The one thing that all people who opt out and in seem to have in common is the issue of control. Control over their lives and their time is what they lack before opting out, and control is what they look for in their new lifestyles and solutions for work. Control over where, when, and how they work.
This can mean different things to different people. Some people like to work in an office, others don’t. Some people like to work for long stretches at a time and others can’t. Some people fare better when they can work in small bursts and intertwine different areas of life in a more seamless way. I think it’s safe to say that we are gradually becoming more aware of the fact that individuals’ needs vary, but many may not know that individualized solutions could potentially increase productivity. After all, if you are allowed to work in a way that works for you, it tends to increase the quality of your output. In fact, according to the co-founders of the job-search platform Werk, flexibility should be a business imperative and not just a lifestyle perk. But most organizations still seem to be at a loss as to how to go about this.
If only I had a penny for every time I’ve heard, ‘how do you know that a person is working if they aren’t in the office’ or ‘if everybody was allowed to do as they please we would have anarchy’.
Well first off, let me set one thing straight: a person isn’t necessarily working just because he or she is in the office, and no one said anything about having people randomly do anything they want anyway. We’re still talking about work that is managed and structured and measured to make sure we meet our targets. And it’s doable, it’s just a question of changing attitudes and management routines.
Although most companies still subscribe to the importance of face time (i.e. coming into the office and showing your face), there are companies out there doing new and exciting things. The other day I stumbled across an article about a Baltimore based company that realized it couldn’t rely on geography to find the right people for the company and they ended up recruiting from all over the country, in addition to having people employed in their local office. They found this to be a really good solution; what they call the hybrid model (having people work on and off site) was apparently good for both their productivity and their organizational culture.
One reason was that the remote workers displayed high self-motivation and responsibility, which apparently rubbed off on other employees making the whole company more productive as a whole. But they also changed some management routines to make working with a hybrid model possible. The main thing they worked on was communication, and getting the right communication technology and using it in the right way. Giving employees a chance to get to know each other face-to-face also makes remote communication easier.
But there are other things to consider as well. Another article emphasizes the importance of emotionally intelligent managers (although also here what we’re talking about is communication) and boils it down to four points:
- Don’t create two classes of employees: One way of doing this is to have everyone participate in meetings on the same terms. If a few have to be online, have everyone be online from their desks, even the ones located in the office building.
- Lead with trust, not control: If you don’t trust the people you recruit then you have a problem. Still, many managers have a hard time trusting, but as I said before, having people in the office creates a false sense of security because physical presence doesn’t necessarily mean they’re doing their jobs or doing them well. If you have people working remotely you’re going to have to get over that hurdle, and you’re going to have to communicate with them better and more regularly. Get to know them and try empathizing with their situations; you’ll find the trust issue much easier to deal with.
- Ask more questions and learn to listen: Again, this is about communication. If you have people working remotely you won’t automatically find things out about them and their lives by just seeing them around, you have to make an effort to get to know them. Ask questions about them and about what’s important to them. You’ll not only get to know them better, they will also feel more understood and valued, which may lead to greater motivation and commitment. This goes hand in hand with the previous point.
- Talk about the difficult things: This is always true, but especially when you have people working remotely. You need to be able to embrace and raise uncomfortable issues and frictions; no beating around the bush here, you need to be upfront. Your employees will thank you for it because they will have a better idea of what is expected and working with you will just be easier.
And then, of course, you have to follow up on targets and results. But hand on heart, isn’t this what a good manager should be doing anyway? What we’re talking about really isn’t rocket science. It’s not that dramatic a change, we just need to get past this old-fashioned idea of having to be in a certain place at a certain time in order to do a job properly. We have the technology, now all we need is the will. After all, as they say, where there’s a will there’s a way.