The Smart Working Revolution: Two Tribes at War
In the world of big organisations, there’s an undercurrent of tension building. The head honchos, long accustomed to skyscraper views filled with busy workers, are now gazing upon half-empty office spaces. Meanwhile, employees, having tasted the flavour of flexibility and work-life balance, are unwilling to go back to the old 9-5, Monday to Friday commute. The traditional ways of working are being vigorously shaken up by the pandemic and both sides need to realise that adaptability is the order of the day.
4 Day Working must cease says government
Take the recent directive from the UK government, stating that the 4-day week in councils must come to an end immediately. It comes as a stark contrast to the wave of employees seeking more flexible schedules and greater balance. It’s as if flexible working is a challenge to their power.
And then there’s Steve Schwarzman, CEO of the US based Blackstone Group, who claims remote workers aren’t putting in the elbow grease. His perspective, echoing from the halls of a commercial property empire, offers a hint of longing for the past, perhaps a touch of nostalgia for office buzz and visible hard work. Oh, the irony!
Change, though challenging, is an opportunity for growth.
However, as the Smart Working Revolution often preaches: Change might be challenging but it also an opportunity for growth.
Leaders, the captains of these corporate dinosaurs, need a fresh outlook. The offices of yesteryears, driven by stringent hours and anchored by physical presence, are over. Today’s managers must craft supportive, trust-rich environments, placing faith over surveillance, results over attendance. But pivoting from time-worn beliefs and legacy management styles isn’t just challenging; it’s akin to cultural transformation.
Employees, on the other hand, aren’t mere passengers in this revolution. As remote and hybrid working models gain prominence, workers need to step up their game. It’s no longer just about skills and tasks; it’s about displaying reliability, nurturing connections even when they’re out of sigh, and showcasing a deeper alignment with the company’s vision. Gone are the days of mere task completion; today, it’s about having a clear line of sight between our work and how we contribute to the shared vision.
As the Smart Working Revolution would put it, hybrid working isn’t child’s play; it’s a game for mature professionals.
The Frankie goes to Hollywood effect
Two tribes have gone to war on this subject. Traditional leadership and the modern workforce disagree and that continues to cause issues – particularly around attraction and retention of key talent. Perhaps this will push traditional leaders to realise the benefits of a balanced, flexible workforce if they cannot get the staff? Corporates continue to battle for the best talent and that gives workers a strong negotiating position.
Both leaders and employees must make pivotal choices, shaping the future of work.
The Smart Working Revolution isn’t just about remote tasks or flexi-hours; it’s about reimagining how we view work, leadership, and collaboration. The future, while uncertain, holds the promise of a workplace that’s both productive and humane, where both leaders and employees thrive. Dancing to this new tune might be tricky, but the music of change is in the air. We must all learn to sway a little.
Let us help you.