Much of the narrative around digital working seems to have taken a shift away from ‘Remote’ towards the term ‘Hybrid’. Many clients we are speaking with are expecting, even planning, to continue their post covid experiment by having some kind of mixed working arrangement in the future.
To learn and progress often means to have ones presuppositions exposed and challenged. Although I expected this, i’m not sure I anticipated such a challenge so early in my journey to coaching. The first hurdle I must clear is the concept summarised in this extract from Coaching For Performance: “That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education.
When I was a child I dreamed of growing up and becoming a coa… Hold on, lets try that again. When anyone ever asked me “what do you want to do when you grow up?’, I always said the same thing without hesitation, I would love to be a coa… Okay, third time lucky.
I’ve recently had the privilege of revisiting some tools and techniques that I first learnt way back in the 1980’s working for a Dupont manufacturing division. After world war II the USA sent a working party to Japan to assist in reconstruction following the devastating blows of the two atomic bombs that ended the war in the East.
A phenomena of the covid remote working experiment has been the increasing tendency to cram the diary, removing all possibilities to take a break, process and refresh. This is resulting in an increase in employee fatigue that needs to be dealt with as we now move into the hybrid working era.
So, what was the last thing you learnt to do? Chances are, whatever it was, you will have learnt it to solve a problem. Even those things that are in the realm of hobby or interest, it’s likely you were still solving a problem. Take for example ‘learning a new language’ there’s a problem, you cant speak that language yet and you want to for any number of reasons.
Some things we assume or take for granted turn out to be incredibly complex. Take the example of a formula one race. We take it for granted that for 2 hours on a Sunday twenty plus cars will show up and compete for the podium. Yet when we stop and think about it the amount of things that have got to coincide just to turn up, let alone win consistently, is enormous.
Have we got online meetings correct yet? My guess is not! Most of the time we have simply transferred our offline face to face meeting practice into a conferencing tool and ploughed ahead, without rethinking what works best when meeting remotely. 1.
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.
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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.
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