Search results for: “productivity”

  • Taking a Walkabout

    Taking a Walkabout

    It’s funny what will put you over the edge to make you bite the bullet on a decision you know you’ve been needing to make for quite some time. 

    Mine was a Hollywood movie star’s memoir.   Prone to reading a lot of business books and fiction, memoirs have become more and more of an interest for me in the last year or so, but not the pop culture icon type.  

    However, I’d heard a snippet of an interview with Matthew McConaughey on Sunday Today with Willie Giest on his bestselling memoir Greenlights and was intrigued. While in the airport in Dallas looking for the next thing to read, I saw it and picked it up.  While in Texas, why not read about a hot Texas boy’s life, I thought.  

    My husband and I were in Texas for the wedding of a dear family friend that was supposed to happen a year prior but was delayed due to COVID. I was about to finish my latest summer fiction and knew I needed something else to peruse sitting poolside at the swanky hotel we had booked on points.  I thought McConaughey’s reflection on his life so far would be another easy read just like the chick flick summer fiction I had finished reading and just like the movies I know him most for. 

    I was wrong.  It was a deeply reflective read.  A “Greenlight” McConaughey would say.  One I needed.

    ***

    The day before picking up the book, I was sitting on our back porch for a quarterly planning meeting with my team.  The vibe of the porch sets itself for a type of casualness that makes things feel not quite like work, but the setting was doing no such thing for all of us.  With computers in front of us and phones at our sides, we were all distracted.  One team member was concerned about this email, another concerned about this text message. I tried to talk about a topic while simultaneously trying to figure out why the heck lunch hadn’t been delivered yet through the Panera Bread app on my phone.  

    Trying to lay the groundwork for our plans for the next quarter, we were all lost in the distractions of right now. 

    The constant “distractions”  or stresses each of us had been faced with over the last year or so- all of a different variety- was seeming to take a toll in a similar fashion. My toll seemed to explode through the year of COVID. A year of constantly navigating the stress of the unknown which included never knowing if my kids were going to be home for “school” and therefore rendering it necessary for me to change all my work plans.   A year of trying to salvage one business before it even really began.  Feeling like I was never going to be able to make a plan and stick with it ever again was always at the forefront.  Not being able to plan is not how I’m wired.  

    Add to this a house fire that left us dislocated for a while and unexpected stress on some of the people I love the most and of which I could do nothing about, I felt like I was another person entirely.  The organized, type A, on top of things wife, mom, and business owner felt like I had all but vanished.  

    Maybe this had been coming on for more than just the time period of a global pandemic.  In looking back over pictures posted for our Horizon Point ten-year anniversary,  I realized I was pregnant in more than half of them.  During my decade of growing a business, I had been pregnant or nursing most of the time.

    So you might imagine that my toll was resulting in extreme fatigue.  Like, can’t shake it no matter how much you sleep fatigue. This all led me to be frustrated with everyone and everything, especially myself.  My husband had borne the brunt of this, although I would imagine some of the challenges of this toll brought to the forefront some important truths about the imbalance of expectations between men and women and the extra load I still seemed to carry at home and with the kids even though we both have demanding careers.  He is more involved and supportive than most men, but when I joked about having a COVID hangover, he looked at me like I was crazy.  The inconsistencies of juggling work and kids during a pandemic hadn’t been his burden to bear.  Nor had been growing human beings and nursing them. This is something I’m glad my husband and I are actively discussing and trying to address now. 

    Other tolls for the team resulted in two team members spending time in the emergency room in the spring with chest pains and other related issues.  Anxiety will tell the body something is wrong, and if it has to, it will get your attention by making you feel like you are having a heart attack.

    I had been worried about everyone’s health including mine and feeling some guilt about how I had maybe contributed to it all. 

    So in the midst of our distraction state, I stopped and broached a subject with my team that I had put on the agenda but we weren’t to yet.  Now was the time to call this to everyone’s attention. “I want us to consider all taking sabbaticals over the next few months,” I said. 

