It’s usually not a simple choice – for companies or for individuals. Companies are making very different decisions. If you’re unsure who should go back to the office, how many days per week, and to do what type of work… here’s a bit of help.
Companies are making very different decisions.
Many people are thinking about being back in the office and what post-pandemic work life looks like. They’re asking questions like “why do I need to be in the office? When do I need to be back in the office? Why aren’t we all back in the office?”
The answers seem as varied as the people asking them. We are hearing weekly what different companies are doing, and the decisions are far from consistent.
- The largest 4-day work week pilot to date is underway in the UK. For six months, 3,300 people, in 70 companies, across a wide variety of industries are testing the feasibility of a 4-day work week. During the program, workers receive 100% of their pay for working only 80% of their usual week, in exchange for promising to maintain 100% of their productivity. Joe O’Connor, CEO of 4 Day Week Global says “More and more companies are recognizing that the new frontier for competition is quality of life, and that reduced-hour, productivity-focused working is the vehicle to give them that competitive edge,”
- Elon Musk made news because of a leaked internal memo to Tesla workersin which he says “Anyone who wishes to do remote work must be in the office for a minimum (and I mean *minimum*) of 40 hours per week or depart Tesla… not a remote branch office unrelated to the job duties.’ His reasoning seems to be that by not being in the office at least 40-hours per week, you are “phoning it in.”
- Akamai went in the opposite direction. Full disclosure – I’ve had the privilege of working with them several times. They announced that as of May 2022, 95% of their nearly 10,000 employees around the world have complete flexibility to decide whether they work at home, in the office, or both. In making this decision, they analyzed all roles in the company against the same criteria, regardless of location, and determined 95% could be done with complete flexibility. Flexibility has been part of their culture for years but never to this extent. The analysis bolstered their belief that employees should decide what is best for them.
- Nearly 20 percent of American office workers are back one day a week
- About 10 percent are back two days a week
- Just five percent are back three days a week
- Even fewer are back four or five days a week
- More than 50 percent do not use the office consistently every week.
The idea of everyone needing to be in the office or at the same site goes back to the industrial and pre-digital work environment. Materials were most efficiently used in a single location. Communication happened face-to-face or by phone. In my early consulting career, I worked for a firm where a large percentage of the consultants coded all day – onsite, in person. The technology was different then so there really wasn’t another option. However, these people spent 90% of their time in their cubes, working individually. With today’s digital environments, you could easily see that being in-person would probably be of little impact on their work.
Recent research finds that working collaboratively face-to-face (F2F) has an impact on creativity. A study of nearly 1,500 engineers in five different countries were randomly paired to create product ideas F2F or via video call. The study showed video conferencing had a negative impact on idea generation but did not make a difference in the ability to critically evaluate creative ideas. Since creativity begins with new or adaptive ideas, face-to-face could be critical to your innovation and problem-solving strategies.
What’s the right model for how we work? Different companies will have different needs, jobs will have different needs, people will have different needs. And, that’s a new way of thinking. Many roles are much more nuanced than the coder example I shared above, so the choice is not that simple. It will take months, probably years before we understand the benefits and drawbacks of any model. At the end of the day, the answer will probably be, it depends.
“It depends” is not a great response for people seeking answers. So, here’s a little help figuring things out. If you and your team are still deciding how to manage the Great Transition, you may want to start with looking at the nature of the work. Even if your organization is committed to a consistent hybrid model (i.e., everyone in the office 2 days per week), it may help you determine how to use those in-office days vs remote days.
You can start with a simple 2×3 matrix that allows you to map tasks to three task categories – creative, analytical, or transactional/process — and the degree of interactivity associated with the task – is it primarily individual or collaborative, and the amount of your time you spend on each task.
For example, if I am analyzing the data in a spreadsheet, it is primarily an individual task. If I am one of several people brainstorming a new solution, working collaboratively on this analysis will generate better results. Analyzing different solutions may work as well remotely as FTF depending on the nature of what’s being analyzed. Also, creative and analytical processes can be co-dependent and concurrent, so working collaboratively, FTF on this analysis might generate better results. Think of this as a continuum between Creative and Transactional.
Here’s an example, below:
Let’s face it – the world of work is unlikely to ever be the same again. Most companies that have been remote over the last two years are unlikely to ever require 100% office attendance of all their employees. And that’s a good thing.
