Looking back at months working from home, what did employees miss most from the workplace? Graphic via UH.edu

The commute, the water cooler talks, the in-person meetings. Have we missed these things? Or can the research enterprise, for the most part, stay virtual?

“Many people who have been working from home are experiencing a void they can’t quite name,” said Jerry Useem in The Atlantic. Maybe getting back to our old routine will do us good.

Tracy Brower in Forbes wrote, “Many of the reports of increased productivity were early in the pandemic. Some have dubbed this ‘panic productivity,’ attributing the early perception of increased productivity to the adrenaline boost people got from the sudden shifts in the nature and location of their work. Job loss was rife, and people may have been working like crazy in the hopes of staying visible, relevant and ensuring their boss thought they were still adding value even from home. But in the words of W. B. Yeats: “Things fall apart.”

Studies are showing now that we’ve hit our breaking point a year and a half into the work-from-home onset. What do we miss the most?

The commute

It can’t be the commute. Or can it? The work-from-home boom will lift productivity in the U.S. economy by five percent, mostly because of savings in commuting time, said Enda Curren in Bloomberg.

But Useem wrote specifically about commuting, and what he found was incredible: in 1994, an Italian physicist named Cesare Marchetti noted that throughout history, humans have shown a willingness to spend roughly 60 minutes a day in transit. This explains why ancient cities such as Rome never exceeded about three miles in diameter. The steam train, streetcar, subway and automobile expanded that distance. But transit times stayed the same. The one-way average for an American commute stands at about 27 minutes.” What are these 27 minutes, on average, good for?

There are people who love to drive — it gives them a sense of control regarding their day. On your morning commute, especially if you take mass transit, you can clear your head, decompress, make errand-esque phone calls or listen to audiobooks and podcasts. That’s not all we miss, though.

The office

Michael Scott on the television show, “The Office,” said he makes “20 little trips to the cooler” and recounts the “20 little scans I do of everybody to make sure everything’s running smoothly, and the 20 little conversations I have with Stanley.”

We may take considerably fewer coffee or water breaks than they are used to at the fictional Dunder Mifflin, but that doesn’t mean it isn’t healthy to stand up, stretch and make small talk with a co-worker for a short spell.

According to SparkHire.com, fostering a sense of office camaraderie helps teams to perform better, improves their ability to work as a team and boosts employee retention rates. And university environments are meant to be experienced in person. The public art on campus, the leaves in the fall, all of the sensory cues that remind us we are in a collegiate atmosphere matter.

The doppleganger

Next, lets introduce the concept of the double self: the work self and the home self. One needs to transition to the other.

Jon Jachimowicz of Harvard Business School was quoted in the Atlantic as saying: “If you respond like a manager at home, you might be sleeping on the couch that night. And if you respond like a parent at work, its weird.”

So, it behooves us to make a real, tangible transition from home life to work life. If your institution has not opened back up yet, you can do this by dressing like you would at work. It will make doing chores around the house less tempting if you’re dressed for your actual job. There are other things you can say to yourself or rituals you can perform to get ready for working from home.

These are readily supplied as you actually get back to the office or the lab. Showering, coffee stops, small talk in the elevator all signal that our day is really beginning.

The thank you note

Some researchers were deemed essential workers and never worked from home, and even started shifts that were different from their older routines. Much research work needed to occur in actual lab spaces. If this applies to you, then consider this a thank you card from your colleagues who want you to know that while some of us were zooming and plugging away on computers at our kitchen tables, we acknowledge the struggle it was for you to cover every shift, every day.

For instance, David Brammer, D. V. M. , DACLAM, of University of Houston Animal Care Operations said of his staff: “Excellence is difficult to define but unmistakable when observed. Within Animal Care Operations, I have found excellence. He went on to say that his staff encountered a variety of challenges, all while maintaining the highest standard for animal care. “By adjusting to the new normal rather than abandoning standards, focusing on the completion of tasks, working hard and staying positive, the staff of ACO successfully set an example for others to follow.”

One last thought

It definitely comes down to what your institution’s leadership has decided about back-to-work schedules, whether they be full time on-campus, at-home or hybrid. There’s something to be said for being able to adapt when in a pinch. It doesn’t necessarily mean, though, that things can’t transition back to the way they once were. Versatility, remember, is an indispensable trait.

