The evidence is clear. Businesses with strong company cultures achieve higher employee engagement levels. Studies have concluded that employee engagement in companies with “intentional” cultures is twofold that of companies with “accidental” cultures. Higher levels of engagement lead to better execution and results.
In a March 2019 article, Harvard Business Review (HBR) reported that the percentage of employees who are fully engaged is significantly higher when part of a team. In the US, the engagement level of those on a team was 50% higher than those who were not. In the professional services industry, engagement levels were two times higher when working on a team.
In that same article, HBR concluded that engagement is not dependent on a worker’s physical proximity to other members of the team. On the contrary, it reported that the engagement level of those that worked remotely four to five days per week was double that of those who worked in the office full-time.
The Coronavirus pandemic was a forcing function for firms to pivot to a remote workforce. While we can’t claim a reaction to a situation as strategic, it could prove to be highly advantageous. It appears that an influential firm culture, the fabric of connection created by a team, and the opportunity to work remotely is a winning combination!
How can we capitalize on this trifecta of success?
Be more intentional with firm culture
While the trifecta described may seem too good to be true, it’s not without challenges. Even firms with strong cultures need to be more intentional with a remote workforce to avoid cultural dilution. In the office, culture is prominent with the firm’s values displayed in the lobby and conference room walls. You observe the behavior of your colleagues as they live out those values in the office. Informal means of communicating culture exist. It’s in the air and employees spend more time in that environment than they do with their own family. Disperse the team and that dynamic changes.
Actions such as starting meetings by summarizing the firm’s values or doing a “shout-out” at the weekly update to someone who’s demonstrated them is critical. Repetition is key. Leading by example, goes without saying.
Enhance communication among teams
A physically distanced team requires enhanced communications to compensate for the lack of face to face time and to maintain the fabric of connection. Video conferencing tools such as Zoom, or Teams help bridge the gap (I believe that cameras should be on by default) and provide visibility to body language and non-verbal cues; forms of communication lost in e-mails, texts and IM’s. Using Teams or Slack channels for connection is also helpful. The channels may be for business or personal topics. Sharing pictures and stories about pets, or children help maintain relationships and connection as do channels to share things like recipes (food or cocktails), parenting, or exercise tips. Consider holding shorter, more frequent meetings and using video or audio messages to deliver announcements or updates that you might otherwise communicate with an e-mail.
Ultimately, the goal of communication among a physically distanced team is to avoid distancing of values, culture, and trust, and to maintain its interdependence.
Rethink long-term workplace strategy
A shelter at home mandate is not the new normal, and our current COVID-19 created crisis will pass. What we do going forward is up to us, and the path of least resistance may lead to a return to our pre-crisis workplace strategy. I encourage you to re-evaluate that strategy and capitalize on this opportunity to re-invent and advance.
Although not without challenges, maintaining a remote or flexible workplace can enhance engagement, productivity, and retention, increase access to talent, decrease real estate costs, provide relief from urbanization in our cities, and reduce our carbon footprint by keeping us off of the roads. It sounds compelling!