No two employees are exactly alike. They have differing capabilities for working productively at home, and different work-life balance needs. Companies are recognizing that one size doesn’t fit all. The best companies will find ways to accommodate the best talent. And every company will make decisions about how flexible they want to be. Likewise, every person will make decisions about which organization is the best fit for them.
Even with this increased flexibility, there are benefits to going into the office … at least a couple of days per week:
- Your career – good companies will work to create a culture where your work location doesn’t dictate opportunities. All other things being equal, there will still be an unspoken bias that favors those who come to the workplace more often than their peers. For most executives and managers, this won’t be consciously planned. It’s just human nature. People give opportunity to those they trust the most. And trust is built through relationships. Relationships that include face-to-face time are typically built more quickly and deeply. Grabbing lunch, a chance meeting walking down the hall, or popping into their office for a quick chat. That VP who just hired you? You’re sitting in her office and notice that picture off to the side with her golfing friends and begin a discussion about your favorite courses in the area. Those are meaningful ways that people develop closer personal ties. And they happen more effortlessly and more deeply face-to-face.
- Your sanity – some people don’t miss going to work one bit. Maybe it’s the commute. Or you’re a complete introvert and don’t need or want social connection as much as the next guy. It could be you’ve just gotten used to the convenience of crawling out of bed, pouring yourself a cup of coffee, and firing up the laptop. Most people, however, need social interaction to maintain their mental health. Covid has been difficult for all of us for numerous reasons and social isolation is a big part of it. Even if you have a bunch of friends that you’ve been able to stay close to for the last two years, being at work provides a greater variety and number of interactions – both of which are healthier for most people. And sometimes we just need to get away from our home because there are distractions that we need a break from. For some people, there are times when “quiet time” to reflect and get things done is more doable at the office than at home.
- Your options– being at work at least part-time opens up options that aren’t as easily available if you work from home full-time. Here is a partial list of things that are often done more easily, effectively, or enjoyably from the office:
- Collaborating on the fly
- Improving your health as you get up and move around. (It takes many more steps to go grab a coffee or lunch at the office than going to your kitchen.)
- Work / life balance: the kind where work ends when you walk out the door, not when you finally eat dinner or go to bed
- Networking before, during or after work
- Developing a new set of daytime acquaintances that aren’t tied to family and “weekend friends,” which promotes mental health
- Shopping for the perfect gift at that cool store around the corner
- Celebrating team and individual successes, holidays and birthdays, and important milestones like promotions and retirements
There is no question that returning to work will also be difficult for many people, and that’s to be expected. It was a big change when you abruptly started staying home and it will be a big change if and when you go back to the office, even if only for a day or two per week. There are steps you can take to help yourself prepare and adjust once you’re back. And make no mistake, your attitude toward going back will impact how hard it is for you to return.
No one is better at gauging how to best meet your personal and professional needs than you are. And that’s why taking a second look at what you’ve gained… and lost… over the last two Covid years might lead you to a more nuanced view of the benefits of going back to the office at least part time. Even if it’s not your choice, appreciating the silver lining is good for your mental health and probably your career.
The Hard Truth: It’s Not Going to Get Easier. Here Are the Trends and What You Can Do…
Adapting to rapidly changing market, technology and client-demand trends will consume organizations in 2022. Which means that the risk of change burnout for employees and leaders alike is soaring. Leaders at all levels will need to improve their change leadership capability quickly and continually.
Consider the following trends:
- Hybrid work models are here to stay and will continue to evolve. 63% of high-growth companies already have enabled hybrid work models. While 69% of negative or no-growth companies are focused on complete on-site or all-remote models. McKinsey
- Hybrid models will fail for 30% of businesses on their first try. Why? According to Forrester, shifting to a permanent hybrid model won’t be easy. There are significant, competing demands between face-to-face and remote work along a myriad of dimensions: including roles, processes, and promotion opportunities.
- The “great attrition” will continue. 64% of workers said they are at least somewhat likely to leave their job in the next 3-6 months, according to PwC.
What talent development strategies are most organizations focused on?
