![]() When you’re always getting pinged, you lose a lot of opportunity for insight. But keep this in context: the “Hey, got a minute?” culture of in-office is responsible for about $588 billion of lost productivity per year. Wait, fewer distractions? Doesn’t at-home work create more distractions? In some ways, yes. We know from research that insight is increased by fewer distractions. (More on setting up those experiments in future articles.) 3. The very nature of hybrid work will allow organizations to constantly tinker with that and follow the results. The brain science benefit: We’re all incredibly biased, and biased all the time - and the best solution has always been to remove biases from processes, not from people. Even with now the ideal technology, people have to be regularly reminded to speak exactly one foot from the microphone, for one person to speak at a time, and to involve people out of the room first, not last. At the NeuroLeadership Institute, where we went hybrid years ago, this took over a year of tinkering. The only exception to this is if meeting rooms have been exceptionally well-designed, and tested over time, to ensure a seamless ability to hear and see each other at all times. On a platform, you can hear from 20 people in parallel in the chat, something you would never do in-person - where you’d likely just hear from the extroverts - ensuring the best ideas rise to the top, not just those from the loudest voices.įor one client, we actually created an inclusion framework that provided them with specific habits aligned to their values on how to lead inclusively virtually, and elements like the above are included.Ī rule to consider: if anyone is out of the meeting room, everyone is on their own laptop on a platform. One of my favorite questions is: ‘I want a comment from everyone here in the chat right now, as if you’re here, it’s because I value your opinion’. This inclusive nature of more faces, more voices, more people, and more opinions and ideas helps to build smarter teams. are not particularly great technologies for world-class ideation, but are inclusive technologies in that you can see more people and hear from more voices, and cross-functional Zoom/Skype meetings have a high possibility of inclusivity. (In other words, silos.) Zoom, Skype, Teams, etc. ![]() When your job was predominantly in-office, you often sat near the same people, and attended meetings with those same people constantly. Why? The leaders needed to be able to lead in a more inclusive manner, because the team was now more regionally-diverse, as opposed to just hires from the HQ city. One client we work with, for example, doubled down on allyship and inclusion about six months into COVID. The brain science benefit: Diverse teams feel less comfortable, but in the long run they’re smarter and outperform less-diverse teams. The most likely outcome is a hybrid model, meaning a good chunk of employees will still be WFH 2-3 days a week. More diverse hiringĬompanies have been more receptive to hiring outside of their HQ and location bases, which means we finally might get to more diverse, more dispersed, and more cognitively-different teams. And along the way, we might see some unexpected benefits as well. You need a mix of autonomy and fairness in this Build-Back period. But …if some workers go back into offices more, and those workers get access to more perks and benefits because of their proximity (distance bias), that’s not fair. They don’t want to give that up so easily. While COVID has been tremendously stressful, it also provided nearly-unprecedented levels of autonomy for many knowledge workers. Solve for autonomy, but manage for fairness. The bottom line on what organizations should be trying to accomplish now is: ![]() This is simultaneously a scary and uplifting time. After a year of unprecedented anguish and pivoting, we’ve finally begun to arrive at “The Human Spring.” What happens now around hybrid working models, approaches to management and leadership, and increasing employee autonomy, will change the way we work for the next 30 years.
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