    I think that got their attention.  All looked up from their phones and computers. 

    I asked some questions, they asked some, there was some reluctance, some sparks of, wait, I think she is really serious. Is she?  She’s going to pay us not to work? 

    There was a discussion about what a sabbatical really is.  One team member suggested what would be most helpful she thought would be the opportunity to take a long weekend once a month.  I told her to block off her calendar for this if that is what she felt like would help.  She did.  I also told her to figure out when she wanted and needed the time for more of an extended break.  

    A week later she told me she needed that extended break sooner rather than later, and blocked off her calendar. 

    One team member said she was good right now. Her workload easing somewhat from the first quarter where she was almost drowning.  “I don’t need it right now, but someone else may,” she said. 

    I asked her to consider when she might need it, prompting some things that I knew might be coming up for her.  She emailed me the dates in early 2022 when she plans to take a little over a month off. 

    Another looked at me and I said, “I want you to pick a time period of four to six weeks to take off. And I want you to do it at a time where you can actually have some downtime, where you aren’t mired into pouring into all your kids’ activities too.”  

    She said she’d take the month of November. 

    “Block your calendar,” I said. 

    I am so blessed to have a fabulous team at my side.  We are all givers to the core, and I think that is what brings us a lot of competitive advantage in our business.  But, as the book Burnout describes, we all have “Human Giver Syndrome”.

    It states, “Human givers are expected to offer their time, attention, affection, and bodies willingly, placidly, to the other class of people ‘the human beings’.  The implication in these terms is that the human beings have a moral obligation to be or express their humanity, while human givers have a moral obligation to give their humanity to the human beings.”  The paragraph goes on to state, “Guess which one the women are.” 

    It’s time for all of us to get our humanity back. 

    I looked at the calendar before the meeting and felt as though taking mid-August through the first week in October would be the best time for me to take off.  One because there wasn’t much I’d committed to yet other than a speaking engagement in Florida, and two because I could flank my time with a fifteen-year anniversary trip with my husband and end it with a fall break trip with my family. 

    So it comes time for me to express my need for a sabbatical, and I’m hesitant to say when I want to take off.  My hesitance comes from two places.  First, because as one of our team members says every year, “Just wait until September” with the knowledge that September is always our busiest month. Can I take off during what we have seen to be over the past ten years the busiest month on the calendar for our business? And two, if I take this time period off, I’m going first. And “leaders eat last.”  

    Nonetheless, I share the time period I want with my team and lunch arrives.  The team member that has worked with me the longest accompanies me to the door to get the food. 

    “I don’t think I can take that time period off,” I say.  “It would mean me going first…” 

    She seems to know exactly what I mean by this. 

    “I think this would mean you are setting the example.  You don’t know how much an answer to a prayer you offering this to us is for me. And you need it too.”

    ***

    The first time I heard about sabbatical was my freshman year in college.  Assigned to write about really anything I wanted in a freshman honors seminar, I somehow chose the topic of the intersection of religion and politics in Alabama.  This is a topic that was interesting and complex almost twenty years ago and has gotten even more so in recent years. 

    In pouring through the literature and research on the topic, I came across a thesis called “The Least of These” by a law professor at The University of Alabama.  Whether she wrote this information or took the time to talk about the publication across the state and country while on sabbatical, I can’t recall, but what I remember is that she was able to produce such a work and promote it because she took time away from her regular work duties.

    Her piece was thought-provoking and thorough and one with which I aligned a lot of my thinking with. It’s taken me almost twenty years to realize that sabbatical, commonly taken in university settings as a “period of paid leave for study or travel” is also “of or appropriate to the sabbath.”   

    A period of rest.  A period of restoration.  Of which comes, in this professor’s case and what I hope to in mine, a period of time for deep thinking and work of which comes clarity and meaningful output.  Purpose-driven work that only undistracted time can produce.

