As organizations grapple with the challenge of returning to office, leaders are facing a daunting task of balancing the physical and emotional well-being of humans with the need for business continuity, all while navigating the uncertainty of the future. Many organizations are focused on motivating humans to return, rather than how work gets done and reimagining how technology will impact the way of the future.
We experienced and observed for many years, face-to-face interaction builds relationships, trust and collaboration. But being physically present in the office is not always necessary for fostering creativity, innovation and teamwork even for roles that require brainstorming, problem-solving and decision-making.
Leaders are concerned that the shift in office presence will impact company culture, social capital and that remote work will erode the sense of community that defines their organization. There is an assumption that the remote workforce will miss out on the social aspects of work, such as spontaneous conversations, water-cooler chats and team lunches that leads to feeling disconnected, isolated and disengaged.
Remote work has raised questions on productivity, the level of distractions and communication. While the last few years, this has proven the opposite and remote workers managed their time, stayed focused and met deadlines. Despite the location of work, communication breakdowns and misunderstandings are bound to occur as the methods of work and communication management contribute to these gaps.
We have the opportunity to think beyond the physical landscape of where we work and widen the lens to see the bigger picture of what the future holds for business operations. Motivating humans to return to the office should not be the primary focus. Leaders need to shift their mindset from time-based productivity to results-based productivity and focus on outcomes, rather than hours worked.
The reality is that remote work can be just as productive, if not more so, than office-based work. Studies have shown that remote workers are often more engaged, productive and satisfied than their office-based counterparts. They have more autonomy, flexibility and control over their asynchronous and synchronous work, which can lead to better performance and well-being.
Moreover, remote work can help companies attract and retain top talent. By offering flexible work arrangements, companies can tap into a broader pool of candidates who may not be able or willing to work in a traditional office environment. Remote work can also reduce overhead costs, such as rent, utilities and office supplies, which can free up resources for other investments.
So, what is the best solution? It is not an either/or choice between remote work and office-based work. Rather, it is about finding the right balance between the two. Leaders need to adopt a hybrid work model that allows humans to work from home or in the office, depending on their preferences, job requirements and performance.
To do this, companies need to invest in technology that supports remote collaboration, such as video conferencing, cloud-based tools and project management software. They also need to provide training and resources to help employees adapt to new ways of working and to maintain their well-being.
Most importantly, leaders need to pivot from managing time to managing outcomes. They need to set clear goals, expectations and metrics for success, and empower humans to achieve them in the way that works best for them. This requires a culture of trust, transparency and accountability, where humans are given the autonomy and support to do their best work, whether they are in the office or at home. Additionally by being mindful of the impact of proximity bias on remote workers and giving employees the autonomy to choose where they work, leaders can create a culture of trust and inclusivity that benefits everyone.
It is also worth considering the impact that AI will have on the way we work in the future. As technology continues to evolve, it is likely that more and more jobs will be automated, which will change the way we think about work and the traditional role. Leaders must be prepared to adapt to these changes and embrace new technologies in order to stay competitive.
At the same time, it is important to remember that AI is not a replacement for human workers. While AI can automate many tasks, it cannot replace the creativity, intuition, and problem-solving skills that are unique to humans. Leaders must find ways to leverage AI to enhance human productivity and create new opportunities for growth and innovation.
In conclusion, leaders are focusing on motivating people to return to the office because they recognize the importance of in-person collaboration, the varied preferences and needs of humans, and the impact that remote work can have on company culture. The best solution for companies will depend on their individual circumstances and the needs of their workforce. It is important for leaders to be flexible, adaptable, and willing to embrace new technologies in order to stay competitive in the rapidly-evolving world of work. Ultimately, the key to success will be reimagining the office, finding the right balance between human and AI capabilities, and leveraging the strengths of both to drive innovation and growth.
