New Term

Gallup came out with a recent study that introduced a new term, “remote capable.” Their definition refers to the work that can be completed outside of the office. Obviously, certain jobs require onsite presence. But much of a professional’s work can be done away from the office. Hence, the work is remote capable.

As I read the study, I thought of all the managers and partners who complain that some of their people are not as productive as they were onsite, even though their work was “remote capable.” This led me to wonder if there is another meaning to the term. While the actual work may be performed remotely, what about the workers? Are they prepared to work remotely? Have they refined their disciplines and routines to be effective when they are not in the office?

New Skills

Not everyone has those skills. In fact, it is a significant reason why there is so much malaise, disengagement and burnout in the profession. Yes, it’s true that there is plenty of work to be done and the worker shortage doesn’t help. But compounding the problem is that workers aren’t getting their projects completed, resulting in longer workdays, blown budgets, missed deadlines, and lesser quality. Unfortunately, firm leaders may not be providing the necessary training and coaching for their staff to develop good practices and routines in order to work remotely.

Just as workers are required to work differently, managers and partners must also manage differently. No longer can they quickly duck into someone’s office to see where they are on a project. No longer can managers rely on casual, spontaneous interactions to connect with their people.

Just as remote workers need good work routines, managers and partners need good connecting routines. Regularly scheduled check-ins, one-on-one’s and team meetings have to be more intentional in order to be effective. For instance, remote check-ins can be so work-focused and efficient that the human connection is glossed over. So workers and managers can check the box that they met, without having accomplished the purpose. For those individuals, it’s no wonder that they feel so isolated and disengaged, while others are energized and fully engaged.

New Era

It is true that the work environment will never be the same as it was prior to Covid. Good or bad, it’s the reality. So everyone has their work to do to be “remote capable.” We hear from staff that some of their managers and partners have adjusted and have installed good connection practices. Other managers need to pick it up a bit.

If you were to identify one practice or discipline that would increase your “remote capable” effectiveness, what would it be? Where would you begin? How will you execute? Becoming remote capable is no longer an option; it’s a requirement.