    McConaughey calls this a “walkabout” in his memoir.  Describing a period in his life following the notoriety his role in A Time To Kill brought about, he evokes his own walkabout in his life.  Page 147 of his book  is a poem titled “why we all need a walkabout”:

    We need to put ourselves in places of decreased sensory input so we can hear the background signals of our psychological processes….

    In this solitude, we then begin to think in pictures, and actualize what we see….

    Whatever the verdict, we grow…

    We tend to ourselves and get in good graces once again.

    Then we return to civilization, able to better tend to our tendencies.

    Why? Because we took a walkabout. 

    I get it. I like it. 

    ***

    While in Dallas, I’ve gotten to have a mini walkabout.  I’ve spent time alone with my husband eating and drinking and socializing our way through Dallas on a wedding weekend. I’ve sat by a pool where someone delivered me freshwater before my glass was ever empty and a cocktail when I was ready. I read without interruption.  All things I’ve needed.  Or maybe all this extravagance is a want. First-world problems are what I’ve almost always had the fortune to have.

    But on Sunday afternoon, lounging by the pool with my husband and finishing McConaughey’s memoir, I realize that I’ve just begun to have enough time in my mini walkabout to think, to think deeply.  And it’s over.  Tomorrow I’ll go back to all the “sensory input” and to-dos.  To a beautiful life of course, with so much to be thankful for, but one in which I’m growing increasingly unable to see because I’m exhausted.

    I sit with my feet in the pool by my husband in silence.  We’ve gotten to the point in our trip where we’ve talked a lot to each other, caught up on a lot of things and thoughts, laughed a lot, and are now content to sit together silently.  It’s peaceful.  It’s reflective.

    I look up at the clouds.  There are white fluffy clouds moving one direction and above them, gray, wispy clouds moving the other. 

    “Look,” I say to my husband, “there are two kinds of clouds, moving in different directions. I’ve never seen that before.” 

    And I silently think that the gray ones are higher in the sky.   And I think I’d rather be that maybe moving in a different direction than the way I’ve been conditioned to move, but higher nonetheless.

    With that, I do something I don’t do much of if at all as I’ve aged- as life has gotten infinitely more complex and stressful but also infinitely more joyful all at once- I jump into the pool.   

    ***

    As I write this, I’m keenly aware of all the people in this world who don’t know nor may ever have the freedom to take a walkabout.  For the single mom who can’t break or pause because if she does, mouths won’t be fed and roofs won’t stay overheads.  To the employee who would be fired if they ever even attempted to suggest they needed more than one week at a time for a vacation.  Who would never allow themselves to take more than a few days at a time (and usually still work while “off”) because this is what their heads, their employer, and the world tells them they have to do to be “valuable.” 

    But all the research is there about how much people need rest and reprieve in order to be productive, in order to thrive, and in order to be creative.  To produce their best work. To be human.  I’ve been shocked by the number of conversations I’ve had just this week about people’s physical health crumbling because of the mental health issues they are dealing with by being overworked to the point of exhaustion.  Some of this is self-imposed, some of this is cultural and systematic, some of it is unique to the pandemic world we are living in, and some of it is due to technology. But none of it is good.   (If you’d like to delve into the research on how we got to this state and what it is doing to us, two good books to read are Do Nothing and Burnout.) 

    But as the professor who took a sabbatical to produce deep work impacted the conversation about tax policy in Alabama from a Christian perspective, so too might my time to rest and restore and to think deeply lead to more purposeful output that can impact these challenges I’m describing now.  Maybe it is a catalyst for impacting individual situations (like the single mom) and workplace mindsets that keep us all desperately needing a break. 

    Later in Greenlights, McConaughey describes another period in his life where he intentionally called a red light in order to wait for the best greenlight.  Realizing that the rom-coms he had become famous for served a purpose and a place- and created a whole heck of a lot of wealth for him- he was able to realize he wanted something different for himself.  A role with more purpose and meaning.  So he waited it out. For almost two years. 

    That waiting led him to win an Oscar.  

    And maybe, more importantly, it allowed him an opportunity to watch his young kids grow and be a dad without distraction.

