our working relationships and networks? What have we missed? “The human organisation
understands people, and how they tick. It understands our social nature, and how we need workspaces that are shaped to encourage the key working activities – concentration, conversation, collaboration, exploration and reflection. The human organisation has a clear purpose that gives work meaning, and it defines that purpose in ways that connect with what its people value. Ultimately, the human organisation has human leaders – people with integrity, authenticity, and who are open to transformational change.” He argues that this is a moment
of great transition for businesses and a chance for employers and employees to come together to not just fine-tune, but to reimagine a more fully human world of work, creating a new energy to unlock previously untapped potential and accelerate positive change.
FLEXIBLE, TRUSTING AND EMPOWERING – THE NEW DEFINITION OF LEADERSHIP Chris Dyer, founder and CEO of PeopleG2 and co-author of Remote Work: Redesign Processes, Practices and Strategies to Engage a Remote Workforce, says the new normal will require a significant change of thinking for many leaders. “The best leaders will give more
choice, flexibility and autonomy to their teams,” he says. “This kind of open and trusting leadership will give companies an advantage, over the next one to two years at least, in attracting and retaining top talent. “The key is to treat everyone
fairly but not equally – a one- size-fits-all approach won't work. Circumstances vary from one employee to another, depending on factors such as children and extended family. Managers should understand the many different situations and take a tailored approach to working with each employee.”
MORE ON LEADERSHIP THINKING
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relocateglobal.com.
Five steps to better leadership
As a leader, you have huge power to influence the culture and future of the organisation you manage.
“Company culture influences results right from the top of the organisation all the way down to the bottom,” says Sam Hill, Head of People and Culture at BizSpace. However, in order to run a business successfully through hybrid teams, a strong company culture must first be established.
Here are the five key steps to take:
1. CLEAR COMMUNICATION IS KEY With some returning to the office, those choosing to stay at home may feel a sense of isolation from the team and the company, something that is difficult to ignore when you used to spend day-to-day with your team in the same office, or as a whole group working remotely. To aid this and keep the communication flowing, teams can use instant messaging like Slack and Google Chat. Daily huddles and weekly catch-ups with a line manager/mentor using a mixture of video and voice calls help to keep updated. Keeping a constant open door to communication can replicate that feeling of being in the office where we can so easily chat to one another.
2. LISTEN TO WHAT YOUR EMPLOYEES NEED
Building a strong company culture across teams first requires an understanding of what those teams need from management. Employee mental health can suffer from the change with productivity taking a hit, so companies must therefore take the time to understand what their team requires and how the business can adapt to suit.
3. GIVE FLEXIBILITY
Some employees may prefer to work independently without constant encouragement whereas others would prefer to have tasks delegated to them on a regular basis. By understanding what specific teams require and how each member operates, companies can mould their strategy to suit the wellbeing of each employee.
4. TRUST YOUR TEAM AND MEAN IT
The traditional working hours are now no longer ‘normal’, with many of us now juggling responsibilities from home that we didn’t have to during the working day, like childcare etc. This can lead to a feeling of needing to prove that all work is being done, leading to overworking and in turn, burnout. Thousands of us are defined by the 9-5, taking lunch at the same time each day and having a physical presence in front of colleagues to prove we are actually working. For those remaining at home, they don’t have this way of ‘proving’ themselves externally.
5. SET CAREFUL DEADLINES
To combat this and prevent a team that is working over capacity, team leads must show that they trust their team. They can do this by being flexible and less formal. Where meetings are required, keep these streamlined and avoiding typical lunch hours or times early in the morning where some may be taking advantage of the new hours. Setting attainable and broad deadlines with a lot of notice will allow flexibility and give enough time for deadlines to be met.
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