Isn’t it amazing to see what we’re capable of doing in response to a crisis? Across the world, we’ve seen entire workforces shifting lock, stock and barrel from ‘in the office’ to ‘working from home’. Over the last few weeks we’ve shared many a zoom meeting as well as our surprise at how agile we are …when we have to be! We’ve also seen the digital transformation that we had anticipated would occur over the coming months and years accelerate at a speed none of us ever imagined was possible. Again – amazing what can occur in a crisis!
In addition to grappling with what ‘leading in a crisis’ looks like as well as the rapid acceleration of digital transformation, leaders have also been trying to understand how to best support their teams when they’re working from home. Some companies (such as Mastercard and Google) have announced that staff will be able to work from home for the rest of the year. Microsoft has reopened some offices in Asia with around 50% of staff returning to the office.
As the social distancing restrictions begin to ease here in Australia and NZ, businesses are beginning to consider life and work in the next phase of the ‘new normal’. Although some businesses may transition back into the office (with less staff / on a rotational basis), many businesses will be continuing to maintain a remote workforce.
Prior to covid-19, there were just a few organisations such as Automattic (software design firm), Modern Tribe (digital agency) and Basecamp (project management software firm), which operated completely virtually. Other organisations had a mix of both, with some staff in the office, and others working remotely. Leaving another group of organisations who have had (prior to the emergence of Covid-19) little to no staff working remotely. You only have to look at the nature of the aforementioned orgs (all tech companies!) to see that some industries and business functions are able to transition to working remotely more easily than others. Some of this relates to the work itself (and the degree of autonomy that the work may entail), as well as the culture of an organisation.
Although most organisations have completed the initial transition to working from home, many leaders are still trying to develop the ideal approach to support their team’s wellbeing and performance when WFH in these uncertain times. So, during this next ‘new normal’ phase, what can leaders do to support their teams who are working remotely?
Drawing on ‘self-determination theory’, leaders should ideally balance their approach by keeping the following three key needs that team members have in relation to their work in mind:
· The need to belong (in the team and the wider organisation);
· The need to feel competent in their role; and
· The need for autonomy and control over the work that they are doing.
So, what does this look like in day to day operations?
Set clear expectations
Setting clear expectations about working hours, priorities and processes is crucial. Are there any changes to usual operating hours? As the boundaries between work and home have literally disappeared, some clients have seen an uptick in the amount of ‘out of office hours’ calls. Whilst in some instances there may be a relevant business need that justifies this, in most cases there isn’t. Leaders can set the boundaries by clearly articulating what changes (if any) need to be made to expectations around team members’ availability.
If the team’s priorities have been impacted by covid-19, what are the new priorities? How does this impact individual team members’ performance goals? Providing as much clarity as possible about what individual team members and the team collectively should be focusing on over the coming months (and how this may vary from the initial 2020 game plan) will set your team up for success, alleviate any concerns about variance to their individual performance goals and establish a spirit of accountability.
Most teams rely on a range of different processes and protocols to ‘get the work done’. In a remote environment, there’s no doubt that some of these processes will need to be adapted. Providing a clear picture on how these tweaked processes will work remotely will support your team to continue to deliver on the team’s goals.
Given that the easing of restrictions means some will be returning to the office, whilst some will remain WFH, keeping the team up to date on how these expectations may change over the coming weeks and months is an important factor to keep in mind.
Communicate
Prior to covid-19, the dilemma that a lot of remote teams have struggled with is the perception of ‘out of sight, out of mind’. From a leader’s perspective, the question is: ‘how do I know that my team are doing what they need to do?’. On the other side, team members’ are thinking: ‘how do I know that my leader is seeing what I’m working on?’. The notion of trust and working actively to build trust becomes a critical ingredient to success in WFH.
In the context of a pandemic, when the issue is not only about ‘getting work done’ but ensuring the wellbeing of your remote workforce, the need for two-way and frequent communication has never been more imperative.
This may initially entail experimenting with more frequent meetings to find the right cadence in this particular context. It will also undoubtedly involve using one or more of a range of different platforms to ‘stay connected’ including team collaboration tools like Slack and Microsoft teams or online video platforms like Zoom. One of the biggest benefits of being ‘in the office’ is the impromptu conversations that can occur so now is an opportunity to think creatively about how to find virtual means to replicate some of the benefits of ‘in-person’ and ‘in the office’ communication. Be mindful to ensure that virtual meetings are interactive and inclusive of all team members, and where possible use the functionality that these platforms provide to enrich the collaboration process (whether it be through break-out rooms, virtual whiteboards, chat rooms or Q & A facilitiies).
Keep in mind …that everyone is different
Everyone’s personal and professional lives have never been so merged as they have during this pandemic. We see this on multiple levels, from colleagues’ kids running around in the background on a zoom call, to the amplification of personalities and individual needs. Some team members will have taken to remote working like a duck to water, relishing the additional autonomy or ‘no commute’ perhaps. Other team members may be struggling with the decrease in social contact, or with the juggling of home-schooling and working in the same environment.
The critical element to note is that every team member is different. Whether introvert or extrovert, parent or carer, they all have unique needs that need to be factored into the leadership approach at this juncture in time. Ensure that team members are feeling supported and that they also have the opportunity to share their unique challenges. Team members need to feel comfortable (psychologically safe) to let you (and where appropriate, the rest of the team) know about issues which may impact their work schedule and or performance.
Clear expectations, open and frequent communication and a mindfulness about individual team members’ unique needs will enable leaders and their teams to chart the uncertain waters in this next phase of the ‘new normal’.
Stay safe
Bridget Blackford
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