- Skill building is the number one action taken by businesses to close pandemic-era skill gaps – for 69% of businesses. That’s 13 points higher than redeploying, 17 points higher than hiring and 33 points higher than contracting. McKinsey.
- Social, emotional, and advanced cognitive skills are the most focused-on development targets. What’s #1? Leadership and managing others. McKinsey.
- Top two priorities for 2022 according to 550 HR Leaders surveyed by Gartner? #1 is Building critical skills and #2 is organizational design / change management.
- Start with strategy. How will your organization respond to both the business and talent changes coming your way? Link team objectives and people development to your strategy. Be sure to set expectations that priorities will shift over the course of 2022.
- Increase engagement. Seems like you’ve heard this before? It gets more important in 2022. To ensure your hybrid model works, make sure you have a thorough DEI plan. Get a balance of both office and remote voices when you consider policy, plans, and assignments. Align your reward and recognition strategy with your DEI objectives.
- Don’t fall behind. This is not the year to be playing catch up. Your 2022 organizational strategy and planning must account for the massive market and talent changes taking place. Uncover what’s worked over the last 18 months, what hasn’t worked, and build some projections about how things will be different in 2022. And that includes assessing the leadership skills necessary to implement and continually adapt your hybrid model.
To continue to be successful, organizations will need to do some or all of the following:
- restructure jobs
- figure out how to organize work processes differently
- rethink how your teams need to work together
- build trust and rapport with your employees
- work hard to maintain or recreate a better business culture
- address the change burnout problem we’re all facing
- develop new leadership mindsets and skills
Could You Use a Partner to Help Boost Your Team’s Leadership Capability and Business Culture?
We’ve been working with our clients for over 20 years to help solve these kinds of challenges. As your leadership team develops your 2022 plans, we’re here to partner with you.
In recent months we’ve seen an uptick in inquiries into how we can help leaders and their organizations work, lead, and organize differently. Our clients have been benefitting from our newest suite of programs and consulting services, Solving the Hybrid Puzzle.
Most organizations are either operating in a permanent hybrid model or they’re planning to go there early in 2022. That means redefining who you are as an organization and as a team. How will you do that successfully?
Lots of Questions
How’s your team adjusting to hybrid work or planning for a hybrid future? This next-new-normal way of working will be most successful if you start the transition by deeply reflecting on who you are now and, often, redefining who you will be
Recently, I had the pleasure of working with two executive teams. Their businesses are very different. One is over 20 years old with almost 4000 employees. The second is a start-up driving towards commercializing its first product. While different, both of them were exploring a common question…
Who are we today and who do we want to be?
In both cases we started with who the team wanted to be so we could frame that sometimes more difficult conversation – who are we now?
Answering this question requires that these executives become aware of and more comfortable with the answers to several other, deeper questions about themselves and the team:
- Do we fully understand who each of us is? Do we understand how each of us filters information, makes decisions, and communicates?
- Are we aligned around a common vision of where this company or department is going? And how are we, as a team, are leading it? This may seem obvious, but misalignment amongst leadership is a common cause of organizational dysfunction and average performance.
- Are we role-modelling the characteristics we want this organization to exhibit?
- How are we pushing each other to step out of our comfort zones in a productive and effective way? Innovation doesn’t happen when everyone is comfortable.
- How do we provide impactful feedback to each other so that we increase the team’s effectiveness rather than diminishing it?
- What about when the inevitable happens – when we’re sometimes annoying each other? Are we avoiding certain people? Aggressively confronting them? How well is it working? Is there a another option that gets better results.
Is your company considering hot desking as it returns to the office in a hybrid model? Hot Desking is a flexible workspace arrangement similar to hoteling. It saves companies a lot of money. It can also have unintended consequences.
There are benefits to hot desking. On a macro level, it provides flexibility and cost-savings for the company from a facilities perspective. Optimally, space will be used based on what kind of work needs to be done that day. If a team needs to do highly collaborative work, they could grab a collaborative workspace. If someone needs to do work that requires more individual focus, they would choose an individual workspace. Facilities costs are adapted to the hybrid model, saving the company money and leveraging the desire for flexibility.
