Our last blog shared insights on what activities will drive the workplace of the future. That concept of a workplace poses a huge challenge for many managers out there.
A recent podcast by GBH’s Innovation Lab addressed what organizations must build as they are dismantling cube space: management skills, competency assessments, and performance reviews to match the new workplace. Leaders having trouble coping with remote working will benefit from this program’s insights offered by experts, Professor Nicholas Bloom of Stanford and Liz Fosslein, head of content at Humu. Each organization will need to study and then tailor a return to work hybrid model that fits their organization.
Quite often when we start work on a compensation project, one of the first questions we ask is the state of the performance management program. Too often we get guilty looks followed by hemming and hawing. As Covid-19 began to shut down the world, CHRC probably had a better understanding than most as to why the majority of managers in the US would be very uncomfortable with a remote workplace. The reason many leaders fall back on MBWA (management by walking around) is either because their organization does not have a robust performance management system and/or they have never been trained to manage in the first place.
At the end of the day, remote work is here to stay, and even when it is safe enough to return to large office buildings, hybrid remote and in-office work policies must be developed thoughtfully, in conjunction with robust performance management systems, versus being allowed to regress back to the routines of the MBWA practitioners. For those who thrive working remotely, if the majority of their coworkers return to the office, it could be detrimental to their career and could have a disparate impact on certain groups of employees who gravitate towards working from home. Professor Bloom is emphatic that organizations be prescriptive about “days the senior management are at home,” to ensure that people can be in the office to truly collaborate and innovate, not merely to posture and curry favor with the boss, and “to prevent a promotional advantage and stress everyone out.”
This past year has turned our idea of the workplace inside out, upside down, and cattywampus. While many look at this year as productivity lost or teamwork put on pause, there’s also much to be gained from rethinking the idea of the workplace. Are people really most productive while sitting in their cubicle all day—sans distractions? Distractions happen wherever you are. Distractions used to be colleagues talking about fantasy football picks, latest cat photos, or extended group lunches. Now distractions are crying babies, Instacart deliveries, or unstable Zoom connections. There is no evidence that productivity suffers if not in the office.
Workplace should mean just that, the place in which you do your work. It shouldn’t matter if it’s a cubicle, your kid’s room that has the best Wi-Fi, a Starbucks patio, or on a conference call in line for a COVID-19 test. The pandemic has forced most of us to figure out where we get our BEST work done.
As this fantastic article mentions, organizations must shift from “who” should be in an office to “what” should happen in a shared space. Client phone calls, creative brainstorming, cold calling, brief writing, Excel spreadsheeting—as we reimagine what the workplace is, let’s focus more on the quality of work and less on where the work is being done. Technology has allowed us to rewrite the entire premise of the office. As we move into a new year—and a continuously morphing workplace—management skills, competency assessments, and performance reviews must evolve to match.
It might seem obvious to speak about three women upon whom I am dependent for my body not seizing up on me from sitting for seven months—but it is not THAT stretching I am referring to.
One of the best business books I picked up in a long time is Stretch – Unlock the Power of Less – and Achieve More Than You Ever Imagined. One of the things most appreciated is that the author, an organizational development expert, provides research to back up many of my own theories from years of observing. A key theme in the book is resourcefulness—making do with what you have at hand versus waiting for the perfect desk, office, or moment.
In my own life, one of the best examples of the resourcefulness that I’ve experienced during this pandemic comes from three people who have spent the past several years teaching me how to stretch, literally. Using different modalities, Stephanie, Kathleen, and Sarah have stretched, and strengthened me, using different aspects of PT, Gyrotonic, and Pilates. In the midst of a national pandemic, I was not ready to give up my own stretching, especially as being confined to quarters made me feel like I was shrinking.
Exactly as Scott Sonenshein describes, these three women on whom I have come to rely on for my physical well-being, quickly figured out how their other clients and I could improvise without a studio and equipment. Anyone who is familiar with Pilates or Gyrotonic understands that they typically involve elaborate equipment, but I quickly sourced some additional foam rollers and my physical therapist sent out therapy bands to several of her clients. Being an early lover of Zoom, I was able to lend a hand in coordinating us all online. One day we decided that the screen definition was a little too good when one of the instructors could detect a muscle group that was not engaging!
All three of these lifesavers have invented new techniques, improvised equipment for clients who didn’t have weights at home (soup cans are just fine!) and focused on what was most important—the physical health and well-being of their clients.
Where are places that you have stretched?