    *** 

    I think one of the fondest memories my kids have of me is running full force in just shorts and a sports bra into the ocean to them.  While on vacation after an extremely hot run,  the only thing that seemed natural for me to do was to run full force into the ocean with half my running clothes still on.  Not prone to impulsivity and to having just a sports bra on without a top, my kids were shocked I think.  But after the jolt of the shock, they giggled and giggled.  We played and played.  And I cooled off.  They still talk about this and it happened almost three years ago. 

    I want my kids to see me more uninhibited, more fun, more free, less distracted, less frazzled.  I need to reset and maybe you do too. 

    Although I don’t have the runway of wealth that McConaughey did to support extended walkabouts in the form of years, the theory of it and the need for it is not lost on me.  I can take a month or two with it fulfilling the same intent.  I do have a fabulous team at work that will support things in my absence and I will support them in theirs as they each take their turn.

    By taking a walkabout, I hope I’m giving others a green light to do the same, of which comes the clarity to pursue things of true meaning and value.  Here’s to the possibility of diving in, either literally or metaphorically or both, into the beauty of the one life we each have to live and modeling for our kids and others that they have permission to do the same. 

     

     

    If you would like to dive further into reflection on this topic, here are some readings (some of which are referenced in the post) that I’ve found to be valuable: 

    Greenlights 

    Do Nothing 

    Burnout

    Scarcity 

    The Common Rule

    The 4 Day Week

    Fair Play

  • 5 Minute Memo for MOPs

    5 Minute Memo for MOPs

    Are you a MOP? MOPs are Managers of People, and whether you are leaning into long-term remote work or reacclimating to an in-person work environment, here’s a 5-minute memo to help you stay on track. 

    1. Go easy — on yourself and others. There’s been a shakeup. Remember that we are all People First. We are People First in the sense that we are not ______ first (insert managers, leaders, bosses, etc.), and we should be People First in the way we manage and lead others. 
    2. Be inclusive — Everyone has a different story. Remember to acknowledge, respect, welcome, and celebrate differences. Try these 4 Exercises with yourself, your team, and/or organization. Use your influence to create a psychologically safe workplace. 
    3. Be flexible — Have you ever needed to leave work early to pick up a child from school? Ever struggled to schedule a doctor’s appointment around your work hours? Do you or someone you know live with depression? Flexibility feeds physical and mental health for you and your team and directly supports organizational productivity and success.  
    4. Train, develop, coach — It can be easy for MOPs to be laser-focused on people management and miss opportunities for people development. Think of the old adage: You can’t see the forest for the trees. Let’s be mindful of the forest and dedicate some time to training and developing our team members. 
    5. Evaluate — Continuous improvement requires consistent, meaningful evaluation. What’s working well? What isn’t? Evaluation doesn’t have to be complex or formal; it can be as simple as stopping by a coworker’s desk and asking for feedback on a recent communication or project (note to self: time this right, when they’re not swamped, and depending on your work relationship, you may want to give them a heads up). 

    Looking for more resources for MOPs? Subscribe to The Point Blog 

     

  • The Best Way to Retain and Recruit Top Talent in a Post COVID Environment

    The Best Way to Retain and Recruit Top Talent in a Post COVID Environment

    I could tell before he opened the door to the car that something had gone wrong at school.  My ten-year-old gets in the car, sits down, and scowls.  I ask him what’s wrong and he doesn’t answer. I ask his sister what is wrong and she says she doesn’t know. 

    I’m afraid to have to tell him that we are now headed to do something that he does not like to do, which is to go to reading lessons.  He loves his reading teacher, but he just hates to read.  Especially when he is in a bad mood. 

    Sister goes to reading too, but for the exact opposite reason.  She loves to read, so when she goes to reading she gets to do something she likes. 

    I try to think of a way to tell him he has reading for the afternoon without World War III breaking loose. I remember a podcast by the Neuroleadership Institute that I had recently listened to about how to return to the office well. In it, it talked a lot about the value of giving people autonomy, of giving people choices. 