On the flip side, it can have unintended consequences on engagement, productivity, and team performance – all predictors of increased revenue and higher returns. When I think about the execution of this model, based on my 30+ years exploring how to create organizations that allow people to be as engaged and impactful as possible, I wonder about potential unintended consequences:
- Is it detrimental to diversity, equity and inclusion? Humans are naturally social creatures who tend to think of the world as groups we belong to and groups we don’t. When given a choice, most people will gravitate towards people they are familiar with or who seem, in some way, to be like them. Will this natural propensity actually get in the way of great diversity, equity, and inclusion? Even putting aside the most obvious forms of diversity, could hot desking make it easier to exclude the team member who is shy or difficult to get along with, or allow certain people to choose those workstations that give them greater visibility to senior leaders or decision makers just because they got to work first?
- Will hierarchy undermine the model? Even the flattest, most egalitarian organizations have a degree of hierarchy. In the hot-seat model I experienced in the consulting firm, partners and managers had dedicated offices. Consultants were able to use one of the manager offices when we were in the office, which was somewhat infrequent. Of course, if all the manager offices were full that day, there was a problem. Let’s fast forward to 2021 and a purely hotseat model. What happens if a senior leader arrives at the office to find that the type of workspace they need is already filled? If you modify the hot-desk approach and have advanced reservations for space, is it first-come, first-serve or do some people get priority? If hierarchy influences the decisions too much, does it lower trust and feel unfair? These are two key components of high performing organizations.
- What impact will the need for confidentiality have? Some people in organizations have highly confidential information and highly confidential conversations. Think HR or Finance. It is reasonable that these roles would require dedicated spaces of their own. People managers also often need to have confidential conversations. Do they also get dedicated spaces? If not, how will your model account for that need? Will managers be expected to schedule space based on planned confidential conversations? That works some of the time. Does your model have enough private space for unplanned confidential conversations that can pop up at any time? Otherwise, it forces managers to choose between delaying important conversations and having them in a semi-public setting.
- Does it penalize those who can be less flexible? If someone chooses a space when they get to the office, the ‘prime’ spots typically go to those who arrive earlier in the day. Does that penalize those who are tied to a particular train schedule or need to drop a child at school or simply prefer to come in later and work later? Does it create a less equitable model for some, at least on the days they are in the office?
These are just a few potential unintended consequences that need to be considered if hot desking is part of your hybrid model. We can help you think through your model and get your team ready for Day One.
What other potential consequences could you see?
It’s the dreaded phrase all parents hear that makes them want to pull their hair out –“I’m bored.” Boredom isn’t just a complaint of many an eight-year-old. It’s emerging as a key contributor to what people are calling “The Great Resignation.” Proactive leadership can make a difference.
Chances are, You’re Not Alone
The BBC recently had an article about the rise of a condition they call “boreout.” We’re much more familiar with its fellow work ailment, burnout. Boreout is defined as being bored by your work to the point that one feels it is meaningless. It can be created by an environment that feels demoralizing, by feeling underchallenged for a prolonged period of time, and, yes, from being confined to Zoom and the same four walls for months on end. Burnout and boreout have very similar impacts. Among them are higher turnover, checking-the-box behavior, lost productivity, decreased strategic thinking and innovation, and lost opportunity.
The difference between the two is that burnout can be seen as a badge of honor. You suffer from it because you’ve really been driven and making things happen. Suffering from boreout is perceived as not being motivated enough.
We probably can sense boreout quickly when (or if) it happens to our high performers and we will jump into to help them re-engage. For our poor performers, we assume they lack motivation. It can go unrecognized in the core of our team – those 60-80% who are good, solid performers who are less likely to actively voice what they are experiencing. Boreout among this group is going to have the most significant impact. That’s because of the sheer volume of that segment of our workforce… and because it goes undiagnosed for a longer period of time. But make no mistake, if you miss the signs of boreout with your top tier talent, or don’t address it effectively, it’s impact is obvious and has long-term leadership consequences. Top performers are more likely to leave because they know they have more career mobility.
We shouldn’t assume that boreout only happens to front-line team members. Senior leaders sometimes confide in me that they feel a strong need to find something new because they aren’t challenged by their role anymore. Our conversations then focus on how we can make that happen within their organization.
