SNWA in the commitment to maintain a viable, sustainable water supply for the entire Southern Nevada community.

Helping Your Employees Avoid Workplace Burnout When Returning to the Office


Going to raise my hand and say, “Hi, my name is Amalie, and I’ve experienced burnout.” Even before the pandemic, the world was already experiencing burnout at a high level. In 2019, the World Health Organization included burnout in the 11th Revision of the International Classification of Diseases as an occupational phenomenon.

Then March 2020 hits. Frontline healthcare workers felt a brunt of work on a whole other level leading to even more stress, as did those in what we began to call “essential workers” like grocery store cashiers, factory workers, mail carriers and bus drivers. Some of the workforces were transitioned to work from home (WFH) and the “work” and “home” lines quickly began to blur together.

This harsh pivot made many employers reevaluate their perks and take care of their employees differently.

With such high burnout before the pandemic followed by a wave of stress during the pandemic, the question is: How do we bring employees back into the office without leading to increased burnout, and possibly even decrease the growing phenomenon?

Having an inclusive and supportive culture 

The most important tenet is to allow employees to speak up about how they are feeling and coping with returning. Every employee has a different home dynamic. Respecting and being open to feedback about how best to support each individual will help diminish their stress and anxiety, making an employee feel valued and fully understood so they can bring their best work and energy to the office. A follower shared with me that their employer helped them return to the office with a hybrid schedule since they having kids to take care of at home on the days they WFM. Don’t expect to have your workforce 100% in the office right away, as everyone has their own adjustment period.

Creating a healthier workspace

Alright, so you have a hybrid model in place. But what about the physical space? Before the pandemic, the perks of modern office space were ping pong tables, trendy furniture and beer on tap. Burnout was thriving in that environment. Now, every inch of the office needs to have the employee in mind and keep everyone as healthy as possible. At UnCommons, for example, we are increasing our common area spacing, indoor air quality, touch-free technology and UV lighting; setting physical space outside to unwind and unplug to take in the fresh air. We are encouraging people to take a moment to themselves.

Follow up, follow through

The hybrid model is set up. The office reflects a safe, calm, supporting space. Now what actions are best practices for the team:

  • Create a task force that checks in with employees monthly about how they are coping with the return to the office, the workload and the hybrid model.
  • HR and leadership should diligently report any issues that arise or feedback that caused them to pivot to better the workplace for employees.
  • Keep the team informed what is expected of the team and be quick to update the team when expectations change.
  • Be consistent with communication between those in the office and those working remotely. Team members shouldn’t feel like they are getting less or different information based on where they working

These are the reasons we’re creating a place where people can work and live better. Together. At UnCommons. How?

  • WELL Certification, we have pledged to the highest standards of air, materials and comfort.
  • Life. Balance. To us, sustainability means people, teams and companies thriving in harmonywithin their entire surroundings.
  • The Onsight Community Team focuses on setting up meaningful peer-to-peer and mentorship relationships to concentrate on personal and professional development.

I confessed at the beginning of having to deal with the experience of burnout. Do you know what got me through it? My community of peers who supported and helped me find my balance. Now, more than ever, we need each other and we need time and patience with ourselves and those around us as we dip our toes back into the office pond and work to discover a balance.

It is true no matter what situation:

We are all human, and we are all trying to thrive. Let’s do it together.

Best Practices to Determine Office Space Needs in a Post-Pandemic World

Over the last two decades, I’ve helped companies locate and negotiate the perfect office space to lease. Part of the process is to facilitate the thinking through the challenging decisions they’re required to make before choosing a space that best suits them. Of them all, probably the most daunting question is “How much space do we need?” Nobody wants to overestimate the requirement for financial reasons or underestimate and risk an operational blowback. Answering these questions has become even more complicated in the last 18 months as companies examine the need for physical office space and the function of that space.

That process starts with deciding how much and what kind of space is needed in your office floorplan including private offices, workstations, conference rooms and other physical spaces. One part of the process that many companies overlook the importance of is anticipating what direction the company is going, how the company is integrating new technology and how the key people in the organization see their teams working in the future. They type of work performed at the office can inform the ideal floorplan. For instance, if you are a software company with code developers, there is less need for collaboration or conference rooms, versus a creative company where group thinking is more prevalent.

Confused yet? You’re not alone. Post pandemic, we have seen even the most sophisticated real estate departments approaching these questions dumbfounded. Here are few important conversations that have been helpful for partners as they work to determine the optimum floorplan and leasing requirements for their company:

Understanding the New Hybrid Workforce Trend

Over the last year, companies have realized that some job functions can be performed remotely without losing time or work quality. Many employee surveys are confirming that employees prefer to choose when they come in to work, and therefore the birth of the “hybrid” of both work from office and work from home options. One thing that many experts agree is that to truly experience a work culture, employees will need to frequent the office. Other important reasons for a physical office space include collaboration, training and the fact that many people’s social circles are in fact their colleagues at work. After a long year of isolation, employees want to be social again.

