We are now being faced with what is being termed The Great Resignation.

The term was coined by Anthony Klotz to refer to the significant number of people who will leave their jobs post pandemic.

In his words:

“The pandemic has made many realize their job does not contribute enough (or at all) to their pursuit for happiness and meaning, and they have decided to invest their energy elsewhere — in new jobs, new careers or in other aspects of their lives (e.g., family, travel, creative endeavors).”

Microsoft predicts 46% of employees globally are thinking of changing employers over the next year.

Can you afford not to act now?

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My latest article for Remote Report explores performance management of hybrid teams.

Just because you can measure it, doesn’t mean you should.

Our approach to measuring performance needs two fundamental adjustments.

First, leaders need to be able to measure performance based on outcomes and not hours spent at a desk.

The second adjustment is the removal of proximity bias.

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In the first of my July articles for Remote Report, I explore setting objectives for your hybrid team.

The objectives you set should motivate both your team as a whole and the members of your team. This needs to be emphasized as some employees working remotely may find it harder to motivate themselves.

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There are 5 Rs that leaders need to get a grip on right now to determine their model of working.

Realise - wake-up

Reflect - learn

Rethink - leverage

Reimagine - make it different

Reinvent - its a journey

This is the time that leaders need to be brave, be bold and buoyant.

It is time to throw away assumptions and biases and move forward with an open mind that embraces the opportunities that are being laid out in front of you. Be curious and inquisitive and make informed- decisions.

Keep on listening and hearing the need of your employees. This must be an organisational-wide act of collaboration undertaken with mutual trust, respect, transparency, empathy and willingness to continually adapt to change.

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It is likely you have seen acronym DE&I – diversity, equity, and inclusion. It has been in regular use for over a decade and its use in the workplace centred around the need for leaders to create an environment in which:

· Representation and participation of diverse group of people including a multiplicity of gender, religion, race, ethnicities, cultures, ages, sexual orientation, and nationality are actively encouraged.

· There is equity and everyone has access to the same opportunities to grow, contribute and develop.

· People with different identities feel included – they feel valued, welcomed, and respected.

I love the clarification from cultural change catalyst and author Verna Myers who said:

“Diversity is being invited to the party; inclusion is being asked to dance.”

These diverse groups are often referred to as identities.

Addressing DE&I in the workplace has been an ongoing challenge for many organisations.

The challenge is now elevated as we add two new identifies to the list – those who are in the office and those who are remote.

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My recent article for Remote Report.

It is the second article looking at how the Tuckman team development model of forming-storming-norming-performing can be used as a useful diagnostic framework to overcome issues when integrating your hybrid team.

Click on the logo to read the report.

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Last week I shared five f***-ups organisations are making as they grapple with the new world of work.

It received such amazing feedback and commentary that I thought I would continue the theme and explore another five! Yes, there are many of them!

The bottom line is that the pandemic has granted your business one of the greatest opportunities you may ever encounter.

This is the chance to reimagine and reinvent the model of how, where and when we work.

The reality is most organisations are poised to f*** this up in a mega fashion.

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The pandemic has granted your business one of the biggest opportunities you may ever encounter.

This is the chance to reimagine and reinvent the model of how, where and when we work and reap the benefits of increased productivity, profitability and happy, engaged employees to boot.

Instead of planning how to leverage this opportunity, many businesses are responding with knee-jerk reactions or procrastinating, they are waiting to see what others are doing or ignoring the whole thing and doing very impressive ostrich impressions

If you are one of the above, then you are going to f*** this up in a mega fashion.

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Evidence shows that office life has traditionally brought with it a variety of ‘energy sources’ that feed our ‘social cognitive needs.’

The brain chemicals we need are generated in the following ways:

· Shared rituals trigger the release of serotonin

· Public praise brings a burst of dopamine

· Celebrating success together increases adrenaline

· Informal chats at the water cooler create connect and a boost of oxytocin.

“These brain chemicals, in turn, can impact our ability to think logically, deliver creative insights, improve focus, support courage and persistence in the face of adversity or challenge and, crucially, show understanding and empathy for others in the workplace. They can also impact our wellbeing in the workplace - at a time when remote work can make it harder to identify who is struggling.”

The challenges will be to meet these cognitive needs in different ways.

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A recent report from PWC entitled “The Future of Work. The Board’s Role in Rewiring Work” has some interesting insights.

Whilst addressing questions and considerations for Non-Executive Directors (NEDs), I believe that the report should be read by every leader tasked with leading their teams and organisation into the post-pandemic future.

The loudest and overriding message from the report was that there is no time to wait.

“While there may be hesitance among leaders to take bold steps, as they ‘wait for the dust to settle’ on our post-pandemic ‘normal’, NEDs must start pushing organisations forward and leaders must start to experiment and trial new approaches – to leadership.”

Yes – you read that right. Leaders must find new ways to lead.

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In the 1986 hit song “Wham! – I’m Your Man,” George Michael sings, “If you’re gonna do it, do it right (right).”

As organizations grapple with the future of work, this should become their mantra.

Unfortunately, when it comes to planning for where staff will work once the pandemic crisis ends, many businesses don’t have a clue of how to do it right.

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I bet you have read and heard a lot about good leaders, yet have you ever heard an employee say, “Let me talk to my leader”?

We hear “I will talk to my boss” or “I will talk to my manager”, but never “I will talk to my leader.”

In the halls of our organization we may hear random reference to ‘the leadership team’ but we hear very little conversation, if any, about individual leaders in the organization.

This led me to ponder what would happen when an inquisitive alien lands and demands “Take me to your leader.”

Where will you take them?

In response to your perplexed look, the alien’s request changes to “Take me to someone who remotely resembles a leader.”

As your thought process becomes prolonged, the alien impatiently says, “LISTEN – this is what it should look like in earth-year 2021.”

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This week, McKinsey & Company released an interesting article regarding the resilience imperative.

It supports much of what I have been banging on about for some time now. But it also raises concerns for me.

As the authors rightly say “2020 was a wake-up call. To thrive in the coming decade, companies must develop resilience - the ability to withstand unpredictable threat or change and then to emerge stronger.”

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I am excited to be contributing feature articles for Remote Report.

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Work is what we do, not where we go.

Whilst many organizations are rushing to embrace this new reality and gain competitive edge, you also need to consider the factors that if not addressed could be your undoing. Do not ignore the hybrid hiccups.

This is a transformation that is multi-faceted. It requires a fundamental mindset shift and the evolution of new operating models.

Consideration needs to be given to security, health and wellbeing, the war on talent, performance measurement, real estate, unified communications, micromanagement, proximity bias, onboarding and provisioning.

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A week or so ago I shared an article and a series of video blogs called “Resilience Is Not Like A Rubber Band.” I made a call for the analogy to stop because rubber bands snap and dry out if not looked after.

Both the article and videos received great feedback. Therefore, this week I thought I would continue the theme and look at other resilient analogies and why they should be scrapped or thought about more carefully.

Workforce resilience is not like bamboo unless you nurture it. It is not like a diamond that had 3 billion years to become resilient. It is not like a blow-up ball that can be squeezed and then return to it normal shape.

We need to stop belittling the need for workforce resilience by using analogies that are seriously broken.

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Great leaders provide emotional support. This should be provided at all times but is especially important for employees working in a hybrid team for the first time.

Emotional support for employees regardless of their location is crucial. Often those working remotely feel less cared for than those in the immediate proximity of a leader. That cannot be allowed to be a new reality.

Emotional support comes from leaders who lead with vulnerability, empathy and compassion and have the wellbeing of every employee as an overarching priority.

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