Where and how hybrid is breaking
It is an employer's legal right to deny workers the flexibility to work from home. It is an employer's legal right to demand a worker to work five days a week at the pre-pandemic place of work (let's call it the office). So, when Comm Bank, NAB, ANZ, Google, Microsoft, Meta, and Apple all ask their workforces to work at the office at least 50% of the time (or 3 days a week) this is a reasonable request.
But, is it? Is it reasonable? Or, to take it further, is it smart? Is it strategic? Is it productive? And, is it good business?
I've been following this story as companies put on their 'big boy pants' and start herding people by whatever means possible back into the office. The mindset is - enough is enough, and as much fun as it was to Zoom-in-ugg-boots and Teams-our-way-through-projects between walks in the park, it is now time to get back to normal - the real normal, not this pithy 'new normal' rubbish.
And, it's been funny. In fact, it has been very unfunny to see what has been happening out there recently. And, I have no doubt, you are caught somewhere in-or-around this discussion in your business. Here is a little recap:
People can't be trusted to do the work when they are at home. So let's track their key strokes.
We are forced to allow people to work from home because of the pandemic. It ends up that things get done!
The pandemic recedes and life is all but identical to pre-pandemic. Except for economic hardship everywhere.
Right, time to get the skivers and slackers back where we can keep an eye on them. The migration back to the office begins.
It's all respectful and all, but companies need their people back in the office. And, if they don't come back then they'll simply have their pay docked.
And, finally don't forget about the emerging riff between people in the office and the WFH crowd. It's tribal warfare out there!
Does that pretty much cover it? Probably not, but you get the idea. It makes for difficult/triggering reading (sincerest apologies). I know I am taking liberties but I also hope you can already start to instinctually see the mistakes and massive opportunities in the above timeline and the new year to come.
The Big Mistakes
Using the Blanket - When in history has overarching blanket policies ever worked? Or, more specifically, when have they worked when installing change projects? This is a massive strategic blunder. Every division is different in function. Every team within divisions have certain geographical and environmental nuances. And, then individuals within teams have different priorities/ tenures/ home lives/ personalities. If anyone thinks blanket rules will get the best out of their people or improve business results, then they are signing up for a big struggle followed by a sudden metaphoric punch in the mouth. Remember, you are in a leadership position which means the buck stops with you. Is this the hill you want to die on without a more thoughtful strategy?
Using Politics - Governments need to get people back into the office so workers use infrastructure and spend money in CBD businesses so they don't wither and die. Large companies have semi-empty office space wasting resources. It also 'isn't a good look' when stakeholders, investors, or clients are visiting. Um, that's not the employee's problem. None of it is. That is your problem. That is what you get paid to solve. And, if you want to solve it by demanding employees work in a way that doesn't make sense for them then they will politely go bye-bye. Quiet quitting has been happening for decades, it just has a name now. And, it is being driven by these sorts of leadership mistakes.
Using Angst - This has to be the biggest bone head play imaginable. The idea that we're going to create an 'us versus them' scenario to coheres and pressure people back to the office. Let's see how that one's going to play out. Or, may be not because we already know how it is going to go, just look at American politics. Division of this nature creates a huge business risk and is a strategic misstep if ever there was one. Psychological safety is now a mainstream idea. Those not taking this seriously are simply not qualified to lead in any business.
"Everything in life happens gradually
and then suddenly"
The Big Opportunities
Win the War for Talent - Millennials are moving into management positions and Gen Z'ers are multiplying by the month in our workforces. But, they are not the only one's wanting flexibility and some kind of work/life balance. The more inflation and the rises in Cost of Living hits people, the more important it is for all professionals to dedicate time to their health and managing the pressures of running a household. This takes time, effort, and is no mean feat for anyone (old/young/kids/single/etc). Employers that understand this will attract the best talent, keep it, and enjoy the rewards. Have people banging down the doors to work with you. The way I see it, being attractive to workers is a central metric for all leaders.
Win the Non-Existent Battle - What are we even talking about in this whole discussion? It is the buzz word of the 90's and naughties - productivity. It is all about productivity. So, annoying staff and making them commute when they don't want to is only going to lower productivity. So, are needless meetings, distracting and noisy offices, and getting people offside by enforcing demands or monitoring them like a lab rat. It is a needless wasteful outdated way to approach the contemporary work environment. Instead, invest in individualisation and how to get the maximum engagement into every single person's work day. If people are engaged in their work, they will fly. If this means they need to be in the office for client presentations then great. If that means they need to work at 8pm when kids are asleep then great. If it means they need to have 'Don't-contact-me-Tuesday-mornings' for three hours then brilliant. You get the idea...
Win the Longer Game - Other than the fact that people migrated away from city centres to regional areas and bought bigger homes during the pandemic for home offices, there is also the delusion that 'it is over'. I am no futurist, but what makes us think that the next pandemic/ famine/ act of god/ war/ financial meltdown isn't around the corner? I believe this is called Recency Bias. At the time of writing this, the Pirola Covid variant is being closely watched as a possible health concern coming into Christmas 2023. But, who cares about Covid. It is the next major disruption to our 'normal' lives I worry about. It doesn't exist yet or have a name - but, it is coming. In a year, five years, or maybe ten, but it is a risk just like any other political, economic, environmental, or legal risk. Leader's not prepared for this will lose. Leaders that refuse to seriously learn from what we have gone through since 2020 will have no excuse. Maybe they will get through unscathed like many senior leaders did after the Global Financial Crisis of 2007. But, there will be carnage for many. Carnage that can be avoided.
I have written previously about sleeping at the wheel (Dread, The Boot Room Dec, 2021), and my dear hope is that those reading this will be the ones feeling a tingle down their spine. The sort of sobering feeling of, 'damn, I'd better wake up and seriously questions what we are doing in this space'. I say this not to alarm anyone, but because I want you to win. I want you to have the competitive advantage. And, I want you to fly through these challenges to enhance your reputation, future-proof your leadership, but most importantly - to safeguard the future of your people and their careers/ health/ job satisfaction. Oh, and your business too I want them to be on their knees thanking their chosen deity you were in the driver's seat the whole time.