------

This article originally appeared on the University of Houston's The Big Idea. Sarah Hill, the author of this piece, is the communications manager for the UH Division of Research.

Work & Mother has opened its latest location in downtown Houston. Photo courtesy of Work & Mother

Female-founded startup opens facility for new working moms in downtown Houston

pump it up

As companies roll out back-to-work plans for the new year, one subset of workers' needs might be overlooked: new, breastfeeding mothers. However, one Houston startups is looking out for them with a new downtown location.

Work & Mother Services LLC creates and manages a suite of breastfeeding rooms and support equipment — along with a booking smartphone app, and has officially opened its new suite at Three Allen Center. The new facility has 10 private rooms, each equipped with a hospital grade pump, milk storage bags and other supplies; cleaning and sanitizing stations; lockers; refrigeration options; and more.

Work & Mother takes a professional and spa-like approach to a daily, usually dreaded task new moms take on, while also allowing the employer a chance to provide its employees a necessary amenity.

"Pumping at work has always been incredibly hard for mothers. Now, with the pandemic, there are the added complications of germ spread, closed community spaces, and repurposed wellness rooms, which makes pumping at work nearly impossible. Yet, most employers still have a legal obligation to provide a proper space for nursing mothers," says Abbey Donnell, founder and CEO of Work & Mother, in a news release.

Per the Fair Labor Standards Act Section 7(r), companies with 50 or more employees are required to provide "a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public, which may be used by an employee to express breast milk." Companies that aren't in compliance with Section 7(r) — and lack the resources to do so — can either purchase individual or company memberships to Work & Mother.

Brookfield Properties, which is the management company over Allen Center, has now helped its tenants have access to a facility that will help them be compliant.

"Brookfield Properties is deeply committed to creating highly amenitized work environments for our tenants," says Travis Overall, executive vice president and head of the Texas Region for Brookfield Properties. "We have a strong presence of working mothers at the Allen Center campus, which requires thoughtfully curated wellness amenities, such as Work & Mother. We look forward to having this valuable resource readily available for our working mothers once it opens."

Work & Mother has opened other locations downtown, including one at 712 Main St., but the new location at Three Allen Center, designed by PDR Corp., is the latest.

"It's been a great experience to partner with Brookfield Properties on this project, it's clear that they truly care about their tenants. The space at Allen Center is a beautiful, professional amenity that enables working mothers of the buildings and surrounding area to pump safely and with dignity," says Donnell.

Next year, Work & Mother plans to open its first non-Houston location in Austin.

Private rooms

Photo courtesy of Work & Mother

The new facility in Three Allen Center has 10 private rooms, and mothers can book on the Work & Mother app.

In these highly divisive times, it can be a struggle to curb political discussions in the workplace. Miguel Tovar/University of Houston

How Houston companies big and small should approach politics in the workplace

Houston voices

Politics has always managed to find its way into the workplace. Casually popping up in conversation here and there. Usually reserved for the water cooler. It always managed to seep through the cracks like a gentle breeze. But, what was once just a breeze, has now become a tsunami.

Politics in the workplace doesn't just casually pop up anymore. In many respects, it has consumed it. According to Harvard Business Review writer Rebecca Knight, companies themselves are now taking political stances. With the advent of social media, political grandstanding is more prevalent and even encouraged in the workplace in many places, than ever before.

The problem is obvious. Few things are as divisive as politics. With emotions often running at a fever pitch, you're bound to see tension and friction in the workplace. Once it starts to disrupt business and the flow of work, it's time to rethink your company's approach to political discourse on the boss's dime.

Establish a policy for politics in the workplace

You have a right to free speech, even in the workplace. Read that again. Because it's completely WRONG.

You don't have a right to free speech in most workplaces. A private employer can and usually does establish a set of rules for politics in the workplace. If you're an employer and you don't want to completely ban political discussion, you can still establish policies to prevent the display of political support in the office. The golden rule here is to stay neutral. Don't highlight a specific political view or party or candidate over another.

"Talking politics can be tricky, but, like many things it's an unavoidable part of the workplace. Hold strong, the presidential race will be over (soon), and everyone will be back to talking shop (at least until inauguration)," said Lynze Wardle Lenio, in her article for The Muse.

