A solid remote work plan.
Good Lord, this post is not about the 2020 pandemic, but it did inspire me to build a good, solid work-from-home (WFH) plan for the employees of my organization. I will admit that I have tendencies to be more of a traditional leader when it comes to managing a team. This is because the clock-in-clock-out expectations of a boss/employee relationship were instilled in me decades ago when times were different. In the past, attendance in the office and punctuality was a sign of respect. However, I have realized that is not necessarily true anymore. Getting the work done promptly with good quality is really what matters.
Shift your focus to outcomes, not time spent in the office.
Let's face it; your employees are not going to sit at their kitchen tables, chained to their laptops for 8 hours a day, working from home. As a result, they will be managing their time differently, and you have to shift your focus to outcomes, not time spent in the office. I had no idea I would so quickly have to move my mentality and staff expectations during the pandemic, and you know what? I am happy I did. It was easier to do than I thought it would be.
The following tips may help make your WFH plan implementation go a little bit smoother:
Tip #1: Don't be afraid of it. If you haven't read John Doerr's book "Measure What Matters," I highly recommend it. It's focused on working off of outcomes rather than hours worked. As a team leader, it's time for you to let go of the need to see employees in the office from nine to five. (I look in the mirror as I say that.) The most significant shift you will have to make yourself is to outline the suitable projects, tasks, goals, and outcomes you expect for each team member. Check-in often with them!
Tip #2: Engage with your HR consultant (if you have one) and get creative with how you can manage a team remotely. I am fortunate to work with Hogan Taylor, LLP advisors in Oklahoma City, for all human resources-related issues and payroll processing. However, you may not have an HR consultant, especially if you run a smaller association. If that is the case, reach out to your outside legal counsel or access your organization's document library (in the case of NAR, that is the AE RARE database on the page dedicated for association executives, and sign-in is required, #iykyk) for samples.
Tip #3: Define Expectations with your team. This is a big one. What are the expectations for work quality and deadlines? How will employees be held accountable if they are not meeting those expectations? This is not a “flexible work schedule.” Office hours remain the same and some employees will have to be available during office hours (not just in the middle of the night when that may be a more convenient time for the employee to work.) Explore different options and working hours building them together with each person on your team.
Tip #4: Let it flow. It might surprise you that a remote team can be very productive. Implement tools such as Slack, shared Reminders lists in Apple, Things3, ToDoIst, or Microsoft To-Do (if you're on a PC). Those are just a few of my favorite tools.
And here is the biggest kicker, if WFH doesn’t seem to be working, meet with the staffer to discuss early on and recalibrate, if necessary.
Tip #5: Set a standing in-person meeting regularly. My team meets every Tuesday at the office, and all hands are on deck for our weekly staff meeting at 8:30 a.m. each week. Of course, our remote employees may be stuck on their laptops for the day in the conference room on Tuesdays. Still, the change of pace is usually welcomed, and gathering with their colleagues always seems appreciated. At least that is the day that I seem to find so many people bonding over lunch together. That hits me in all the feels.
Working remotely can be an effective way to keep your employees happy and productive. Not only will they appreciate the flexibility, but, likely, they may even be more productive than if they were in the office. At least that has been my experience.
However, let me be clear, working from home is not for everyone.
Some people need the office environment and the camaraderie of their colleagues to be productive. And that is okay! It is your job to discover what works for each team member and then cultivate the best of that, no matter their working location.
Unfortunately, your members may complain about you not being in the office. Ugh. This is the worst when people complain with no backing or reason why. So ask them the question, "what is not being accomplished that has affected your well-being?" Okay, that might be a bit overdramatic, and there is likely a softer way to ask. If they can't answer the question, keep asking curious questions of what staff can do to make sure that their needs are met quickly. Be open to any legitimate reasons that the member may bring to your attention. If they cannot reach a staff person to serve their needs, you may need to talk with your staff and adjust working hours and revisit expectations for prompt service for the members.
What ways have you found have been successful with remote work hours for your team?
