A hybrid workforce will be a challenge for many. Whether a leader, team member or stakeholder, the chances are that we are not used to what will soon be commonplace; some people working from home, some working remotely, some working in the office and some doing a combination of these.
Preparing ourselves and our people is time well spent and there are things we can do now to help make the transition effective and engaging.
When I delivered a session on this topic to Customer Service, Customer Experience and HR Leaders recently, one area of focus seemed to resonate in particular. Promoting Self Awareness.
By encouraging ourselves and those around us to understand what it is about our current situation that we like/dislike, that engages/disengages us and that motivates/frustrates us, we start to gain clarity on what our needs will be in a hybrid set-up.
For example, someone with a strong need to ‘be seen’ underpinned by a fear of not being overlooked, may benefit from learning how to meet that need in alternative ways.
Our preferences, our needs and our core values remain, but how we meet those may have to change and self-awareness is a key step to exploring how we do just that.
Outcome focused leadership
A shift in focus from what’s being done to what’s being delivered.
Managing people on the outcomes they achieve rather than their productivity is not a new idea but it is one that is again being amplified through remote working. For knowledge workers in particular, the cry of “ask me to do something but don’t then tell me how to do it” is longstanding but managers of all workers are now facing the challenge of stepping out of their comfort zones of managing volumes to managing outcomes.
Have you seen Siemens’ remote working policy statement?
“The basis for this forward-looking working model is further development [of] our corporate culture. These changes will also be associated with a different leadership style, one that focuses on outcomes rather than on time spent at the office.
We trust our employees and empower them to shape their work themselves so that they can achieve the best possible results. With the new way of working, we’re motivating our employees while improving the company’s performance capabilities and sharpening Siemens’ profile as a flexible and attractive employer.”
Which of course links back to almost everything we’re about at Boost HR; trust, leadership, empowerment, motivation, retention…
Reflections from two months of posting regularly on LinkedIn! Thanks to everyone who engaged, especially those who liked, commented and shared. Tough to know exactly how helpful the posts have been but working on the basis that 90% of Linked in People are lurkers, 9% are lookers and 1% are lovers, I reckon the stats extrapolate out quite nicely.
It takes commitment to show up regularly with content that is intended to support, inspire and provoke, and I’ve loved it. It was an experiment to see what might happen if I did it every week day for two months and the followers to the page have grown significantly, I’ve been invited to be involved in work that I otherwise wouldn’t and it’s most likely that the repercussions of this activity won’t be known to me for months or even years later. (It always surprises me when people unknown to me contact me and say they have been following my posts on LinkedIn).
I’m going to keep posting but the frequency will be a little less. At least once a week with occasional updates in addition so do keep checking us out, liking posts when you see them and commenting when you feel able as it really does help to spread the word and get Boost HRs name out there. And of course, you’ll continue to receive your weekly Boosters!
October, here we come!