Handling complaints

This depends on your particular company's policy on politics. Does your company prohibit all conversations about politics? Can your employees talk politics on lunch breaks? If someone is in violation of your policy, the first action should be to confront them privately and remind them of the policy.

"If your policy is more lax, you might want to encourage the complainant to respectfully ask the person engaged in political talk to take their conversation somewhere else," said Macy Bayern of TechRepublic.

"Never discipline an employee for having a different political opinion from another employee. The discipline should only come within the framework of the company's policy," she continued. Are they making someone uncomfortable? Are they wasting company time? Creating workplace hostility? These are all grounds for serious reprimanding.

Handling harassment

Now we're venturing into more serious territory. It's one thing to have complaints about people talking about an election out in the open. It's another to have complaints that someone was attacked for their political beliefs. "You're the employer. You have a responsibility to keep your employees safe above all else. That means protecting them from bullying," Bayern expressed.

This is a situation where you should be more firm in your reprimanding. Although it's not illegal per se, since political leanings aren't a protected class, you still want to nip this in the bud before it compromises the integrity of the entire office. The last thing you want is for employee morale to dip because of bullying. If allowed to go unpunished, this could easily spill over into bullying because of race, sex or religion. Then you have a legal problem.

------

This article originally appeared on the University of Houston's The Big Idea. Rene Cantu, the author of this piece, is the writer and editor at UH Division of Research.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work. Photo via Getty Images

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

guest column

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

A mass remote work experiment

While many companies had tried some degree of remote work before the pandemic, the mass relocation to home during COVID was new territory for most. And the experiment has offered up something of an epiphany: work-from-home worked. People were able to carry out their job responsibilities, saving thousands of companies from having to shut down and sparing millions of people from job loss.

Now, based on the perceived success of WFH, many organizations are planning to greatly expand remote work, even after the pandemic has passed. Twitter was at the front of the pack in announcing they would allow some employees to work from home forever, and the list has continued to grow well beyond the tech sector.

Success depends on criteria

The lens through which we view this work-from-home period is important. Looked at as an emergency response, WFH can be deemed successful: it helped to flatten the transmission curve of the virus and protected employee lives.

But as we enter one of the most complex and challenging business climates in a century, survival will be about being competitive. And that fundamentally changes the criteria to judge working from home during COVID-19 and whether it should be expanded as a post-pandemic strategy. It raises the bar from "did work-from-home work?" to "did it work better?"; will increasing remote work help to deliver competitive advantage better than having people together in the workplace? That requires a deeper exploration.

Digital breadcrumbs

Work-from-home during COVID is, at heart, a technology story — from the platforms that virtually connected employees to networks and each other, to the embrace of video conferencing and the overnight ubiquity of the Zoom call. While they all existed before COVID, the pandemic acted as a catalyst for their widespread adoption.

Technology use leaves trails of data, like digital breadcrumbs, and many of the collaborative platforms and software providers are generously sharing their data comparing use patterns before and during COVID. So while not too long ago our evaluative methods for this unprecedented period of remote work would have relied largely on subjective or anecdotal measures, today we're able to follow the breadcrumbs and arrive at a more objective understanding of how work changed in this shift from office to home.

What becomes abundantly clear is that it wasn't simply a location swap; we didn't just go about our jobs in the same way at home as we did in the office. There were fundamental and very impactful shifts in the way we worked, with significant implications for business performance.

For instance:

The number of meetings increased. While there is a wide range of percentage increases being reported, even just taking a more conservative estimate, from the National Bureau of Economic Research, the number of meetings went up by 13 percent as compared to pre-COVID patterns.

Meetings turned inward. Since people weren't together physically, they needed to check-in a lot more often. Internal meetings—those with people within the same company — increased to over 60 percent of overall weekly meetings during work-from-home, while meetings with people external to the organization decreased to just below 40 percent, according to analysis by a leading meeting software platform.

Meeting purpose changed. Meetings can largely be grouped into three categories: evaluative — considering options, making decisions; generative — brainstorming, creating new ideas; or organizational — coordinating tasks, reporting. Organizational meetings increased by nearly a third during the peak COVID lockdown.Put another way, during WFH, people had more meetings to talk about doing work and fewer meetings to actually do work.