    So, I asked my son, “Would you like to go to reading first or second?” 

    “Second!” he says “Definitely second.”  

    I drop sister off at reading and take him home for a snack and a little break. His mood begins to change, and by the time I take to reading, he is happy.  His belly is full, he got to make a choice- a kind of choice that is usually made for him- and he was able to hit the reset button. 

    Mission accomplished.

    Can it be this simple at work? Can just giving people choices over things make a difference? The research and brain science says it sure can. 

    Take for example studies (here is one in particular) that cite workers given the autonomy (permission) to decorate their own cubicles saw up to a 25% increase in productivity. 

    COVID has exacerbated the need for autonomy at the office for two reasons 1) Many of us have tasted autonomy in work by being able to work from home (or from anywhere) and we don’t want it stripped back. Taking autonomy away activates all kinds of stress in the form of a threat response. 2) COVID created a lot of stress from uncertainty, where there weren’t a lot of choices, and people need to be able to step back from that stress. One way to do this is to allow for choices or continue to allow choices around where, when, and how work gets done.  These reasons and responses are two sides to the same coin.

    So what can you do as a leader to help cultivate autonomy at work?:

    1. Guide by principles not by mandates.  The first thing to think about is making increased autonomy a driver in your decision-making as an overarching principle of when, how, and where work gets done and then go from there. It’s not a mandate of: Everyone must work from home now! Instead, different industries and situations may govern different ways of offering autonomy, but it can be present in any workplace at any time. Going to one extreme that seems to offer autonomy may actually limit people’s choices by making a mandate based on what one segment of your workforce wants, but isn’t reflective of what all want.  Doing this actually fosters the opposite of autonomy by limiting choice and control through a one size fits all approach. Create guardrails for decision-making to allow for autonomy instead of one-way streets. 
    2. Ask people what they want.  In order to determine what autonomy might best look like at your place of work, ask people what they would like to see when it comes to having choices over their work.  Is where, when, or how the work gets done a priority for your workforce? How can you design principles that support those needs?
    3. Experiment based on the research.  Based on the global body of research out there and the research gathered from your workforce, design an experiment that increases the opportunity for choices for your employees.  Decide your hypothesis (for example: If employees are allowed to work from home or at a place of their choosing outside of the office two days per week, productivity and satisfaction will increase), then decide how you are going to measure to see if your hypothesis is correct (for example, how will you measure productivity and satisfaction if you aren’t already?). Then, run the experiment for a period of time and see what outcomes are achieved. If you have favorable results, expand the choice offerings throughout your workforce.  If not, try a different hypothesis and experiment. 
    4. Don’t be afraid to change. What may work now, may not work in the future. Be in tune and open to change by listening to your employees and having a learning mindset through experimentation. Then, don’t be afraid to change if needed to continue to foster autonomy at work. 

    Resisting the urge to command and control as a leader at work (and as a parent) pays dividends. It always has, but it is increasingly needed as leaders think about how to effectively transition after COVID in order to continue to retain and recruit top talent.  Because top talent does have choices, and they will exercise the need to have it by going elsewhere if you don’t foster autonomy at your place of work. 

    How do you and how will you foster autonomy in work? 

  • 3 Ways to Think about levels of Pay + A “Bonus”

    3 Ways to Think about levels of Pay + A “Bonus”

    As you can tell from our previous post on all the hiring incentives that are out there now, it is a job-seekers market. 

    A recent LinkedIn update titled “Power shifts in a tight job market” summarizes what employers are doing to lure people to their open positions:  

    Employers eager to fill positions are offering more to attract talent — and they aren’t just upping pay or showing more flexibility — they’re also training workers and taking more chances on people who don’t meet traditional qualifications. “No experience necessary” roles have spiked by two-thirds compared to 2019, and posts offering starting bonuses have doubled, according to new data from Burning Glass Technologies. Meanwhile, minimum compensation requirements for people without college degrees are up 19%, per a Federal Reserve Bank of New York survey.

