Over the past week, I’ve had several discussions with CEOs struggling to adapt to remote and hybrid work models. Many feel that if employees aren’t in the office 9-5 under watchful eyes, productivity will slide.
I wonder if the CEOs that want people in the office are the ones that suffer the insecurities that if they worked from home, they wouldn't work much. And if they wouldn't work well remotely, they fear others won't either.
As someone who once held similar beliefs (all pre covid), I can appreciate this mindset. However, we must challenge assumptions about how, when, and where work gets done.
While this attitude is understandable, it severely underestimates the capabilities of employees and stems from a lack of trust.
Now is the best time ever to measure on outcomes, metrics and results, rather than effort. Software and systems are the best they are ever been to engage, collaborate and drive results all remotely.
And I don't buy the BS that CEOs want their employees in the office to deliver the goals and as they wouldn't at home. And if they do deliver them in the office, the CEOs would expect them to do even more. Huh?
If your employees are NOT self motivated already, get different employees. Working in an office or at home.
Trust between leadership and employees underpins engagement, innovation, and performance. Rather than dictate rigid in-office schedules, CEOs would better inspire high achievement by clearly conveying expectations, providing autonomy balanced with accountability, clear goal setting and championing work-life balance.
Delineate responsibilities and objectives, supply the tools and resources to excel, then give people the space to determine their optimal working rhythms. Not everyone peaks from 9-5. Establish check-ins based on deliverables, not office face time. Judge performance on outcomes achieved, not minutes focused on a computer screen.
Additionally, showcase trust and care for employees as humans with lives, families, and interests beyond office walls. Flexibility and empathy around personal needs cultivate loyalty, fuel creativity, and unlock discretionary effort. When people feel respected and cared for, they extend more passion and dedication to their roles.
Engage distributed employees through unifying vision, rituals, and culture. Regular virtual meetings, digital watercooler channels, all-hands video calls, and offline team building (if it can be arranged and paid for) maintain bonds. Transparency around company goals and vision aligns everyone. Emphasizing shared values and purpose, not physical proximity, rallies people to pull together.
The workplace has irrevocably changed. Clinging to antiquated notions about supervision and productivity will only widen the disconnect between executives hungry to regain control and talent demanding trust and flexibility. The CEOs better positioned for success will reinvent what it means to manage, engage, and inspire distributed workers in a digital age. The potential rewards for their companies are immense.