‘Management by Wandering About’ was the description I gave to the way I led the Corporate department of a large, three-office, Yorkshire law firm. It was a bit of a misnomer actually. My style was more of a bottom up leadership thing, than a top down management thing. Admittedly, it was a darn site easier then, than it is now.
The past few months have given me the opportunity to observe how different organisations have been trying to work out what sort of future structures might work best for them. Even allowing for the fact that there is no ‘one-size-fits-all’ solution, not everyone has been getting it right. It’s important we do. Because, issues like the happiness and welfare of our staff, the efficiency and profitability of our businesses, and the maintenance of our competitive advantage, are all impacted if we get it wrong. And not just in the short term.
We spend most of the best hours of our days at work. And many of the best years of our lives. We are social beings - our conversations with some colleagues in the office kitchen, or a quick drink after work with others, can be just as important as a group of us brainstorming a problem round an office table. Figuring out what will work best in future can be a conundrum of Rubik’s Cube proportions. So, I hope I can provide some pointers.
Let’s get a few things straight. Some functions won’t change massively. The activities of surgeons, production line operatives and retail assistants, and of refuse collectors and delivery drivers for instance, all need performing in a work-place environment or out in the field. But, in between, there is a huge workforce whose practices have changed. They all need leading, supporting, looking after, making feel good about themselves and getting the best out of. We must keep them all at the forefront of our minds. Always.
This pandemic is exposing the difference between management and leadership. The knee-jerk reaction of many businesses has been to measure the screen time of their remote employees as if it means something. It doesn’t. Inviting an army of people to every Zoom or Teams session, the main purpose of which has often been nothing more than to check which ones are remotely present, is wrong. Businesses who measure input rather than output shouldn’t be surprised if staff suspect their employers don’t trust them. That’s where both morale and productivity can fall through the floor.
Rigid working hours can become a thing of the past. I have always worked on a seven-day cycle, generally between the hours of six am and midnight, during which I might have been in one of our locations; or working from home; visiting or meeting clients; travelling between offices or socialising with work connections, family or friends. What always mattered to me, was that my work was done on time, every time. And I always made myself available to suit the convenience of my clients, customers and colleagues. If staff wanted to work that way too, I was happy. This sort of flexibility not only engenders trust, but it also encourages people to give more of themselves.
Avoid the danger of out-of-sight, out-of-mind. It’s too easy to decide that A, B and C, for instance, can work at home, whilst D and E should be mainly work-place based. Even if D and E don’t get handed all the plum assignments A, B and C might well perceive they are missing out.
Everyone’s personal circumstances are different. For some people, their workplace is their refuge and they long to be there. For others, getting their children to school and collecting them on time, calling in to see their elderly relatives, and dealing with their various other (often unknown) personal circumstances, can make office working a logistical (and expensive) nightmare. Get to know your employees’ different preferences and accommodate them where possible.
Incidences of back aches, neck aches and headaches are shooting through the roof. I understand the Health and Safety at Work Act is now extending to working from home. A business doesn’t expect an employee to buy his or her office desk or chair. Neither should we expect them to buy their own home office furniture. Investment by an employer in well-designed, ergonomic, home equipment can pay dividends and reduces illness.
Just because you might not be lonely, doesn’t mean some of your home-bound employees aren’t. Loneliness can be a killer. A lot of us have woken up to mental health issues, including depression. But, it’s easy to overlook these things if there’s very little physical interaction going on. Find reasons to invite small groups of your home-bound employees either to the office, or to other conveniently located places, so you can check on their welfare.
It doesn’t take a genius to notice that a small team can create more energy and deliver more output than any number of solitary workers. Where possible, try to create physical or virtual pods of people who can interact locally, collaborate and look after each other.
It’s all too easy to lose that bespoke corporate culture whichmade your business so attractive. If we are not careful, implementing a top-down blueprint of how you think the future should look for your employees might end up beingyesterday’s solution to today’s problem. Instead, focus more on retaining the ties that bind your business together. And apply modern leadership rather than old-fashioned management.