Juno Journal October 24'

JUNO Journal: October 2024

News & Views

A little respite from the everyday chaos – and a sweet treat

Not so long ago while sitting contemplating all things JUNO in 2024 thus far, and doing a little forward planning for 2025, while waiting for a client – in one of my favourite local coffee shops – I started to think more deeply about – my favourite local coffee shops.

Before my client arrived I scribbled a note to myself “why are coffee shops so important?”

Here’s a short take from my 30-minute coffee shop research exercise.

It’s all about ‘the third place’, and the third place is not all about the coffee. Read on…

Defined in 1989 by urban sociologist Ray Oldenburg as an informal public gathering place that serves the community, the “third place” has been an integral part of human society for centuries.

While home (the first place) is private and work (the second place) offers a structured social experience, third places are more relaxed public environments where people can meet and interact in a range of different ways.

The third place “label” can be applied to a range of different social spaces, but for many, the most prominent example is the coffee shop: a friendly, informal meeting place to catch up with friends and even meet new people.

Lisa Waxman, professor emeritus of interior architecture and design at Florida State University, says coffee shops are a low-cost place for people to gather, with no expectations of anyone to play host. They’re perfect for low-stress social gathering — or meetings — and a sweet treat.

“People, more than they realise, are looking for simplicity, calm and a safe space,” says Sarah Hassler, co-founder of Blue Mind Coffee, in Indianapolis, Indiana. “There’s something about that that is really inviting, because our worlds can be hectic, and homes cluttered because we’re busy. Going in there, a lot of people say, ‘I feel peaceful when I’m in there’.

In Ray Oldenburg’s landmark book, The Great Good Place, he examined the “third place” in all its various forms, from the beer garden and the bookstore to coffee shops and bars.

He described the third place as “the heart of a community’s social vitality”, and outlined eight key characteristics that one should have. These are:

  • Neutral ground
  • A levelling place (meaning no focus on an individual’s status)
  • A home away from home
  • Conversation as the main activity
  • A playful mood
  • A low profile
  • Accessibility
  • Regular patrons

Oldenburg argued that in any healthy, strong democracy, citizens should balance their time between work, home, and the third place.

Fascinating stuff right?

Hold some of these thoughts the next time you suggest – ‘let’s meet for coffee’.


‘Management Tip Of The Day’ – with thanks to HBR

Workplace Connection

Everywhere we go right now the hot topic is working from home v working from the office, so this month we’ve seized the opportunity, with a little help from our friends at Harvard Business Review, to put some content ‘out there’ into the debate.

‘These days, many are experiencing strained or fractured relationships between themselves and their work, their coworkers, their leaders, and their employers. In a misguided attempt to stop the fracturing, many leaders are demanding that employees physically return to the office. The message is clear: We want you back because we believe that’s how we can keep people connected.

An exploration of existing research suggests that critical evidence is missing from the connections-at-work conversation, and this shortfall is leading organisations and leaders astray.

In a recent interorganizational research collaboration, the research team at the NeuroLeadership Institute (NLI), along with technology firm Akamai, identified that connection in the workplace is, in fact, made up of four interrelated and essential elements: employee connections with their colleagues, leader, employer, and role (CLEAR).’

Colleague connection includes opportunities for collaboration and interdependence with other
employees, the social support that’s given and received, and the influence of these factors on
team performance.

Leader connection is a critical component of the workplace connections conversation.
The leader who provides access to opportunities and a reasonable degree of autonomy. The
strong communicator who provides clarity around expectations and gives useful and balanced
feedback about your performance and potential.

Employer connection – boosts where and when your values align with those of your employer,
your work richly contributes to the goals of the organisation, and you find meaning in what you
do. The counter to just ‘clocking-in’.

At JUNO we are major fans of Psychologist Mihaly Csikszentmihalyi and his idea of ‘flow’ – the experience of being so absorbed in an activity that other things seem to almost fade away. So are the authors of this HBR piece, and it’s evident in the R of their CLEAR connection model.

Role connection – we have a clear understanding of what our job is, we’re engaged in what we’re doing, and we have insight into how we can advance. When we have role connection, we are lifted up by the work we do.

‘Thinking about CLEAR connections is a step in the right direction to stop fracturing and start healing in some organisations, or to maintain and amplify what is already going well in others.’

This month’s content was inspired and influenced by this article: What Employers Get Wrong About How People Connect at Work by Khalil Smith, Brigid Lynn and David Rock


Tiny Thoughts, with thanks to Farnham Street

Behind every great achievement lies a long, unseen journey. Results are forged from invisible efforts:

  • That hit song? Years of practice, countless unheard tracks.
  • The championship athlete? Countless hours of unseen training.
  • The successful entrepreneur? Working on a Friday night, again.

The invisible advantage is choosing to do what other people could do, but don’t.


From TED This Month

A short thought-starter from the land of TED Talks – this month’s is actually from TED Films, and is a (short) change of pace.

‘What you can learn crossing the ocean in a canoe’ – Lehua Kamalu reflects on the transformational power of seafaring journeys — and what it means to travel mindfully, no matter where you are. About half-way through Kamalu asks: How do we earn this voyage?


JUNO Graduations, Mock Interview Workshops & Client Celebrations for the month


Thank you for reading JUNO Institute’s News and Views

We’ve been helping clients and partners, and transforming lives in the process, for over two decades. We are always ready to help you tackle your next challenge.

Please contact us at JUNO at any time on anything and everything connected to your Leadership Development and Coaching agenda.

Contact JUNO here: Phone: +61 3 9866 7993; Mobile: +61 4 0854 3320 or send me an email directly at placey@junoin.com.au


Until November, Paul


Share the journal
Get the Journal direct to your inbox

For first access to our journals, regular updates and communications from Juno subscribe to our newsletter. Goodness, straight to your inbox.

This field is for validation purposes and should be left unchanged.