    There are multiple factors impacting the supply and demand for labor. But it’s not just filling positions, it’s also about keeping people in positions.  Particularly acute in production and manual service workers,  a Conference Board report cites strong retention challenges: 

    As we think about what can be done to impact the recruiting and retention challenges of today, it may be wise to think about how you think about pay. Obviously, employers are increasing their wages. Historically, as you can see from the chart below, wages have not kept pace with productivity, so rising wage rates may help to impact this equilibrium. 

    But until we think about pay differently, honing in on what each level of pay actually provides, we may not be able to effectively impact the outcome of increases in pay on worker recruitment and retention. 

    Adam Grant, in his podcast WorkLife provides a framework for three ways to think about wages in the episode titled “Why It Pays to Raise Pay” and I’ll add one more as a bonus that he and his guests allude to: 

    1. Living Wage: Living wages provide what people need to be able to provide for their basic needs.  Living wages allow people to meet the lower-order needs found in Maslow’s hierarchy of needs that you see below.  They provide for survival, and to a certain extent safety and security. (Other factors may impact safety and security needs being met beyond wages, as for example, safety not being present in a domestic violence situation of a wealthy family.) 

     

    Maslow would tell you in order for people to move up the hierarchy to things that provide motivation at work, you have to at least meet these lower order needs.  By and large, pay is what provides for this.

    What do you think a living wage is where you are? You can find out here: https://livingwage.mit.edu/

    For example, here is Alabama’s data: 

    Some of these numbers were quite surprising to me.  Be sure you look at the information on how these rates are determined here.  Although you (and I) may not agree with all the things included in this living wage, what I find most fascinating here is this data seems to imply that most people with children really need two incomes to reach a living wage by combining their incomes. In addition, it is evident through the data how much of an impact childcare costs play into the variability of a living wage.  

    On a personal note, a ministry we’ve started through the Neighborhood Christian Center is helping one single mother provide a bridge for childcare expenses right now until she can see if she qualifies for a government subsidy program to help pay for their childcare.  She has three young children and no support from their father.  The cost for the three of them to attend daycare so she can work would require her to make $13.50 an hour JUST to cover daycare costs. Her pay rate right now is $10.00 an hour.

     

    2. Fair Wage.   A fair wage, I simply define as a market wage rate by position.  Grant defines fair wage as “a living wage plus an amount that reflects an employees’ value for the organization or in the labor market.” 

    What is a fair wage where you live based on the positions you hire?

    Just to give an example, here is the market wage in Alabama for a Production/Manufacturing Operator as reported from one of the subscription market wage sources we use: 

    It is interesting to compare these market rates to the living wage rates.  Oftentimes, it appears as though market or “fair” rates are actually below living wage rates.  

    3. Generous Wage.  A generous wage Grant defines as a shift in thinking to what the purpose of pay actually is.  He says, “Instead of thinking of pay as a way to incentivize people, think of it as a symbol of how much you value them.  When people feel valued, they add value.” 

    It’s easier to get concrete data to define what a living and fair wage is, but a generous wage is so ambiguous.  It means different things to different people and to different organizations. 

    Grant provides a couple of concrete case studies in the podcast that can help you think through what generous wages look like. For example, PayPal committed to paying generous wages and defined it through measuring net disposable income, which is the money you have leftover after taxes and paying for all essential living expenses.  The threshold they set for employees was having 20% of their take-home pay be in this category.  

    It can’t be understated, however, that in order to work, generous pay has to be combined with a bonus. And that bonus isn’t monetary. 

    4. Necessary Bonus: Treat people holistically.  In order for a generous wage structure to work, it has to be predicated with the mindset of believing in people.  This isn’t throwing money at a problem in order to fix it.  That won’t work. One of Grant’s guests on the podcast states that companies who don’t or can’t get on board with this mindset, “Don’t believe in people. They don’t have the faith in a person’s ability to do a good job in their motivation and in their competence. And of course, in public companies, there is a tremendous emphasis on the short term and a lot of executive’s compensation is tied to short term performance….. Another thing that gets in the way is mediocrity is a lot easier to pursue than excellence.” 

