Proximity Bias: #WFH vs shirking and lurking

You will have heard the timeless phrases "out of sight out of mind" or

"A bird in the hand is worth two in the bush"

But these lines are taking on a new significance as the Battle of the Office enters a new phase and we are finally seeing a growing awareness around Proximity Bias. This piece is the increasing standoff between the employees who want to work from the office ,?who perceive those who #WFH, as more shirking and lurking than working at home, a.k.a., productivity paranoia.

Proximity bias in action

Proximity bias refers to our natural tendency to prioritise and favour the people and ideas physically closest to us, because they are more familiar and easily accessible.

How does this manifest itself?

• Managers assess the work of employees who come into the office more highly than remote employees, regardless of objective performance data.
• They exclude remote workers or those in satellite offices from key discussions.
• Onsite employees get the plum stretch assignments because they are there.
• They hold seemingly unimportant conversations sometimes in passing which can have great career value - network introductions, tip offs about upcoming developments, helpful feedback.
• Because they can't see it is it happening this is leading to a spike in "bossware," software which monitors key touch and mouse actions to give managers a sense of control.

Although proximity bias is frequently unintentional, it is an unconscious bias which has a number of key downsides. By favouring those physically near, it impacts team building and morale and therefore performance. This bias by excluding members of the workforce jeopardises any attempt at equity and inclusion, especially where it relates to individual performance and reward.

Which could be you.

As we have discussed before, for many, the perception of the productivity of remote workers by those managers located in "workplace central" is not as high as those they can see doing their jobs in front of their eyes.

How to avoid proximity bias

Much has been written about what organisations need to do to manage this bias; working more inclusively, maximising technical platforms to facilitate async interaction, encouraging social interaction and all the other ideas we have heard so much of.

But in discussions I have had with executives and employees, there is a big disconnect. Most managers and executives think they have it nailed. Employees disagree.

The question is, are you willing to leave the advancement of your career to your boss in the hope that they will do a spot of diversity and inclusion training, and then implement it on an ongoing basis?

Knowing that many of them already think you are a lurker and shirker.

You don't. Smart move.

Managing your career working remotely

So what can you or anyone do to manage your career while working remotely? For many, hybrid or remote work is a great benefit, but the challenges for career management are still there and for some it has been intensified.

It's important to stay top of mind when you are not working on site.

1. Get the basics right

We are two and a half years into this and you would be surprised how many still have not mastered the basics. People get a bit snippy and roll their eyes when I remind them, but needs must:

• Have a dedicated work space or use a virtual background. Choose that wisely. Background bias exists too. We are used to cats and kids - but last night's take-out trash? That would be a hard no.
• Check your camera and audio work. Make sure your face is central to the screen. If you are not central to the screen you can't be central to the conversation. Many are still not getting this right.
• Complete your name profile - this is hard to believe I know, but I was at a meeting only a few weeks ago and (true story) someone was called HS120. No one knew who they were.
• Camera on. This is a contentious subject, but if you manage your time wisely and are not over exposed to meetings you need to be seen. It shows people you are present and engaged, other wise they will think you are lurking and shirking, not focused and possibly multi-tasking on something non-work related.

2. Build relationships intentionally

Everything you do now when working remotely has to be intentional. You have to think about the key relationships you need to develop and maintain and follow through.This could with your team mates and across the organisation. It could be a virtual coffee or just a quick chat. I have one client who had only one personal online meeting with her new boss in her first month on the job.

Ask questions or provide suggestions during conference calls and if that is daunting for introverts, engage via the chat, because it's important everyone contributes. Be proactive. You can't rely on your manager to call on you. If possible table an agenda item if necessary.

3. Pay attention to communication

Working remotely effective communication is more important than ever. Establish your manager's communication preference and if possible mirror it. If their style is out of alignment with yours find common ground. I had one dyslexic client who says he was bombarded with 200 slack messages a day. He asked for a daily Loom mail which combined video with transcript so they could also see the person's body language to interpret the tone.

For one-on-ones ask if they prefer regular 15 minute bursts to one longer, but less frequent session? Find out. Be prepared with updates, including your success stories. Take the initiative even though it maybe difficult, because you can't count on anyone else to do it.

4. Promote your work

You might be working hard in the metaphorical bush but if no one knows what's going on it will be like a tree falling in the forest. In the meantime you will be losing out not just to on- site colleagues but assertive remote workers ones who will streak ahead gaining the points you are missing.

Post photos, even screen shots of meetings you are having, highlighting your wins. Share them on your intranet or even LinkedIn. Thank and recognise your colleagues. Science shows the world loves public gratitude

5. Be timely

Following the out of sight out of mind trap, it's important to be punctual to meetings and to respond in a timely way to all communication.

6. Get involved socially

This could be hobby chats, clubs, outreach events, or mentoring. The more your colleagues recognize you, get an idea of your personality and who you are, the better life will be. They can't relate to an avatar and someone who doesn't engage.

7. Strategic physical meetings

If it is not too difficult to go into the office (that is, it's not an intercontinental flight) so when you do get there, make sure you use your time wisely. Set up strategic meetings and try and arrange in advance who will be there at the same time, if it's not a full team or organisation requirement. For organisations running "hoteling" booking systems for hot desks, arrange to sit near people who you need to know you are there. I have heard nightmare scenarios of individuals trying to track their teams in the office.

Strategic not shameless

While many recoil in horror at the thought this is not about gratuitous and shameless self-promotion, but strategically sharing your ideas so people know who you are, your personality, talents and achievements.

It's important when working remotely to be memorable, you are the person who comes to mind for the reasons that are in line with your career goals.

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My goal is to increase the number of gender balanced, diverse and inclusive workplaces where everyone feels secure and reaches their potential.

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? Want to strengthen and diversify the talent pipeline in in your organisation? Find out about the biases in your recruitment and promotion processes.?Read more here.