Meetings got larger. The number of meeting attendees during WFH increased by 14 percent. When people are physically together in the office, more meetings are impromptu, typically involving two to four people. But when you plan meetings in advance, which people have to do when remote, there's a tendency to invite more people. Increasing participants changes meeting dynamics — the more people, the more formal, the more likely it's one-way communication.

Emails to coworkers increased. With the loss of a centralized office and face-to-face interactions, people increased both the number of internal emails they sent by 5.2 percent, as well as the number of people they included in emails by 2.9 percent.

Employees felt less informed. A smartsheet survey showed that despite the increase in virtual meetings and email communication, 60 percent of the workforce reported having a decreased sense of what's going on within their companies, revealing the isolating effect of remote work.

Productive time decreased. With the increase in number of meetings, large swaths of productive time were harder to come by. Calendar analysis revealed that fragmented time—short periods of unscheduled time between meetings—increased by 11 percent during COVID-19.While not ideal for anyone, fragmented time is especially problematic for non-managerial staff, whose job roles tend to entail more individual focus work; it only takes a few poorly spread out meetings to render a day largely unproductive. The result? The work day increased by as much as 3 hours at the height of WFH per Bloomberg report.

Video was a boon…and then quickly a bane. Video conference platforms saw exponential increase in use during COVID, and seemed at first to offer a close substitute for face-to-face meetings. But the way video is synthesized introduces distortions and lags, and even an undetectable misalignment of video and audio confuses the brain, making it work harder, as outlined in the New York Times.People found themselves exhausted after a day of video calls and the scientifically-verified phenomenon "Zoom Fatigue" was born.

Social capital decreased. Socializing has never been something people regularly schedule into their workday; it's very much an ad hoc work mode: a conversation on the elevator or chatting before and after meetings. Those types of unplanned interactions weren't possible working-from-home, and despite admirable attempts to interact virtually, 63 percent of workers reported spending less time socializing with colleagues, and already by April, 75 percent of people reported feeling less connected to coworkers.

Companies became more siloed. According to research by Ben Waber at Humanyze, during WFH we increased communication with our closest work colleagues — team members or close friends at work — by 33 percent. Communication with coworkers outside our inner circle, so-called "weak ties", dropped by nearly the same amount. The problem with that is interactions with weak ties are one of the most effective ways new ideas spread through an organization. When we talk to people we have don't know well or don't see often, it's just much more likely something new is shared.

Innovation is at risk

Taken individually, the changes to work patterns that occurred with WFH might not seem dire — work got done, if not ideally so. But layered on top of each other, the picture is more grim; we had more meetings and our days got more fragmented; we met less with people outside our company; internally, we met less to generate new ideas and more to just coordinate and organize tasks; we became more siloed, we socialized less and felt less connected to each other, and less aware of what was happening within our companies.

What that combination puts most at risk is innovation, arguably the thing companies are going to need most to face the challenges ahead. Nicholas Bloom, a professor of economics at Stanford and internationally recognized scholar on innovation, posits that while we were able to remain productive working-from-home, there may be a steep opportunity cost paid down the line: "I fear this collapse in office face time will lead to a slump in innovation. The new ideas we are losing today could show up as fewer new products in 2021 and beyond, lowering long-run growth."

The workplace advantage

The ways work changed when we tried to do it from home reaffirms why the workplace is even more relevant now, at a time when organizations are going to need to be firing on all cylinders. And it shows that we haven't just been working at the office to bide our time until technology allowed us to ditch it and work from home; we work at the office because doing so delivers higher performance.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work: bringing people together to work side-by-side, to be immersed in the culture of the organization, to socialize, to build trust, and to learn from each other.

------

Erik Lucken is strategy director at San Francisco-based IA Interior Architects, which has projects and clients based in Houston.

According to new research, building strong bonds between a firm and its employees can be both helpful and harmful for business. Photo via Pexels

Rice research: Getting too comfortable affects innovation in the workplace

houston voices

In the relations between a company and its workers, is there such a thing as too much love?

Sadly for those enamored by affection, according to professors Balaji R. Koka and Robert E. Hoskisson from Rice Business and professor Eni Gambeta of the University of Cincinnati, the answer is yes.