    As she says, it’s easy to say, “Pay as little as you can.” That doesn’t take a lot of thought. But thinking about “how high you should go? How much should you empower your people?” takes a lot more work.

    I hope this framework of thinking about pay provided here through the WorkLife podcast will, at a minimum, provide some food for thought for you to pursue excellence instead of mediocrity. 

    What will you do next to lead your company’s compensation policy? 

     

    Author’s Note/Opinion:  

    I am a capitalist at heart. This isn’t about paying people wages that do not allow for-profits or distributing wealth in a socialist way, it’s about paying wages that maximize profits and it’s about businesses taking ownership of generous pay, not the government being in charge of redistribution of wealth.  

    If businesses took ownership in paying people at least a living wage and hopefully seeing how profits can be maximized with generous wages, the government wouldn’t have to interfere in the market to impact the widening income gap in America.  I believe that much of what is going on now when it comes to why people are sitting out of the labor market due to making as much or more on government subsidies, is a result of wages not having risen past the recession rates of 2008-2009 and that was more than ten years ago now.   

    It’s time for businesses to take an honest look at their role in the problem instead of pointing fingers at everyone else and trying to put out a fire that has been kindling for a long time with a shot in the dark sign-on bonuses and other short term bandaids to entice people to work but that totally negate the need to do the hard work of building better workplaces where people actually want to work and stay. 

    If you listen to the entire WorkLife podcast here, you’ll see that one company engaging in this type of excellence around pay mindset has seen their revenue triple, their customer base double, and their workforce growing by 70%.  Taking a thoughtful look at your wages just isn’t the right thing to do for people to be able to earn a living, it’s the smart thing to do when it comes to maximizing your business’ potential. 

     

  • 4 Ways Leaders Can Keep Remote Work Pros from Becoming Cons

    4 Ways Leaders Can Keep Remote Work Pros from Becoming Cons

    I may be the only person in America that actually considered getting office space instead of ditching it in 2020.  Having run a business for almost ten years totally remote, I was beginning to question whether that was the best option for me and the business.

    As a company, three of our core values- people first, passion, and productivity- are guided by this statement: “To help drive passion and productivity, we don’t care how or where work gets done, just that it gets done in a way that meets client needs. This coincides with our desire to put people first by allowing them the autonomy to make decisions based on their personal preferences. We believe this stimulates passion and productivity.” 

    I believe this guiding principle has led to my productivity and the productivity and retention of our team and echoes what has been found in research from Harvard Business Review, among others, that workers (specifically knowledge-based workers in the HBR article) are more productive remotely. 

    So what gives?  This chart found at ventureharbor.com might provide some insights: 

     

     

     

     

     

     

     

     

     

     

     

     

     

    Like many others, I’ve been working largely from home with kids also going to school in our home on and off for the last year.  Unplugging after work has also been a challenge when the to-do list is long and the interruptions are large (“Mom, my teacher can’t hear me, something is wrong with the sound on my computer!”  “Mom, how do you spell contagious?” Mom, I’m hungry!….” It never ends…. Especially when there is also an 18-month-old that isn’t in school but is very BUSY all the time underfoot too.) 

    In addition, people seem to be working longer, or at least working on very different schedules.  From a LinkedIn report on what WFH means: “Workers in Austria, Canada, the UK, and the US are logging 2.5 hours more each day on average, according to Bloomberg, with a longer workday becoming the new normal globally. But while many have more meetings and emails to catch up on, having a longer workday doesn’t necessarily mean more hours working, per The Washington Post. Some people have adopted new work schedules in which they work later but have longer breaks throughout the day.” 

    So even though remote work can and has brought about significant positive outcomes, including potential productivity gains, reduced office space costs, and employees having more autonomy, there are always two sides to every coin. What side of the coin someone is landing on is largely an issue of their current and specific personal circumstances and the realization that too much of a good thing is, well, bad. 

