This week Jenni and Chuck dig into four stories that all circle the same theme: more isn't working.

They start with Nick Bloom's latest research on whether working from home helps or hinders mental health, unpicking the tricky question of causality versus correlation, and landing on the idea that autonomy and choice, not location, are what actually drive wellbeing.

From there they turn to a Harvard Business Review piece on why effective leaders so often get branded as "the problem," using the example of a decisive executive whose pace exposed a culture of over-consensus rather than created one, and reflecting on how organisations are too quick to blame the leader rather than the system they've stepped into.

Next up is Scarlett Abbott's World Changers Report, where they pull out striking gaps between what HR and internal comms believe employees understand about vision and strategy, and questions why performance management remains the top investment priority in employee experience despite engagement continuing to fall.

Finally, they cover a new report from Fresh Intranet on the "intent gap," revealing that only 12% of employees read internal communications in full, that the vast majority have turned to AI to summarise messages, and that volume of competing communications, not quality or relevance, is the single biggest factor in whether anything gets read at all.

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Want to find out more about Chuck’s work and ICology - check out the website and how to become a member here: https://www.joinicology.com/

Jenni’s a regular speaker and consultant on leadership credibility and internal communication, you can find out more about how to learn from her and work with her here: https://thejennifield.com/

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Articles mentioned in this episode:

Does WFH help or hinder mental health?

https://www.linkedin.com/posts/nick-bloom-stanford_how-to-tell-correlation-from-causation-does-share-7468658679458971648-2pJh/

Why Effective Leaders Get Branded as Problems https://hbr.org/2026/05/why-effective-leaders-get-branded-as-problems

World Changers report from Scarlett Abbott https://publications.scarlettabbott.co.uk/world-changers-2026/home

The employee attention recession https://freshintranet.com/ebook/the-employee-attention-recession-report-2026/

Frequency is back with an episode that connects the dots between inauthenticity, artificial intelligence, a shifting workforce, and what bad management really costs. Jenni opens with a few standout takeaways from the Gallagher Summit in London — including a line worth writing on a sticky note: trust travels socially, not structurally. It's a reminder that no matter how sophisticated our digital infrastructure gets, trust still moves through people, not org charts.

The first story pulls back the curtain on something many have suspected: those polished LinkedIn leadership posts - full of wisdom about kindness and titles - are often written by virtual assistants in the Philippines, working from four-page memos and WhatsApp tip-off groups, running everything through ChatGPT. Jenni and Chuck dig into what this means when the same outsourcing logic slides from external social media into internal communications, and whether the hunger for likes has quietly corroded what authenticity even means for leaders.

From there, the conversation turns to a University of Maryland study analysing 61,000 stories — human and AI. The researchers found they can identify AI writing with 93% accuracy, and the tell isn't M-dashes or overused adjectives. It's structure. AI over-explains, resolves conflict cleanly, ties everything in a bow. Humans leave gaps and trust the audience to connect the dots.

The third story shifts to the workforce itself. One in four US workers is now over 55, up more than 17% in a decade, with some sectors - farming, school bus driving, transit - running significantly higher than that. Chuck and Jenni dig into the distinction that changes everything for communicators and managers: is this workforce staying because they want to work, or because they can't afford to stop? That question has profound implications for how organisations design employee experience, what they put in engagement surveys, and whether comms strategies built around the next generation are missing a much bigger part of the picture.

The final story is Beth Littlewood - canoe polo champion, personal trainer, and someone who drove 800 miles through the night from the European Championships in Germany after her manager revoked her leave mid-competition and demanded she return for a meeting. The manager didn't show up. He was away on training. Beth represented herself at tribunal, relying on meticulous employment records, and won approximately £149,000. The judge described the manager's no-show as contemptuous and blamed poor communication for the entire situation. But as Jenni and Chuck make clear, this isn't a communication story — it's a management story, a culture story, and a reminder that documentation is sometimes the only protection an employee has.

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Want to find out more about Chuck’s work and ICology - check out the website and how to become a member here: https://www.joinicology.com/

Jenni’s a regular speaker and consultant on leadership credibility and internal communication, you can find out more about how to learn from her and work with her here: https://thejennifield.com/

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Articles mentioned in this episode:

The COMPASS framework details

"The Filipino virtual assistants behind LinkedIn's 'thought leadership' content mill"

"New research: AI vs narrative structure"

"America's aging workforce: one in four workers is now older than 55"

"Athlete forced to travel 800 miles for meeting that boss didn't show up for wins £149,000"

In this episode, Jenni Field and Chuck Gose cover four stories that together paint a picture of organisations still struggling to align how work is designed with what work actually demands — from the disappearing nine-to-five to a 150-year history that began not with leaders, but with employees.

The first story, from the Economic Times, examines how AI and hybrid work are accelerating the end of the traditional nine-to-five. The argument is that the modern workday has become a chain of reactions — meetings, approvals, message threads — rewarding responsiveness over reflection. As AI takes over repetitive execution, the real competitive advantage shifts to judgment and creativity. Jenni and Chuck discuss why leaders are still measuring input rather than output, and why the shift from presence to performance has been so slow to take hold. Chuck challenges the multitasking myth head-on: busy is not productive, and neither is bragging about it.

The second story uses the Colorado River as a lens on how organisations quietly hollow themselves out. With Lake Powell at approximately 24% capacity and Lake Mead at approximately 32%, the seven affected states still cannot agree on new operating rules — a textbook case of what economists call the tragedy of the commons, where every actor optimises for their own benefit while the shared resource collapses. Jenni and Chuck draw direct parallels to organisational life: talent pipelines, team capacity, and market trust all get depleted the same way, one rational individual decision at a time. The fix, they argue, requires leaders to think at system level, not just team level.

The third story, from Fast Company, takes aim at the word empowerment itself, arguing it is simply dependence with better branding. When every meaningful decision still runs through a gauntlet of approvals and sign-offs, the language of freedom masks a system of control. The authors distinguish between giving people responsibility for outcomes while retaining authorship over the decision-making path — and that gap is where genuine ownership breaks down.

The final story comes directly from Jenni's attendance at the History of Internal Communications Conference, hosted at Brunel University in London by Professor Michael Heller. What struck Jenni most was that internal communications didn't begin with leaders deciding their people needed to hear from them — it began with employees wanting to connect with each other. The first internal magazine appeared in 1878, and by the 1930s almost every large-scale organisation had a company journal, but it was rooted in social connection, education, and community. The history, they argue, should inform who we think communications is actually for.

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Want to find out more about Chuck’s work and ICology - check out the website and how to become a member here: https://www.joinicology.com/

Jenni’s a regular speaker and consultant on leadership credibility and internal communication, you can find out more about how to learn from her and work with her here: https://thejennifield.com/

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Articles mentioned in this episode:

• The end of 9-5: how ai and hybrid work are transforming enterprise culture
• The Colorado river story
• Why empowerment is a management lie
• History of internal comms conference
• The value of internal communication - Jenni’s speech from The history of internal comms conference
• Comms Reboot Toronto tickets - use the code Monkey25 for a 25% discount!