Leading the Future Challenges to Success

While some of the more painful business conventions of the corona virus crisis—think virtual “happy hours”—may thankfully run their course, the truth is that social distance mandates will require many companies to find new ways of operating out of position—for a while, at least. If out breaks continue to happen of the Corona Virus a new normal will be set that will change all our lives.

For most CEOs, particularly those with operations disposed to allowing work-from-home options, the best strategy will likely follow a model that blends the resiliency and flexibility of timework while not losing the productivity gains and culture investments they’ve made building their offices over the past decade. This will form a part of the new normal way of business life.

“Forcibly working from home was a great experiment for companies” which was building out distribution of its caffeinated energy bars when Covid-19 hit. “But the nature of a lot of work and jobs encourage people to be there in person. So, I’m expecting a more flexible model rather than a big jump in people working from home permanently.” Although there may be a new normal which will have to be people working from home in isolation to be safe?

Creating and leading this new hybrid workforce could be:

Take a clean-sheet approach: Rather than accept workarounds forced by the crisis, do not look at makeshift arrangements made during the teleporting imperative as a beginning point for the future of your workplace. Start from scratch. CEOs must decide whether to promote vast timework as a “new normal” or an interim arrangement—or a mix of inside and outside work. This will help dictate whether they actually reconfigure existing workspaces or just “X-off” some desks, chairs and vending machines with tape for a while. “What is the problem/issue you are trying to solve?” “Work backwards from there to figure out the remote-work parameters that will help your organisation is the most effective over the long term.” The possible new normal.

Prioritise the culture: Entire industries have been shaken by vaporisation of demand, idling of operations and atomisation of workforces. But while Covid-19 has disrupted it, retaining their culture will remain important for companies in the long term. Virtual connectedness based on videoconferencing and online communication tools, such as Zoom and Microsoft’s Teams, will probably not prove adequate—at least not without some extra effort. That’s could be the experience of many organisations and for an example `a security-software company that built its culture on remote work performed by about 60 percent of its 650 employees around the world`. “You’ve got to supplement that, as a company, by using that platform for notification of employees about important events,” “We’ve closed a deal, we have a new feature, or a new employee has joined.” Communication at all times will be necessary more often than before.

Beware of creating haves and have-nots: Allowing or establishing work from home post-pandemic can create yet another divide in white-collar workforces that already may be cleft by factors such as compensation and functions. You will need to be careful about how it is perceived in the company. Do not allow telecommuting options to be seen as perks. Add incentives for in-facility work to compensate and avoid problems/issues. “Zoom is great, and everyone is getting along well, but that’s working because everyone is in crisis mode,” “But if we were in non-crisis mode and some people were at home and others in the corporate office, there would be total resentment.”

Think about the pressure of isolation of working conditions before you change as there will be socio-biology and socioeconomic factors that will impact on people and businesses to their survival value. Think before you change working conditions for people.

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