    Leaders need to be mindful that everyone’s situation is different and be aware that the advantages of remote work also lead to challenges. Once this is done, leaders can support their people at the individual level and provide resources to help support productive work.   

    Much of Microsoft’s research on what makes a great manager, which was published pre-pandemic, still holds true in a remote working world.  This guides some ideas for practicing strong remote work leadership: 

    1. Set guardrails around communication, productivity, and working hour expectations.  Many of our clients have talked extensively about the need for manager training around the new way of working, particularly respecting boundaries around work time and response expectations.  One client told me, “I don’t want to go back into the office full-time, but I feel like I’m expected to be checking email before 7 am and I am often called routinely after 6 or 7 pm about unimportant work things by my boss.  Most types of calls would not have been urgent when we worked in the office and could have waited until the next day, but now for some reason, these non-urgent issues seem to need to be resolved before the end of the day. The new expectation is, you’re right there by your computer all the time, so let’s just handle this now. There has got to be a healthy balance.”  As a leader, make sure you are guarding people’s line between work and home when the home is now the office.

    2. Realize these guardrails may be unique to each person.  One person may need to be sending emails before 7 am because they are also a schoolteacher from 8 am to Noon when virtual school is taking place for their kids.  They need to be productive first thing in the morning, take a break, then return to the “office” for an extended time than when the standard workday takes place.  Talk to each of your employees (see number three, hold regular one-on-ones) and see what they need and how you can effectively communicate their needs and working arrangements to all team members that rely on and collaborate with them. 

    For example, I may need to work on the weekends (as I’m doing now writing this post) because this past week my kids were home all week due to the winter weather.  But that doesn’t mean I’m expecting my entire team to be working on the weekends too.  One of our team members has a lot of commitments with her family over the weekends, but her kids are older than mine, so she isn’t interrupted by their needs as much during the week even if they are home. Her regular schedule is working intensely Monday-Thursday so she can have time on Fridays to get personal things done and/or travel with her family for kids sporting activities.  I don’t try to schedule anything for her or with her on Fridays.  We have yet another team member that is a night owl.  The girl can crank out some good work well after I go to bed and it is in my inbox the next morning.  Yet another person has volunteer commitments that are meaningful to her and our work, so I try to be mindful of her commitments there when considering her workload and times for the meeting. 

    3. Hold regular one-on-ones but avoid virtual meeting overload.  In a virtual setting, request that your people turn their cameras on while you are meeting one-on-one.  This provides the needed context for what can be learned by what is not being said through people’s expressions and body language.  You can do this while assuring them that you are not at all bothered by a kid/spouse/pet coming into the picture at times and that if they need to pause the meeting to handle something, that is fine.  In addition, one guardrail to manage is to make sure that just because it is convenient and easy to convene a virtual meeting, doesn’t necessarily mean you need one.  Make sure a meeting is the best way to facilitate communication. Don’t meet when an email will work just as well. 

    4. Provide specific resources based on each person’s needs.  This may be office space for someone to utilize, not all the time, but at certain times when distractions at home seem to be the highest.  As seen in the chart, loneliness is one of the biggest struggles with remote work. What can you do to support human interaction needs in a remote world?  One simple thing may be encouraging people to turn on their camera while in virtual meetings so people can be seen, not only heard.  Likewise, another may need to keep their camera off because their office is also the classroom and their six-year-old is working beside them. The chart also describes a problem, you may need to simply tell someone on your team to take a vacation.  If you’re holding regular one-on-ones and understand people’s unique situations, you should know when someone is approaching burnout. 

    All in all, I’m still on the fence about whether office space is necessary for me and my team.  But if it ever does become something we invest in, I know I’ll make sure that my team knows that the office is available for them, not a requirement of them.  When clear expectations and a mindset of service excellence are set, I still firmly believe that people get their best work done when they get to decide how, when, and where to do it. 

    How are you managing the pros and cons of remote work?