The rabbit is out of the hat; remote working works… now what?
The world’s largest remote working experiment came unexpectedly in 2020; where do leaders go from here?
Boston Consulting Group said it well in their article “Remote Work Works—Where Do We Go from Here?” (Kaufman, E. et. al.)
“…the rabbit is out of the hat: remote working works, and it has obvious benefits.” Boston Consulting Group, June 2020
By and large, we have coped well with remote working through the COVID-19 period, if not better than expected given how many years (or decades) we have been flirting with the idea of it. We know what it’s like to be “Zoomed out” and we all have different stories around what has worked, what has not and what we have enjoyed, struggled with and missed. Technology preferences and user behaviours have emerged, and yes, the internet is awash with articles, comments, polls, how-tos, and blogs around all this.
However, it isn’t all about the technology that has enabled remote working, but it’s about how we as individuals have found our own ways to work and live within whatever conditions we have found ourselves in at home. And yes, I’ve heard stories about how cars have become offices too, or places of quiet for those critical phone calls away from the kids that have to be homeschooled, and the partner who is also on back-to-back Zooms..
Rightfully so, leaders in organisations are now having to consider “How can we safely bring employees back to the workplace?” Various commentators are debating whether remote working has changed the workplace forever. And some leaders/CEOs are wondering whether their view of the physical workplace should be reframed. They’re asking questions like “If our physical workplace is a resource, how should we best use it?”
Movement towards the “new normal” (a terrible phrase in my opinion) will happen at some stage whether sooner or later. However, I think we can safely say that heading into a new phase won’t be the same sudden change that had us all working from home. It will be a slower transition.
Meanwhile, cracks are starting to appear in the way managers/leaders are coping. While we need to be careful not to generalise across the board – because everyone is different – we are reading headlines like:
“Remote Managers Are Having Trust Issues” by Sharon K. Parker , Caroline Knight and Anita Keller
“Some managers may be finding their roles more difficult than before — and making their subordinates’ lives more stressful as they struggle to adapt.”
This suggests that middle managers don’t feel confident and don’t have the skills for managing remote working teams.
“We believe they start to think that close monitoring and micromanaging is what the organisations expects of them” – basically because this is how their managers are treating them.
“How to Handle the Pressure of Being a Manager Right Now”, by Rebecca Knight, April 30, 2020.
“The Covid-19 crisis has middle managers squeezed. You’ve had to take a pay-cut, lay off employees, and deliver bad news up and down the org chart. You’ve been working from home for weeks and feeling stressed because there’s no light at the end of the tunnel. What can you do to stay focused and upbeat during this uncertain time? How can you learn to reframe the situation you’re facing? Who can you vent to? And, what can you do to recharge when most of your usual outlets aren’t available?”
And.. in a very recent Linkedin post by Tasha Eurich, author of “Insight: The Surprising Truth about How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think”, she shared:
“New Data: Just In! 45 percent of employees say they’ve experienced MORE workplace conflict since the pandemic began.” (dated 17th September 2020).
So what do leaders do now?
During the pandemic everyone had to manage things while at home. By and large, everyone has coped well with this new-found autonomy from the office!
Now there is a threat that this “freedom” may be taken away. Generally, people – and that includes employees – don’t like having their ability, autonomy and freedom to choose taken away from them. While it is clear that many miss the workplace and being around their colleagues, it will be clear that when we are all back at the office, other choices will be taken away.
So, the rabbit is out of the hat and any attempt to put it back in by removing too much autonomy will be fought with great risk! And while organisations – that is the “management” – will make some considerations at this point in time, managers – by which I mean one’s direct boss – hold much responsibility about employee engagement in their hands.
Remember…
…people join good companies but leave bosses
(and much research over many years keep confirming this fact).
If you’re a leader you’re probably thinking “No more burden on me, please!”
It may feel like more pressure, but now is the time to consider the way you lead others. This is a major chance in many ways, because while there are significant business imperatives, if done with a good heart, people may be a bit more forgiving as you try and find better ways to work with your people.
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