It’s almost unbelievable to think that we have now reached a year since the first national lockdown. Not because it’s gone so quickly, but because it hasn’t! We are now a year into this rather extreme social experiment; what happens when you remove all “unnecessary” social contact, almost all leisure sport and exercise, all avoidable travel, and dictate that people must live and work in their homes indefinitely amidst a constant and grinding narrative of danger and judgement.
As we move out of bulk remote working into a hybrid remote approach, there are a number of significant things to reconsider. One of these issues is the potential of your hybrid groups to have very different work experiences. Working at parity of team experience needs to take place on a number of different fronts, but here are three areas to start with.
As we start to rise again from the ‘covid remote working experiment’ it seems more and more likely that the world of work has changed and will never be the same again. Many web surveys and our client discussions testify to the fact that the majority do not want to return to the one-hundred percent office based model.
I’ve recently been giving my attention to self control, or maybe the occasional lack of it in my life! I guess I’ve always seen myself as somewhat impulsive, being quick to act and do. I’m pretty comfortable with that most of the time, in fact I think it’s been a useful characteristic for making things happen and generating constant progress in my life and business.
Effective remote management phase 2 series.
Long before the pandemic threw the whole world into remote working, it was generally considered that those who preferred to work remotely had a very specific characteristic that was not shared with people preferring a hub based office working style.
I wonder how much you value certainty? For many people this is a very strong value, it seems possible that most people are certainty driven. It’s like a built in survival instinct, uncertainty equals danger, risk, fear and so people chase after certainty because it means that they are in control.
As we move forward, it’s evident that we are entering a new phase of remote working. Almost everyone we speak to is expecting the world of work to have permanently changed as a result of the (forced) experiment of the past year.
In short, we are in this remote working thing for the long term, which means that everyone needs to stop and recalibrate what’s working for them and importantly what’s not!
In our effective remote management phase 2 series, as are focusing on a number of new areas that managers need to stay abreast of.
In this weeks blog I’m going to address the thorny issue of not using cams when remote working. It seems to be a growing trend that in some organisations not using your cam is considered OK or even encouraged. I’ve recently even heard the phrase ‘cam fatigue’ being used.
Psychologists define resilience as the process of adapting well in the face of adversity, trauma, tragedy, threats, or significant sources of stress. In a recent episode of our podcast, Squeeze, we focused on Lucy Hone; an expert in resilience. Her Ted Talk on this topic is well worth a watch.
Video interviews have become a necessity for businesses due to the COVID-19 pandemic and the realities of lockdown and social distancing. Companies are still having to hire staff and continue moving onwards, and with in-person interviews being an unnecessary risk, interviews are more easily carried out remote using video calling software.
I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.