No matter what level of leader you’re managing, making it okay to talk about prolonged boredom or lack of challenge has to be the first step in addressing the issue. It’s not a sign that they are unmotivated. Actually, quite the opposite. Boredom means they’re motivated to do more. So, create relationships built on high levels of trust. Make sure there is the safety to talk about tough issues – boredom being only one of them. Let people know that you don’t see boredom as their failing, but as an opportunity to expand or change their role so that they have new challenges. The organization gains from their increased engagement, productivity and impact. Some people will still perform well, for a certain period of time, when bored. But don’t wait to check in until you see a drop off in performance, or worse, see talent walking out the door. Be proactive about it.
What does it mean to return to work? For a lot of people, it means their organization is implementing a hybrid model. My question is — what does that mean? I’m sure you’re grappling with this question, too.
At one level, it’s about flexibility. Organizations are allowing more flexibility about who needs to be in the office, and when. On another level, it’s cost – financial, psychological, emotional. The hybrid solution is not one-size-fits-all. An organization I partner with is implementing a hybrid model that means everyone is in the office Tuesday through Thursday with flexibility on Monday and Friday. Others are viewing it as some people come back to the office full-time and others stay remote full-time. For others, the model will vary by work function. I could fill the better part of this blog with the various options that will be implemented.
No matter the option, the question leaders and their teams should be asking on a deeper level is what does this really mean for us? For how we operate? For how we build our team?
As you and your team move into the next new-way-of-working, here are some decisions you need to make:
11 Key Decisions About Hybrid Teams
- How will we fulfill our vision or purpose working this way?
- What does success look like for us in our hybrid model?
- How do we ensure we don’t slip back into patterns that no longer serve us?
- How will we apply the lessons learned from how we worked during the pandemic?
- How will we communicate to our customers – internal or external – about our work arrangements?
- How will we ensure strong collaboration across boundaries and silos?
- Will we need to be more intentional about how we build or maintain our culture?
- How will we measure performance? Does our current approach to measuring performance give an advantage to people who are in the office? What if it was built for a completely onsite workforce?
- How will we ensure career growth? How will we create visibility for those who are remote?
- How will you onboard remote team members? Will it look different from team members who are in the office? How do you make it feel highly engaging for both?
- How will we increase our diversity, equity and inclusion in our version of the hybrid model?
High-performing individuals and teams feel well-connected to the things that matter most. That includes a deeper connection to mission and strategy, their goals, and to you and their fellow team members. Working remotely often leads to lower levels of connection. Here are some ways you can build a more connected – and better performing – team.
A good deal of research shows that remote employees are often more productive than their on-site peers. But, as a manager, as a leader, you’re more interested in performance than productivity. Productivity is a measure of how much you do… in other words, activity. “I get a lot done when I work from home.” Performance is about how effective your work is. “My team improved client satisfaction by 5% over last quarter.” Certainly, productivity and performance often go hand in hand, but not always. We all know people who work hard and get a lot done; but, still, they just don’t seem to be able to move the needle far enough.
No doubt, over the last year or so, you’ve been flooded with all kinds of advice on how to keep your newly remote team of managers or professionals engaged and performing well . Here’s a slightly different way of looking at how to make that happen – by leveraging key leadership techniques in ways that keep people connected. Connected to their mission, their goals and to you and their team.
- Keep it in front of them. You can do this at team meetings. “This new project aligns with our mission to…” And when problem solving. “Part of our strategy calls for cross selling more technology products. With that as our primary criteria, let’s discuss which of these projects will make that happen more quickly?” When answering questions. “The reason we’re going to move to a 70/30 remote model is because of the upcoming business acquisition. We’ll need maximum levels of trust and collaboration to make this work. And that means more face-to-face time in the office.”
- Make it personal. Virtually every organization has a mission or vision and a business strategy. So too should every team. How does the overall business strategy map to your team? How do you make high-level strategy make sense in your part of the organization? In fact, how do you help each of your team members align what they do with mission and strategy? Take the time for a formal process of aligning your team’s mission and goals with the organization’s. One meeting isn’t likely to be enough. Make it a short project, assign a lead to it, and ask people to come prepared to the meetings with their own ideas.
- Keep their formal goals up to date. Don’t wait until the end of the year to align their work goals to new business goals and initiatives and new ways of working. These changes provide a perfect opportunity to get their attention. Talk about goals, find out what challenges they have, and help them create a plan for addressing them. Remember to make this a robust two-way conversation.
