Latest / Daily Influence / 570. Flexibility Meets Accountability: Building a S.M.A.R.T. Remote Work Culture (Rerun)

Transcript

570. Flexibility Meets Accountability: Building a S.M.A.R.T. Remote Work Culture (Rerun) · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
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• 0:40
  [SPEAKER_00]: Hey everybody Brian Smith here with the I'm team series and your daily influence and today we're going to be talking about flexibility in our workplace for a moment work and it's fitting because I'm actually just now finishing up a series that I did for institutional investor about strengthening our culture in a hybrid world and so.
• 1:07
  [SPEAKER_00]: Part of that process is understanding that the future of remote work is evolving constantly evolving.
• 1:18
  [SPEAKER_00]: We have people who think they want to do it, who then do it, we have people who don't want to do it, we have people who love it, and we have people that are in between, and it's creating you know, an awful lot of confusion.
• 1:29
  [SPEAKER_00]: It's creating issues within our organizations.
• 1:32
  [SPEAKER_00]: It's
• 1:33
  [SPEAKER_00]: a real challenge and it's not just a challenge for leadership, it's a challenge for the end of the drills who are stuck in maybe thinking they want to work in a silo maybe from home or from some other remote location and then finding out oftentimes how disconnected they can feel and how siloed or how they feel like they're on an island and a lot of it has to do with what can we do?
• 1:58
  [SPEAKER_00]: What can we do to make the future of remote work?
• 2:01
  [SPEAKER_00]: better by balancing flexibility and accountability, because that's one of the biggest issues we find is that it's hard to be accountable for ourselves, for a lot of people.
• 2:14
  [SPEAKER_00]: So, and this really moves over into the work world because then we find ourselves doing things not as well as maybe we could when we're surrounded by our peers or when we have somebody seemingly looking over our shoulder
• 2:30
  [SPEAKER_00]: then people get rigid and the flexibility goes away, the emotions get in the way and the whole hybrid remote program starts to break down.
• 2:42
  [SPEAKER_00]: So as always you're going to hear me talk about smart, it is our management system, the smart management system with really just leans into being
• 2:59
  [SPEAKER_00]: To this problem look if you're being smart about making the choice to work remotely or in a hybrid environment or not if you're being smart about what your objectives are or what you are setting objectives for for your team Then you're building a foundation that will create trust and respect because people will know what's expected people will know how they're being held accountable what they need to do and what they shouldn't do
• 3:26
  [SPEAKER_00]: And it will provide a path of communication that when the loneliness sets in or the disconnects happen, we have something to fall back on that is universal and consistent across the entire team.
• 3:37
  [SPEAKER_00]: So when we can give people autonomy in their work environments, give them that freedom that they need.
• 3:44
  [SPEAKER_00]: But have them adhere to a smart, culture, a smart communication scheme, smart management.
• 3:51
  [SPEAKER_00]: Then we have something that we can lean on, that's universal.
• 3:55
  [SPEAKER_00]: And add to that and understanding of what accountability means in your organization, in your area of influence.
• 4:03
  [SPEAKER_00]: Accountability and remote work requires a huge shift from what has probably been micro management to more of a trust-driven leadership model and when we provide smart as a foundation for that, then leaders can focus on measuring outcomes.
• 4:22
  [SPEAKER_00]: what is expected instead of monitoring hours or presence or focus or attention.
• 4:28
  [SPEAKER_00]: Yes, we want attention to detail.
• 4:30
  [SPEAKER_00]: It went in product that is delivered on time, on budget, and accurately.
• 4:35
  [SPEAKER_00]: And we need to lean into that not only as the prepare, but as the leader and accepting that that can be done sometimes, not always, but sometimes,
• 4:44
  [SPEAKER_00]: In different environments, we don't always have to be shoulder to shoulder, cubicle to cubicle office to office with each other.
• 4:50
  [SPEAKER_00]: A lot of us in today's world have positions where we can satisfactorily perform our jobs from different places.
• 4:59
  [SPEAKER_00]: Now does this take away from the need to have human interaction and to be with our team makes no?
• 5:05
  [SPEAKER_00]: So for this all to work, you still have to build those connections, you have to build those opportunities for connection.
• 5:11
  [SPEAKER_00]: And again, we can lean into smart for that.
• 5:14
  [SPEAKER_00]: How will that work for everybody?
• 5:15
  [SPEAKER_00]: What specifically can we do to establish those connections?
• 5:20
  [SPEAKER_00]: How can we measure them?
• 5:21
  [SPEAKER_00]: How often is enough or not enough?
• 5:24
  [SPEAKER_00]: And is what we're asking people to do?
• 5:26
  [SPEAKER_00]: Is that attainable?
• 5:28
  [SPEAKER_00]: And is it relevant to their job?
• 5:29
  [SPEAKER_00]: Is it relevant to our mission?
• 5:31
  [SPEAKER_00]: Is it relevant to our organization?
• 5:33
  [SPEAKER_00]: And is now the right time for some people?
• 5:35
  [SPEAKER_00]: Some, yes, some know what you're going through, how we're reacting to our areas of influence can all feed the whole smart equation and be a filter for us to make choices, to make decisions.
• 5:50
  [SPEAKER_00]: to create objectives for us to have sustainable, flexible, remote, and hybrid work environments that combing of themselves within office teams.
• 6:01
  [SPEAKER_00]: You can use long-term planning, short-term planning.
• 6:05
  [SPEAKER_00]: We can add checkpoints or milestones.
• 6:08
  [SPEAKER_00]: We can keep people on track and help them stay flexible by supporting the accountability model, supporting the
• 6:15
  [SPEAKER_00]: the objectives and supporting the path to reaching those objectives with proper support and touch points.
• 6:21
  [SPEAKER_00]: So look, developing a flexible and sustainable remote program requires accountability and the best tool that we have found is to lay that entire program and a smart foundation.
• 6:37
  [SPEAKER_00]: And when you do,
• 6:38
  [SPEAKER_00]: I think you'll find that the communication is upskilled, the emotions are flattened, the work product will be elevated, expectations will be met and as expected and will end up with a culture that in itself is hybrid and flexible.
• 6:57
  [SPEAKER_00]: and allows for us to be malleable and to move through the different challenges we might face as our work changes, abs, flows, increases, decreases.
• 7:07
  [SPEAKER_00]: Look, I hope that today's topic has helped you to think about what remote might be in your organization, what hybrid might be in your organization, and how you can look at it in a different light and help
• 7:22
  [SPEAKER_00]: prepare and develop a strategy in tactics to lean into it if you need to or away from it if you need to.
• 7:30
  [SPEAKER_00]: But you can do it as a team and you can decide and agree as a team.
• 7:34
  [SPEAKER_00]: I look forward to talking to you again soon on the next episode of Daily Influence.
• 7:38
  [SPEAKER_00]: Have a great day.