It’s been more than two years since our lives were fully disrupted, without notice. We adapted and persevered, but now we are trying navigate how we bridge the gap from fully virtual to back in person.
As I talk to senior executives of companies large and small they all say the same thing when it comes to employees returning to in-person meetings and gatherings. They don’t really want to come back. They are demanding some blend of work from home and work in the office or complete work from home.
Senior executives are struggling with how to handle this and most boards face an uncharted roadmap ahead. The role of the board here is important because the board helps set the culture and the tone of the organization.
I understand the appeal of working from home, particularly in urban areas where commutes can be long and arduous, but most senior executives and board members are seriously questioning if the concept of continued virtual and remote work is a sound business strategy. The most compelling reason for “in-person” anything is that it is essential for building trust and forming relationships, which is the foundation for not just good business, but to a fulfilling career in working with others and feeling a part of something. When you care, you work harder and better. When you don’t care, it’s easier to slack off.
Pre-pandemic, I spent much of my time traveling to see clients, speak at conferences and meet with people in person. I found the time with clients to talk about their families, hobbies or learn more about their challenges was central to not just doing my work well, but enjoying my work. Those moments do not come in scripted or structured presentations or meetings, but in the few minutes before or after the meeting or the lunch or drinks that often follow. Likewise in the office, trust building occurs in between the meetings in those few minutes walking down the hall or grabbing a cup of coffee. That’s hard to find in a zoom call even with a small group when it’s “scheduled” chat time. Everyone is so fatigued from sitting at their computer in their home office that they are quick to hit the Leave button and turn the camera off.
Despite the benefits of being in-person, many employees now demand more of work from home conveniences in their work schedule. What will that do to team building? How will people build important relationships that foster trust in each other when working on important projects or initiatives? What will happen to the ability to “read the room” and understand non-verbal signals that can be essential to good leadership? When you already had a relationship with someone before this started it was easier to convert to a virtual connection, but as time progresses, new people are introduced to the team and if you have never ever met in person, building trust will become increasingly difficult.
While this topic is certainly layered with complexity and many companies already facing labor and talent shortages, the philosophical discussion is important in the boardroom. The board works with the CEO to set the culture and the tone of the organization. Whether your employees work in an isolated at home environment or in a thriving team-based culture or some compromised blend is critical to every company. What will the long-term impact be on the company if you don’t have people working in person? What will be required to facilitate impactful meetings and discussions when in person if that time is limited? Can that be done in short action-packed retreats or meetings versus day to day in-person?
Will front line workers who have to be in person such as in retail, hospitality, travel, tourism, medical and manufacturing, resent the “office” workers who work in their pajamas at home indefinitely? Will the divide between those who succeed and those who languish become clear by “who’s in the office”? Those who want to get ahead are going in to the office because the “boss” is usually there and they have “face time” i.e. relationship and trust building time.
A lot is said about the board’s role in helping to set the culture and the tone and ensuring the leadership pipeline of the company. Now is the time when the sage council of the board is needed. So, what is a board to do?
For starters, it’s time to schedule a board retreat. Unless you have a lot of health issues or reason not to gather in person, the board needs to reconvene in person and set aside time to address this and other pressing issues. If you are not willing to meet in person, how can you ask that of your employees? Reconvene in a way to build trust, foster relationships, have fun and enjoy the work you do as a board. We haven’t had this for two years, make the investment in it now.
Second, carefully consider the long-term consequences of continued remote work on the morale, talent and leadership of your organization. Consider how you can provide employees the conveniences or flexibility they have enjoyed the last two years with important time in-person. It doesn’t have to be all or nothing, but your leadership is critical in setting the expectations for the years ahead.
If you are interested in learning more about planning an effective board retreat to address the future of work, digital disruption and other hot topics, contact Jen at jwolfe@consultwolfe.com for a Free Planning Guide at jwolfe@consultwolfe.com or 513.238.4348.