Blip

How do we address the challenges of going remote in large organizations with mixed groups of employees? How do leaders reconcile the advantages of remote work for employees with the need to get work done? Very likely… Part 1

Recently Jeffery Snover posted this tweet on how the wheels on work from home are starting to wobble.

I replied that the wobble is getting noticeable, thus my reply:

I returned to the office 2 weeks ago, and looking back there were distinct phases leading up to the wobble. Scramble -> Excitement -> Normalization -> Routine. At routine, things were “fine” but creativity, empathy and commitment dwindled. Work vs. Progress & Transformation.

Twitter isn’t the place for deep discourse, but it was enough to encourage more thought. Work is getting done, boxes are being checked. What’s missing is the comradery and the richness of work. Here’s some of my observations:

• Students are back, full press.
• Groups of employees, such as Facilities, construction, and maintenance; have never left, and have a profoundly different experience of the blip than folks who could WFH.
• Other teams are missing layers. Middle managers, back office workers, and non-student facing folks are missing.
• We are deeply appreciative of seeing folks face to face, albeit with masks and social distancing. I’m a little gooey on this, but it is joyful.

Overall our org is moving toward normalcy, Students are voting with their tuition. Now, we’ll see if the trend continues, or if our experience is unique or the byproduct of lucky circumstances.

Back to the WFH “wobble.” I could see all staff being recalled, or limited WFH days, such as SUNY’s policy (Thanks SUNY Buffalo for good SEO) here. Speaking plainly I can see how this could strike a balance between 100% WFH and the need to have employees connect with the campus experience that our students want. Neither side should be left out.