In a study of innovation efforts across 271 U.S. manufacturing firms, the researchers found that how strong or weak the relationship was between a firm and its employees had a direct impact on not just the amount of innovation, but also the type. When relations were strong, innovation did increase — but only as long as that innovation happened within the business with, say, line extensions. More radical changes, ones that might upend the company culture, were less likely.

The notion of innovation prospering alongside good bonds between a firm and its people seems, of course, to make perfect sense. Happy workers aren't a bad thing. Past research shows that trust, workplace security and a system of rewards for imaginative solutions all affect in-house innovation the way food, vitamins and exercise function on human muscle. That is, they make it stronger.

But what about "distant search" innovation — ideas that aren't created in-house, but brought in from outside?

Though local innovation thrives amid rich company-worker bonds, these same relationships might erode efforts at finding innovation from external sources, the researchers hypothesized. In a culture with low turnover, as is likely the case in a happy firm, a homogenous information pool and a partiality for institutional knowledge could lead to the quest for innovation turning too far inward.

Why does this matter? Well, as the history of business has shown, being too comfortable can be a signal of decline. Radical, culture-changing innovation may be disturbing, but it can also lead to greater strength in the long run.

In the 271 firms the researchers studied, they found that, as they expected, strong company-worker bonds correlated to less exploratory innovation. And as external searches for innovation dwindled, local innovation efforts grew. Simply put, in the happy firms innovation that was unfamiliar and disruptive was less likely. Meanwhile, the firms with the weakest company-worker bonds had four times as many instances of distant-search innovation as those with the strongest bonds.

So what do these findings mean for company leaders?

A supplemental analysis, the researchers write, showed that while stronger employee-company bonds enrich a firm's overall productivity in innovation, they appear to harm a company's long-term valuation. Meanwhile, stronger employee-company relationships have a spillover effect onto other stakeholders (such as stronger customer-firm relationships), which leads to an even stronger focus on local innovation and less emphasis on exploring more disruptive innovation elsewhere.

Valuable distant-search innovation, in other words, appears to be at risk when company culture is healthiest. So how should leaders respond?

Not by returning to feudal work practices, the researchers stress. Intentionally treating employees badly, they note, eventually poisons all avenues of innovation. Instead, thoughtful leaders should keep treating workers with decency, knowing that a healthy culture is the bedrock of a firm's longevity.

But at the same time, the research suggests, managers of harmonious work cultures should anticipate soft spots in the search for outside ideas, and compensate for that. Being comfortable is good; being too comfortable is not. Being open to truly new ideas, even if disruptive, is worth encouraging.

It's not unlike trying to keep up muscle tone after leaving grueling manual work for professional life. No one really wants to go back to breaking rocks or grubbing for tubers. Better to make up for any lost strength by adding something new, like yoga or tai chi, to train new muscles and sharpen concentration at the same time.

------

This story originally ran on Rice Business Wisdom. It's based on research by Balaji R. Koka is an associate professor of strategic management at Jones Graduate School of Business at Rice University, and Robert E. Hoskisson is George R. Brown Emeritus Professor of Management at Jones Graduate School of Business at Rice University


More and more Houston companies are having employees return to the office, but business leaders should take advantage of new tools and best practices. Getty Images

Expert shares advice and tools for Houston companies returning to their office space

Guest column

As states begin to relax their stay-at-home orders and communities plan for the reopening of local economies, many may be returning to work and engaging in more regular social activity. While the return to some semblance of normalcy may come as a relief, questions about one's own health or the health of family members may remain.

Upon returning to work, people should continue to be smart and cautious while interacting with others. Following CDC guidelines and maintaining social distancing, practicing good hand hygiene and frequently sanitizing common areas or high-contact items, including doorknobs, hand railings and communal phones and printers, can be good preventive measures to help mitigate COVID-19 health risks.

Business associations, health systems, and governments are crafting guidelines to help mitigate risks associated with reopening communities, but additional resources may be available to help individuals navigate their own physical and mental health during this transition period.

Many may continue to have questions related to potential COVID-19 symptoms. To help, UnitedHealthcare provides an online COVID-19 symptom self-checker to help people gauge their symptoms and consider what may be the next steps for care. The symptom self-checker is at no additional cost for people to access, and users of the self-checker tool will be asked to answer a series of questions to generate feedback on care options to consider, which then assigns assessment levels ranging from self-isolation to emergency care, depending on the severity and urgency of the symptoms recorded. A testing site locator feature provides updated information on nearby COVID-19 testing sites if recommended by a physician.

