Collaboration, the future of business, and where you work

Collaboration is not simply communication. Collaboration is working with others to accomplish some goal. In my book, The Collaboration Effect, the emphasis is on authentic connecting relationships, listening actively, and educating judiciously to build bridges and negotiate closure. As a mediation and negotiation specialist I also assist teams with how to collaborate more effectively going forward. With the advent of AI and what we went through with COVID-19 remote work took off, but now firms are addressing what is the right mix of in office, hybrid, and remote environments. The commentary that follows explores this question.

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History

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Prior to COVID-19 roles were pretty well-defined with occasional days at home or with a home office and most service employees working in the office. Zoom and other related sources were known, but it was not something many people used very often if at all. Other virtual meeting sources were used, but primarily for remote meetings with groups in different geographic areas.

Then COVID-19 hit in early 2020 and the scramble was on. Zoom took off with the pandemic going from $0.62 billion in sales in 2019 to $4.09 billion in sales in 2021 and continuing to grow at $4.52 billion in sales in 2023[i]. Working from home or with a home office became a common situation.

The book 1 Habit: For a Thriving Home Office in 2020 hit the market at the right time. Seventy-three habits were shared by different authors on how to be happy while working from home. The book was very successful.

With the rush not to spread COVID-19 many people lost their jobs. Those that maintained employment were often instructed to work at home if they were not working at home already.

Jump forward to today.

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It has been estimated that 37% of jobs in the U.S. can be performed entirely at home[ii]. Many employees have adapted to the home office environment.

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As COVID-19 became less of an issue, many employers either ordered employees back to work in the office part time or full time. A backlash ensued by many employees who preferred not to have to pay and spend the time commuting.

The results of some employees working full-time remote, some part-time remote, and some in the office full-time has been found to fragment the workforce. In some cases, working from home imposes long work hours. A survey in 2022 found that 47% of remote workers in the U.S. were concerned about blurred boundaries between work and personal lives.[iii] This clearly implies that there need to be boundaries on the home office also.

For younger workers who have only known remote work, many feel isolated and not able to move up. This feeling is not imaginary, but real. Being seen and showing up in the office has been found to be one of the keys to moving up.

Loneliness and mental health issues are impacting many workers. So, what is the right mix? Some employers simply ordered everyone back to the office 100%, some requiring presence in the office two or three days a week, and still others offering flexible arrangements depending on the job and personal situation.

Those offering flexible work arrangements often found higher employee retention, reduced absenteeism and sick leave, saving time and money on commuting, flexible hours, and higher productivity.[iv] With that additional tools have developed to increase collaboration with and among team members.[v]

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Building authentic connecting relationships

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With a mix of in-office, remote, and hybrid workers managers and leaders need to make extra efforts to keep everyone informed, to feel valued, and to be as productive as possible. How can a manager do this and what can an employee do to help the manager with their situation?

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Communication is key. Employees can help their managers by making sure they keep their manager informed.

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Does this mean that every technical or administrative issue that the employee feels the manager needs to know about should be elevated? Why avoid any confusion? If the employee is too communicative, the manager will let the employee know that whatever was elevated in that case was not needed. This approach ensures better understanding in the future.

Managers can provide office employees with areas where in-office employees can call or video chat with remote employees in private. Managers should avoid the trap of negative fantasies about who is working how much remote. Instead focus on what is working and how well it is working. By being engaged with employees on their work and personal issues it is possible to develop relationships that inspire trust and understanding. When both have a positive attitude and a growth mindset by having timely interactions with clear objectives and updates on productivity, mutual understanding is enhanced.

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As much as possible the manager can work with employees to address their concerns. Being flexible and adaptable with employees is important.

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Being sensitive to maintaining an appropriate work-life balance demonstrates care and concern. There are only so many hours in the day and life outside of work should be an appropriate concern for all managers. Having frank discussions with regular feedback helps ensure that communication is clear.

Inclusive leadership where the manager does not dictate, but rather asks the employee what they think and incorporating employee ideas and concerns can significantly enhance employee engagement and productivity. An employee who wants to come to work versus an employee who must go to work can make a huge difference in employee satisfaction and thereby positively impacting business results.

Speak with your employees often. Leave time for small talk. Asking employees about what is important to them personally will give managers insights on how to be more empathetic. In turn the manager will gain insight into how to build that relationship with the employee, thus enhancing trust and understanding.

This is a two-way street. The manager needs to reach out to the employee and the manager needs to be as transparent as possible with what can be shared legally, morally, and ethically, including what is happening in the manager’s life too. This mutuality will enhance openness and trust.

Check out these links to my publications if you would like to learn more about collaboration , conflict resolution , or enhancing your servant manager skills .

[i] https://companiesmarketcap.com/zoom/revenue/

[ii] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9988592/

[iii] Ibid

[iv] https://www.hrmorning.com/articles/remote-work-collaboration-tools/

[v] Ibid