Founder Turnaround Talk
As humans, we really take things for granted.
When I started my first job, it would have been blasphemous to even think about trying to suggest to my boss that I could possibly work from home one or two days every second or third month. A few years ago, emboldened employees started to have serious meetings with management about how staff could work from home one or two days a month. The pandemic has changed the game and has created an environment where companies are realizing that remote workers are the way of the future.
The main concern from a management point of view was managing staff members and getting them on board when they were not present in the office. There was a gradual movement towards becoming more lenient towards these kinds of policies as management realised that employees are more productive when they are in a space where they feel comfortable.
It comes down to accountability. Because management are changing their views on this topic, employees are naturally building accountability into their actions.
The future of work is creating remote working environments where management must manage teams of employees that are not in the office. What does this mean for distressed companies? How do BRPs help their clients manage remote workers?
An inclusive culture
The article points out that, when considering if their company culture works going forward, many companies are choosing to take a broader look at company values and how these might apply going forward. That, along with encouraging an environment of openness and feedback, allows employees to do their best work.
The end goal is for companies to mindfully build a culture relevant for the new world of work. Open conversations are necessary to understand what works for remote/hybrid collaboration. This also means building an inclusive environment for staff that remains remote.
Acting on feedback helps to create more loyalty among staff, as they trust that employers listen, hear and act.
Encourage a growth mindset
The article adds that leaders and managers of an organization need to understand that what they did in the past might not work in the new world of work. New skills are needed for the future of work. Empathy and emotional intelligence training are key as leaders adopt more of a coaching role, vis-à-vis their team.
The days of “do what I say, not what I do” are numbered. The tone of the organization needs to start from the top, where leaders model values and culture. They need to be willing to learn.
As William Wagner, CEO of LogMeIn, wrote in a recent LinkedIn article, it is incumbent upon the executive leadership to lead their employees by example. Employees take notice of what you do as a leader.
Photo by: Matthew Fournier via Unsplash
Intentional communication of structure and compliance
The article points out that communication is more crucial in a remote working environment. Where there is ambiguity and doubt, there is an environment of uncertainty among employees. Psychological safety is extremely important in a high-performing culture, and effective communication is part of that equation.
In an increasingly competitive environment, make plans and strategies known to employees, and clearly communicate the framework and guidance on who can work remotely and when. Although flexible working was done in a patchwork way before for many companies, clear guidelines around this are now more important than ever.
Moving with the times
Albert Einstein once said that the definition of insanity is to do the something in the same way and expect a different result. For BRPs that means that you will have to sit down with your clients and manage their expectations about the future of work.
When it comes to the management of remote teams, even companies that have impeccable management and reporting structures will need to sit down and reassess their current position.
The temptation will be to increase management functions. However, there is a fine line between management and micromanagement. Employees need to feel that if they are empowered to do their jobs, they need to have the space to do so effectively. BRPs must teach new management and coping mechanisms to their clients to enable them to cope with the future of work.