Some people may still need to see a doctor but may worry about the potential risk of exposure (or the risk of exposing others) with in-person visits to a physician's office or urgent care center. As an alternative starting point for care, some people may continue to consider telehealth, which enables people to connect 24/7 with a health care provider via a smart phone, tablet or desktop computer. Telehealth may be especially helpful as an initial option for medical advice related to COVID-19, and to help evaluate other possible health issues, such as allergies, pink eye or the flu.

Employers also have a tool available for their employees. ProtectWell, a new smartphone app just launched by Microsoft and UnitedHealth Group, screens employees for COVID-19. Employees found to be at-risk for COVID-19 are directed to get a test and the app notifies employers of the results. The ProtectWell app is offered to all employers in the United States at no charge.

Access to mental health resources may also continue to be an important tool for people to have as they head back to work. Being at home and perhaps feeling isolated over the last few months may have had an impact on one's mental health, and the loneliness people may be experiencing, as well as possible stress or anxiety brought on by the pandemic, should be considered alongside physical health.

Virtual mental health resources are available for those experiencing increased stress and anxiety. A free emotional support line (866-342-6892) is available 24/7 to the public courtesy of Optum, which is part of UnitedHealth Group. Staffed by mental health professionals, individuals may receive help without taking any unnecessary trips.

Available at no additional cost, mental health and wellness apps, like Sanvello, may also be great resources for coping with the ongoing stress and anxiety. Equipped with self-care tools, peer support groups, coaching and therapy, Sanvello offers a number of avenues to receive the help and support one may need as they return to work.

For people who used mental health services before COVID-19, some care providers offer long-distance counseling and other resources, enabling for continued care from the comfort of home. Check with your providers regarding options on what may work best for you.

Taking care of physical and mental health needs may be imperative in the coming weeks and months as communities strive to reopen and individuals resume more familiar living routines. Using online and telehealth services may play a role in facilitating a smoother and healthier transition.

------

Dr. Sarah-Anne Schumann is the chief medical officer for UnitedHealthcare of Oklahoma and North Texas.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

10+ can't-miss Houston business and innovation events for October

where to be

Houston's busy business event season is in full swing, and there are ton of local innovation and entrepreneurship-focused programming across the city. Here's a rundown of what all to throw on your calendar for October when it comes to innovation-related events.

This article will be updated as more business and tech events are announced.

October 4 — Softeq Venture Studio Happy Hour

The Softeq Venture Studio is excited for you to meet the newest startups accepted into its 2H 2022 Cohort. Meet the teams and learn more about how they secured $125K in funding.

You'll have the chance to meet the startup founders, learn about the problems being solved, and learn more about how the Softeq Venture Studio de-risks growing startups.

The event is Tuesday, October 4, at 5 pm, at Yardhouse (City Centre). Click here to register.

October 5 — State of the Airports

Houston Airports is one of North America's largest and busiest multi-airport systems in the world and plays an important role in the greater Houston region's position as a great global city.

State of the Airports features Houston Airports Director, Mario Diaz, who will share the latest information and growth plans for Houston's three airports. Diaz will also address the important role the Houston Airports plays in bolstering Houston's position as an international air gateway.

The event is Wednesday, October 5, 10:30 am to 1:30 pm, at the Marriott Marquis. Click here to register.

October 11 — State of Space

Earlier this month, Space City celebrated the 60th anniversary of President John F. Kennedy’s proclamation delivered at Rice Stadium, "We choose to go to the moon." Many decades ago, these words showed the world that Houston holds a place as the epicenter for the world's biggest space endeavors and while space exploration has changed tremendously since those famous words, Houston's reputation in aviation and aerospace only grows stronger.

Join the Greater Houston Partnership for State of Space on Tuesday, October 11, to hear from some of the sharpest minds in aerospace and aviation technology who continue to chart a vibrant future for Houston centered around NASA's Johnson Space Center and one of the world’s only truly urban commercial spaceports.

