The pros and cons of virtual and in-person work and the impact of the pandemic on changing worker behaviors and attitudes continue to be hot topic discussions.
Research favoring virtual work (see, for example, Washington Post, INC.) cites a range of motivating factors that lead to improved mental health and other benefits that positively impact performance. This contrasts with the view that virtual work decreases performance due to its reducing team effectiveness and, over time, negatively impacting mental health.
The viewpoint from the middle is to create a hybrid work model. However, this can result in organizations struggling to enforce universal rules or allow for managerial exceptions while navigating the complex elements of inclusion, equity, and compliance.
The polarities of virtual or in-person choices result in winners and losers, while the hybrid option of compromise results in a ‘lose-lose’ outcome as no one gets what they want.
At a time when organizations are concerned about attracting and retaining desired workers, new ways of thinking about work are needed to solve the dilemma of making one choice that negates the other. Organizations seeking a third way can benefit by inviting leaders to dialogue about flexibility and performance as complementary forces and then asking leaders to identify the behaviors needed to support combining both perspectives at work.
One example of this thinking comes from Fons Trompenaars, who challenges leaders to move beyond discussing the ‘destination of work’ and instead asks, “How do we make our people happy and more productive in the business we are in.”
Accountable Leadership
For organizational changes to take root, the role of leadership must be highly involved and committed to communicating and supporting shared goals. To realize the benefits of change efforts, it is important to define clear behaviors and expectations to hold everyone accountable.
Below are some leadership behaviors that, when followed up thoroughly and consistently, positively impact the performance and happiness of workers:
- Leaders are deeply involved in all aspects of their team and the tasks being performed
- Leaders help employees succeed where difficulties exist
- Leadership looks to strengthen and support what workers do wherever work occurs
- “Leaders help those who are doing poorly improve, and those who are doing well to do even better” (John Rohn quote, referenced by Fons Trompenaars).
- Where diversity exists, unifying differences is the problem-solving modus operandi.
The ability of leadership to manage competing interests of performance and flexibility has a lasting effect on impacting the future readiness of a workforce. Left unresolved, organizations will deepen the undesirable effects, which will be seen in the organization’s ability to perform, attract, and retain ambitious talent.