We have this amazing opportunity right now to change how we work, for the better. Some people and companies are fully embracing this chance but others, well, they’re not. I don’t think we should look at ‘hybrid is the new way of working’, many of us have been working in a hybrid / agile / flexible way for quite some time.
Hearing about UK government departments being threatened with limited career progression if they don’t come back into the office or pay cuts for those in London who don’t come in everyday absolutely stinks of fear and a need for control. This is not the sort of leadership that is inclusive, engaging or liberal.
Of course, many of us, as humans, struggle with uncertainty. We can deal with change when we know why and how we’re doing it but it’s harder to change when we don’t know why or even how we need to change.
So, here’s WHAT I think we need to change.
How we use the office
No longer should the office be the only place we can perform our work – especially if you’re completing solo project tasks, emailing or filling in spreadsheets. Instead, the office should be seen as a place to connect, collaborate and consume (knowledge, understanding, clarity). Redefine the purpose of the office as well as the spaces within it.
Don’t forget to include areas that are quiet zones or phone booths just in case there are moments within the day when these are required.
And be mindful of creating learning opportunities for the whole team, especially new members who don’t just need technical development but also the chance to observe others both behavioural and operational.
Why and how we meet
Once you have established how you’re going to use the office, it’s a necessary next step to agree why and how you meet as a team and as a business. Defining governance around meetings is something a lot of businesses struggle with because it’s not so much about the structure of a meeting it’s more about behaviour. Behavioural change is hard for most people. So, put in place some agreements and encourage everyone to have the ability to challenge anyone who isn’t following the desired behaviours will help – although this really does require leading with action from the top!
Using technology
Virtual meetings can be useful but they can also be really disengaging and tiresome. Once you’ve agreed how you are going to use the office AND why and how you meet as a team think about what technology you could use to be more effective. Do you need to create meeting spaces with electronic whiteboards so that all meeting notes can be emailed directly from the room to the participants? What about virtual meetings and the use of collaborative white boards like Miro, Stormboard or Mural?
Move to outcome or value created results
Task based performance management is completely outdated. What takes one person 10 minutes might take someone else 30 seconds. Just because someone is sat in front of their screen for 8 hours of the day does not mean they’re performing any more work than someone who sat in front of their screen for 1 hour. What does matter is whether or not we are able to achieve desired outcomes from the work we’re performing and what the value of the work is that we’re doing – both of which could be subjective but could also be objective.
So measure the value of the contribution an individual or team is making rather than when or how long they’re working.
Rules of engagement
Every team is going to have to adapt but what works in one team might not work in another. Creating new cadence around how your team will use the office, how your team will meet and how your team will deliver their work needs to be communicated with others, agreed with others, and reviewed regularly to ensure its fit for purpose.
And here’s WHY we need to change:
The world is different
Having the ability to work anywhere anytime means that we don’t have to only work 9-5 (although I don’t know anyone who has only ever worked those hours since the 1980s!). The UKs ONS (Office for National Statistics) measured a 9% increase in the number of mothers with dependents in the workforce from 2000 (66%) – 2019 (75%) and a 3% increase of fathers with dependents in the workforce from 2000 (89%) – 2019 (92%). Offering flexible arrangements opens the doors for more working parents and therefore another source of talent.
Those entering into the workforce for the first time are also demanding flexibility from their employers, particularly as most of them have mastered remote learning for the past two years!
Technology
We are always switched on & have the ability to be contacted ALL THE TIME. This also has the advantage that it doesn’t matter where we are to be connected to our colleagues and our work.
Establishing new behaviours for how and when we work is going to take time to adjust and open mindedness. Some things won’t work well and others will be brilliant, flexible working needs a flexible mindset but it also needs trust. Start small, see everything as an experiment and agree key measures of success. A leader is not only the team manager but they are a student, a coach and a teacher. Leading by example, learning from your team and creating the environment for openness starts with the leader.
If you would like help to establish new ways of working we offer a variety of services from strategic support to team coaching bernadette@rosbyconsulting.com.