Speakers include:

  • Featured speaker and panelist: Vanessa Wyche, Director, NASA’s Johnson Space Center
  • Stephen Altemus, President & CEO, Intuitive Machines
  • Peggy Guirges, General Manager of Space Systems, Collins Aerospace
  • Panel Moderator: Arturo Machuca, Director, Houston Spaceport and Ellington Airport

The event is Tuesday, October 11, 10:30 am to 1:30 pm, at Impact Hub Houston (1801 Main street 10th Floor). Click here to register.

October 12 —  Making an Impact in the Houston Tech Ecosystem

You may have heard that Jay Steinfeld was the founder and CEO of Global Custom Commerce, which operates the world’s top online window coverings retailer Blinds.com. Boot-strapped in 1996 for just $3,000 from his Bellaire garage, Global Custom Commerce was acquired by The Home Depot in 2014. Jay remained its CEO and later joined The Home Depot Online Leadership Team. After stepping away from these roles in early 2020, he has increased his involvement on numerous private company boards and serves as a director of the public company Masonite (NYSE: DOOR). He also teaches entrepreneurship at Rice University’s Jones Graduate School of Business and supports numerous charities. Jay is an Ernst & Young Entrepreneur of the Year and has earned a Lifetime Achievement Award from the Houston Technology Center. Active as an industry speaker on corporate culture, core values, how to scale a start-up, and disruption, he has more than 100 published articles.

But did you know that many of Jay’s former employees have started businesses of their own, formed angel investment funds, developed and led some of Houston’s best technology teams, and grown into pillars of the HouTech community?

Come hear what’s sure to be an intriguing panel discussion with Jay and several ex-Blinds.com’ers as they discuss company culture, core values, lessons learned, and thoughts on the HouTech ecosystem and take questions from the audience.

The event is Wednesday, October 12, at 6 pm, at the Ion. Click here to register.

October 13 — October Transitions on Tap

Transition On Tap is Greentown Labs' monthly networking event devoted to fostering conversations and connections among the climate and energy transition ecosystem in Houston and beyond. Entrepreneurs, investors, students, and friends of climatetech are invited to attend, meet colleagues, discuss solutions, and engage with our growing community. If you’re looking for a job in climatetech or energy, trying to expand your network, or perhaps thinking about starting your own energy-related company, this is the event for you.

The event is Thursday, October 13, 5 to 7 pm, at Greentown Houston. Click here to register.

October 14 — Tech, Tools and Tips: Digital Training Day at Impact Hub Houston

Struggling with a process in your business? There's probably a tech tool for that. Impact Hub Houston invites YOU to attend an extended edition of its Tech, Tools, and Tips Series hosted in partnership with Frost Bank.

The goal for this session is to provide small business owners with an overview of various digital tools that can help your day to day operations. By attending this event, you will learn about various digital tools and also have an opportunity to network with other small business owners.

The event is Friday, October 14, 8:30 am to 12:30 pm, at the Omni Riverway. Click here to register.

October 14-16 — Incubate Galveston + the Ion Hackathon 2022

A hackathon is a social design sprint that brings together the community to work in teams creating innovative solutions. Basically, it’s a party, and a 48-hour race between teams competing to develop solutions to problem-sets for cash prizes. Participants will work in small teams that have a collection of experts, entrepreneurs, students, and community members to tackle the below identified challenges:

  • Increase food access in urban core neighborhoods
  • Create opportunities for green initiatives, including environmental education, coastal resilience, and conservation
  • Propose home refurbishment programs and housing
  • Develop capacity for education and workforce skills development
  • Solve the plastic pollution issue in Galveston: Plastic trash in the water supply, on the beaches, and in the waterways of Galveston and surround areas affects the community in many ways (e.g., beaches look dirty, the plastic has chemicals harmful to health, and microplastics get into the environment and remain there for long periods of time. How can we solve this problem, removing and reducing waste and its downstream impacts, and make our community safer and cleaner? The plastic pollution problem can be address in the way of innovative preventive steps, innovation treatments, and public education, etc.
  • Offer creative solutions to other challenges

The event is Friday, October 14, to Sunday, October 16, at the Marmo Plaza. Click here to register.

October 19 — How to Build an App without Code, Part 1: Info Session (In-Person & Online)

Join Heather Wilson, a UX Researcher, Service Designer and Google Design Sprint Facilitator, as she teaches you how to build an app without code!