“Office time” is not only about days in the office, but also about time of day at the office. Imagine you have a 45-minute commute at 7:30 a.m., but its only 15 minutes if you left your house at 9 a.m. As an employer, a delayed arrival may not have been something an employee would have requested in 2019, but you can expect it moving forward. Perhaps the employee starts the day at their home office with the expectation they are at the office at 10 a.m. The employee will also likely be less frustrated thanks to the lack of traffic and more content when they arrive to work, having saved valuable time.

Consider surveying your employees to see what is important to them, and then balance the new freedoms they request against productivity. This may be a trial and error for a few months. This is not a time to be too prescriptive, as these best practices are evolving every day. Most companies are finding that hybrid work does not lead to less office space required, as employees still require the same amount of desk and collaborative space.

Examples of how some of the most well-recognized companies plan to structure their return to the office, as reported by CoStar:

  • Salesforce: 56,000 employees – Salesforce, San Francisco’s largest employer and office occupant, recently extended the option for its workforce to continue to work from home through at least the end of 2021.
  • Google: 150,000 employees – Google CEO Sundar Pichai told employees that, while “campuses have been at the heart of the Google community” for more than two decades, the company would implement a long-term flexible work model for its employees around the world.
  • Apple: 37,000 employees – Apple is asking a majority of its employees to return to the office at least three days a week in an effort to build continuity and gradually return to its pre-pandemic days of in-office collaboration. Workers are expected to be in the workplace on Mondays, Tuesdays and Thursdays to promote consistency.
  • Facebook: 59,000 employees – Facebook plans to begin opening at 10% capacity depending upon local health data and to slowly ramp up to an estimated 50% capacity by September. However, Zuckerberg said a large portion of the tech giant’s workforce may never return to an office again.
  • Uber: 22,000 employees – The company’s headquarters reopened at about 20% capacity with employees allowed to return on a voluntary basis. Starting in September, Uber said it plans to shift to a hybrid work model where employees can work from home up to two days a week with “the clear expectation that they also come into the office three days a week.”

Incorporating Health and Wellness Trends

Safety is something that will be top of mind for employees in the future; it is human nature after the pandemic. Better indoor air quality, touchless access and an overall cleanliness is what employees expect today. More natural light is the top request on many surveys and can be accomplished by moving the private offices to the interior of the space, adding glass so spaces are not stifled and moving workstations to the window lines. Or, companies can look for buildings with a better “window line” altogether. Many modern buildings today have maximized their glass lines and some offer floor-to-ceiling glass. Plants, bright colors, better LED overhead light and wider hallways are all more popular than ever in floor plans. Many companies are also considering including a meditation lounge or functional fitness room to their programming.

An example of an office space that has been re-tooled to fit the needs to the post-pandemic workforce even before breaking ground is UnCommons, which will change the idea of what it means to office in a thriving and inspiring workplace. Opening next year in southwest Las Vegas, we are creating a workplace with market-leading design and technology, floor-to-ceiling windows that welcome both daylight and views, balconies for fresh air, a conference center that can be used to host small meetings and workshops, and outdoor meeting areas.

Although people have been more focused on their own health, they are also putting more importance on the health of the environment. Energy-efficient buildings and sustainability goals will quickly become top of mind again and help a company’s story as they recruit and retain talent. UnCommons, for example, will be the first of its kind in Nevada to be built by the standards for WELL™ Certification, which are the highest third-party endorsement of a building’s performance and protection of employee health. UnCommons is also pursuing certification by Green Globes®, a nationally-recognized green rating assessment, guidance and certification program.

It takes more thought than money to solve many of these requests to support a thriving workforce yearning to get back to the office. By starting with thinking about how your workforce, both current and future, will use the space and what kind of expectations they’ll have for flexibility and wellness you’ll be on your way to office nirvana.

Matter Turns Three: Milestones Along the Way

We all tend to move so quickly that we gloss over the big moments or, even worse, totally miss them. At Matter, we try to always look for reasons to celebrate, and maybe even have a little party. As we celebrate Matter turning three in 2021, we had a little fun by comparing our special day with the third birthday of a child. Below are some of the milestones for both:

A three-year-old child: 10 billion neurons in their nervous system.

Matter at three: $10 billion in projects and experiences.


A three-year-old child: Weighs about 31 pounds.

Matter at three: Has poured 111,000 cubic yards of concrete which is over 217,000 tons!


A three-year-old child: Starting to climb furniture and cabinets.

Matter at three: Starting to raise the walls at UnCommons.


A three-year-old child: Learning to draw.

Matter at three: We still like to draw, but now we put that energy into drawing plans for walls, not on the walls.


A three-year-old child: Ready to start potty training.

Matter at three: Proud to say that most of us are potty trained!


A three-year-old child: Begins to show empathy and comfort others.

Matter at three: Building UnCommons for the community and their needs.


A three-year-old child: Throws, kicks and catches a ball.

Matter at three: We still catch Tom kicking and screaming every once in a while…


A three-year-old child: Likes to play with toy cars.

Matter at three: We still think cars are cool which is why we sponsor Max Root, a professional driver who competed in the most recent 24 Hours of Le Mans in a Matter Ferrari.

As we enter this fourth year, we couldn’t be more excited about what’s ahead for us, particularly the unveiling of UnCommons. We invite you to join in our journey of this next year and to find a reason to celebrate your accomplishments, big or small!