- Set clear expectations. Remote management is usually harder because communication is more difficult and less frequent. Don’t let distance get in the way of clarity. You’ll want to let your team and your employees know exactly what’s expected. For example, it’s not enough to tell them you want them to maintain or improve collaboration. How do you expect them to do that? “Remember, we’ll be switching to Flowdock next quarter. I expect everyone to have 100% of their team members attend the product training by no later than September 15th.”
- Hold people and teams accountable. Expectations without accountability are a half-measure. Even highly motivated people need to be accountable for how effectively they perform. Remember to role-model what you want to see. If you ask the managers who report to you to update their team’s performance goals, but you don’t do it with your own team, it’s likely to elicit a half-hearted and incomplete effort on their part as well. For more on remote accountability, look for our upcoming article.
- Empathy (and loads of it), not Sympathy. As organizations continue to sort out the future of their organization’s work structures and practices, it’s important that leaders be empathetic. Note that I did not say sympathetic. Here’s the difference. When a leader is empathetic, they understand and share the feelings of another person. They recognize the person’s challenges. “It must be hard to have to re-organize your personal life around the new work arrangements.” It’s supportive. On the other hand, when someone is sympathetic, they are signaling that they feel pity or distress for them. “I’m so sorry that you have to come back to work in the office full time. It really stinks.” This also sounds supportive. But managers who sympathize (instead of empathize) are more likely to excuse poor performance and lower their expectations. It also crosses the manager/employee boundary and makes it harder to be objective with an employee.
- Help them help themselves. People like and respect leaders who help them solve problems, not managers who dictate solutions. Ask questions. “You’ve been late getting the financials to me two months in a row. What’s going on? Why do you suppose that’s happening? What do you think will solve that problem?” Of course, if you see something else, you’ll want to mention it, but collaborative course corrections are the most effective. It’s also important to ask how you can help. This technique also works well for teams. Help them define and then solve the collaborative challenges they have, and ask what you can do to help.
- Set team goals. Individuals need to know that they will be held accountable for how well their team(s) perform, and that collaboration is critical to their success. See above.
- Remain focused on professional development. Don’t lose sight of helping your team members develop their skills and acquire important experiences. Remote employees are more likely to be overlooked when it comes to development opportunities. Pick your times wisely, but make sure it remains part of the ongoing dialogue you have with them.
Connection is Powerful. Connecting with others and with purpose are deep-seated personal needs, and that includes in one’s work life. High-performing teams thrive on the level of trust and respect that connection helps drive.
When is bad news better than good news?
When you put off communicating important information to your organization until you have something “good” to say to them.
There’s an old saying that “no news is good news.” That may still apply to some things in life, but it’s decidedly untrue when it comes to communicating important information to your organization.
When people don’t have any or enough information about what’s important to them, what happens? One typical result is that they get anxious. And anxious team members are more distracted and less productive. In fact, in a recent business survey reported by McKinsey, “Employees who felt included in detailed communications about what’s decided and what’s still uncertain were nearly five times more likely to report increased productivity.”
Employees (and leaders) who don’t have enough information will also begin to develop their own ideas about what’s going on. They suppose something is true without having evidence to confirm it. And then you’re playing defense against a difficult foe with multiple tentacles: the rumor mill.
Decades of leadership research and best practice application support the “over-communication” of information to employees when an organization is facing change, particularly during the most trying of times. That means direct, open communication on the status of what’s important to employees on a regular basis through multiple channels from all levels of management.
Some leaders have a difficult time dealing with uncertainty themselves and assume others will too. For them it’s tempting to “wait until we get it all figured out before we let people know what direction we’re going in.” What these leaders often fail to realize is that it’s a lot easier as a more senior leader to deal with uncertainty when you have much more real-time information available to you; and this is especially true if you have some control over the decisions and direction the organization is heading in.
It’s better to be frank with your teams about what the challenges are, what decisions have been made and what is still pending. Explain the competing variables the organization faces and trust them understand the complexity. It allows people to process information along the way. That makes the eventual decisions that are made easier for people to accept and adjust to because they will have felt involved along the way.
NextBridge partners with you to create and execute pragmatic, sustainable business solutions focused on building your organization and culture, developing talent and navigating change.
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