When my wife [hi Sarah!] and I made the decision to move out of South East London [big up big up Crystal Palace massive] three years back, I planned to work from home for “at least” a day a week. I was going from a 45-minute commute to one which would take an hour and a half, and anyway it’s not like I actually need to be physically ‘in the office’ every day…
Needless to say, that didn’t happen. Most weeks I was in every day, with perhaps a day working from home every couple of weeks. And when I did, I made it very clear what I would be working on…
Because tradition states that work is something that was done… well… at work. And everyone knows that all this newfangled “working from home” nonsense really just means dossing around doing nothing. No way that someone could be as productive from home, or that they could really be trusted to do their work instead of drifting off and playing computer games or watching daytime TV.
Of course I knew that wasn’t the case: if anything I tended to work longer hours, with less distractions, fewer interruptions and less breaks than I did at the office. Without my friendly neighbourhood Finance Director [hi Jonny!] sitting next to me ready to wander off and grab a coffee, I was smashing through my to-do-list at quite a pace.
In fact, if I had organised a bunch of things to put on my WHF to-do-list which might have taken me a whole day to get done in the office, I might even find that I was through it by early afternoon and freeing up time to get to some of the important stuff that often got bumped by the urgent stuff.
But I always felt I had to check in with people too to prove I wasn’t off doing what I thought people might think I was doing instead of work. Call it “virtual presenteeism” if you like – an email, a text, just to say “I am still here, and I am still working”.
And I was also conscious that it was all very well for me to be working from home, because I’m in the privileged position of being the boss of the agency and thus a) largely setting my own work timetable and b) having no one to tell me what to do or where to be (in London, anyway!). Not so easy if you’re the Account Manager with the client on the phone all day, or the Planner with a creative team to brief…
Within a matter of days, lockdown meant that “WFH” was the norm. And soon everyone showed that they can work just as hard, just as effectively, just as productively from wherever their laptop was set up.
We’ve still had some issues – of course we have. The blurring of lines between work space and home space has meant that hours become blurred too; sometimes too much. I still have the occasional twitch which pushes me into digital presenteeism… now using Teams or WhatsApp as much as the other channels I used to use. “Video calls” where instead of a load of faces it’s just a sea of initials or avatars made everything feel very cold and unnatural [luckily we’ve pulled ourselves up on this and have made a real effort over recent weeks – it’s made a massive difference].
And I’ve written recently about the lack of opportunity for ad hoc, in person, informal learning from colleagues and co-workers which I found so valuable in my formative years.
So there’s stuff to fix, but surely the stigma around working from home will have been the one victim of this virus that we can be positive about?
Hmm. I’m not sure.
When our office spaces are back to something like normality, will the assumption return that work is done “at work”? If we don’t need to work from home, wouldn’t it just be better if most of the people were in one place most of the time?
I think there are various truths about this whole thing that we’re going to need to reconsider, and possibly reconcile, over the coming weeks and months…
- There is no substitute for personal, face-to-face interaction. None.
- I would not have the relationships that I have with the people with whom I work had I not spent a lot of time with them in the same place [specifically “the office”, in case you’re wondering].
- Building an organisational culture without being physically together as a group would be really, really difficult. Not impossible, but tough.
- A strong organisational culture makes a company more resilient to a crisis, with shared values acting as the strongest foundation for honest, genuine working relationships.
- Some people have been more productive working virtually, with associated benefits in their mental wellbeing and emotional and physical energy
- Some people have found working virtually incredibly difficult, with the blurred lines between work and home feeling both draining and isolating at the same time.
- Some people will work like a dog no matter where you put them.
- Some people will do as little as possible no matter how much faith you put in them.
- Virtual hugs are not as good as actual hugs. Especially from me, as I am a world-class hugger [N.B. this is not my personal opinion – I have a full trophy room to prove it].
- It’s all about trust.
Yeah I know, I funnelled you into that last one. But it really is.
And so before you do anything else, assume positive intent. I know it’s obvious, and I know it’s not always easy. But it’s also surprisingly uplifting.
Assume that people are trustworthy. That they care about their work and their colleagues. That they want to do a good job, every day.
That they trust you to do the same.
Let’s all assume that we’re all doing our best, unless specifically proven otherwise, and a lot of this “new normal” [aaaarrrrgggghhh that phrase again] planning will be a lot easier. Start with trust and we can crack on making a new kind of totally flexible working – flexible around you as an individual with specific requirements and specific responsibilities, in all parts of your life, like never before – really work. For all of us.