Benefits of building an app without code:

  • building a custom app could take months to a year to develop
  • coding could present problems when your mobile strategy is pivoting
  • allows for customization and the ability to make changes as needed
  • high costs can be associated with building am app
The event is Wednesday, October 19, at 6 pm, online. Click here to register.

October 20 — 2022-2023 UH Energy Symposium Series

Rising electricity prices, increasing concerns about grid reliability, and achieving carbon-free electricity in the U.S. by 2035 have refocused attention on the role of nuclear in the energy transition. This comes after a decade of low investments, accumulating nuclear waste, an aging fleet of reactors, public opposition, and regulatory mandates that stalled nuclear’s growth and led to declines in production. Meanwhile, the nuclear industry has maintained its safety record, made remarkable progress in fusion and advanced nuclear reactors, and improved operating safety and efficiency.

The first topic of the 2022-2023 Energy Symposium Series, The Future of Nuclear in the Energy Transition, will address if and how headways in advanced nuclear reactors, fusion, and waste management can overcome the challenges of economic feasibility, efficient and safe waste disposal, and build public and regulatory support for the increased deployment of nuclear energy in the U.S. We are excited to bring our panel discussion of Critical Issues in Energy back on campus this year.

The event is Thursday, October 20, at 6 pm, at Hilton University of Houston - Conrad N. Hilton Ballroom . Click here to register.

October 26-27 — Fuze

Fuze is bringing together the builders and innovators in energy tech. Shutting down 5 blocks in downtown Houston for two days and covering three content tracks, the event is focused on discovering breakthroughs in energy technology.

The event is Wednesday, October 26, to Thursday, October 27, at 8th Wonder Brewery. Click here to register.

October 27 — Aerospace Investment & Engagement

Join the Houston Angel Network as they discuss the current and future state of aerospace innovation and investment, followed by pitches.

The event is Thursday, October 27, at 8 am to 1 pm at the Ion. Click here to register.

October 27 — Space-Related Technology Development and the Houston Innovation Community

In these presentations, Mr. Montgomery Goforth and other aerospace subject matter experts will discuss the technology development challenges faced by NASA’s Johnson Space Center and the surrounding Aerospace community in our ongoing efforts as the hub of human spaceflight. Presentations will focus on the ways in which these challenges, and the associated opportunities, can be leveraged by Houston’s innovation community.

The event is Thursday, October 27, at 4 pm at the Ion. Click here to register.

Houston company names lifetime achievement, finalists for annual energy industry awards

they've got grit

Houston Mayor Sylvester Turner and three energy executives have been named first-time winners of lifetime achievement awards as part of ALLY Energy’s sixth annual GRIT Awards and Best Energy Workplaces program.

ALLY Energy says the honorees have demonstrated “a distinguished career championing change in energy and climate in the private or public sector in the areas of technology, policy, and workforce.”

As mayor of Houston, Turner has led efforts to use renewable energy throughout the city.

The other winners of lifetime achievement awards are:

  • Elizabeth Gerbel, founder and CEO of Houston-based EAG Services and EAG 1Source, which provide consulting services for the energy industry.
  • Lorenzo Simonelli, CEO of Houston-based oilfield services company Baker Hughes.
  • Kevin Sagara, executive vice president and group president of San Diego-based utility company Sempra. He is chairman of Sempra-owned San Diego Gas & Electric Co. and Southern California Gas Co.

The lifetime achievement honorees will be recognized October 26 during an event at The Bell Tower in Houston. So will the winners in the GRIT Awards and Best Energy Workplaces program. The keynote speaker will be U.S. Department of Energy official Shalanda Baker.

“This year’s GRIT Awards and Best Energy Workplaces finalists are a diverse cohort of game-changing entrepreneurs, gritty leaders, collaborative teams, and companies committed to combating climate change. The energy workforce is doing great things to transform our energy ecosystem, and we’re excited to spotlight exceptional talent and culture,” says Katie Mehnert, founder and CEO of Houston-based ALLY Energy, which provides a workforce development platform for the energy industry.

Among the dozens of award finalists are energy-related organizations or their representatives. These organizations include Baker Hughes, ExxonMobil, Halliburton, Marathon Oil, Rice University, Saudi Aramco, Shell, the University of Houston, Syzygy Plasmonics, and Wood Mackenzie.

A complete list of the finalists is available on the ALLY Energy website.