Photo by Gianmaria™
I read an interesting article about teleworking in the latest edition of the Knowledge@ASB. Here is a short part of that article:
With evidence mounting for teleworking benefits, the obvious question concerns why so many managers are refusing to offer the option. “It’s fear of the unknown,” says Bevis England, director of Telework New Zealand and facilitator of the Telework Australia initiative. “Some managers are simply reluctant to change. They think ‘if it ain’t broken don’t fix it’. But the system is effectively broken. In business, we have spent about 200 years learning how to cram people into concrete and glass mausoleums, justifying the rental expenses by claiming greater productivity. Now we are experiencing a new evolution in which we must unlearn those lessons.
Management style, for those who are not used to looking after teleworkers, must also shift from process-oriented to outcome-oriented management, Ward and England agree. Once the teleworker has the tools – the training, the information and the ability to do their job – the worker must then be trusted to get that job done and judged only by the outcomes of their efforts”.
What is it that managers fear so much? Why is it hard for them to let go?
I think in part, this is rooted in our own conceptions of management and leadership as top-down activities. The thinking goes something like this: “if I am the leader that means I need to tell everybody what to do. If they are not here, I can’t tell them how to do their work. If there are not visible, they might try to do things their own way. Because it is not my way, then it must be wrong”.
Sounds kind of dumb when it is put like that, right? Well, it is.
As the last sentence in the above quote implies, it is about trust, which is slowing becoming the glue that holds organizations (replacing fear and rules).
But whilst loyalty is dead…long live trust. Loyalty is about the future – trust is about the present. Trust is core to the relationship between the employer and employee – without it relationships become simply transactions and work is mired and slowed through continuous checks and monitoring. CEO’s may not believe their executives to be loyal in the sense that they will be with them indefinitely – but they have to believe they are trustworthy. Trust is one of the most precious organisational assets – slow to build and quick to be destroyed. The precursor to trust is fairness, justice and dignity – demonstrated in how processes operate and how people are treated when the going gets tough
Until we come to the understanding that in many areas of business, top down just doesn’t work anymore and embrace the ideas of emergence, Equifinality and trust, we would probably keep fearing the unknown and making excuses. Are these activities you are comfortable with? I know I am not.